InPursuit Search and Talent Blog

Make the Most of Candidate Interviews

2012-05-18T19:39:31Z

After nearly thirty years of recruiting, both from inside a company and as a consultant, it’s fair to conclude many companies are not using interviews effectively to determine whether or not to hire a candidate. This article will illustrate three key areas where you may refine your skills.

Know what you’re looking for and ask about it

Begin with a thorough discovery process and explore the company, its competitive market position, and the position itself. In defining the role, dig into the job duties, the department composition, and manager’s style. This “picture” is a key part of a search strategy to identify candidates who best meet the needs of the role.

A mistake many companies make is not beginning their search with a thorough understanding of the situation and needs. Too often, the interview does not get to the real point of the interview: can the candidate do the job?

Interview questions need to explore the candidate’s practical experience in specific components of the role, and candidates should be asked to give examples and results of their work in executing various responsibilities of the position. For a manufacturing engineer, relevant questions might include:

Give me an example of a time when you had to resolve a fixture design problem with your company’s design engineering staff.
Describe your working relationship with floor employees. Give me an example of building this relationship, and another about how you mended a relationship that was in trouble.
What have you found to be some practical approaches to increasing efficiency or driving costs out of the production process? For example…

Candidate answers should not be thoughts, theories or opinions…candidates should be asked for specific examples and experiences.

Use multiple interviews to gather information

At InPursuit, any viable candidate is evaluated during multiple contacts, beginning with a telephone interview, lasting up to an hour. Use this initial contact to prequalify candidates and determine the quality of mutual fit. In-person (or video) interviews, also lasting about an hour, may follow to further explore candidate qualifications and match to company need as described in the position specifications.

Hiring companies benefit from a multi-stage selection process. Screen candidates “in or out” by phone before setting up a live interview. The goal is a slate of a few qualified candidates, rather than how many candidates were interviewed live.

It is also recommended that the candidate interview several people. For a Manufacturing Engineer, the interview team might include the direct supervisor, quality manager, a production manager, and plant supervisor. The number should be restricted to those with decision-making impact on hiring. The interview team should be trained in interviewing, be provided a list of approved questions, and be prepared to complete an evaluation of each candidate, which includes the “must have requirements” of the position.

Final candidates are invited back for a follow up meeting, with dual purpose: first, to confirm the candidate’s qualifications and second, to promote the opportunity to the candidate. You might consider meeting in a less formal setting, such as over lunch or dinner. In such a setting, other aspects of the candidate’s style, communication skills, and interpersonal skills are explored.

Focus on “culture fit”

At InPursuit, our qualifications matrix has two parts: tangible skills and experiences, and intangibles. The first part is used to qualify a candidate; however the second part, the intangibles, will make or break a good hire.

Companies improve the hiring process by fully understanding their culture, or “what it feels like to work here.” It is important to use descriptive words to describe the culture, so the interview process may be used to explore how well the candidate will fit.

Most candidates will have experience working in different settings, and the interview may explore these settings further. In our example, cultural fit includes the department environment, as well as the direct manager’s style

Ask a candidate to give examples of the environments in which they have worked, and what they liked and disliked about each situation, then how they would describe an ideal work environment. Keep in mind that candidates won’t really know your company culture; therefore the candidate description of a desired culture or work environment should be a solid prediction of the quality of fit on the culture side.

In the end

Interviewing is challenging and time consuming. There are three ways to improve interviewing: explore the candidate’s experience based on specific qualifications, evaluate the candidate over multiple contacts, and determine the culture fit.

If companies improve in these areas, better hiring decisions will be made, and candidates have a much improved chance of making key contributions and staying with the company longer.

Minnesota Manufacturing: A Recruiter’s Perspective

2012-02-01T17:22:22Z

The past few months have proved to be a difficult time for Minnesota manufacturers. According to the article posted below, manufacturers across the state are having trouble finding the skilled workers they need to fill their jobs. In a recent survey conducted by the state of Minnesota concerning the shortage of skilled workers, almost half cited that positions were unfilled due to a lack of skilled applicants and that the shortage of workers was a mild to serious problem in their company. This is indeed a serious problem for the manufacturers of Minnesota. Plants need the engineers and skilled laborers to continue production and keep the company afloat. Without these technical laborers, production in Minnesota won’t meet the needs of customers and businesses will go out of business.

From our vantage point, as a retained search firm that specializes in manufacturing, we’ve rarely seen organizations across the state with such a need for professional manufacturing talent. It’s clear from the data that MN manufacturers need to step up and compete for future business by looking at their workforce. We have already seen several companies in the same industry gain market share or go out of business due to their technical staff and production capabilities. MN manufacturers can improve their positions by identifying their pivotal workforce, identifying high potentials, creating succession plans and evaluating their workforce strategy. Now is the time to review all these areas as well as the employee brand, retention policies, employee training and total compensation packages. We highly recommend creating an alliance with professional services organizations that have the expertise and understanding of small to medium sized manufacturers to provide you with a marketplace advantage through your employees.

Here is a link to the article from myfox9.com: http://www.myfoxtwincities.com/dpp/job_shop/skilled-worker-shortage-mn-oct-24-2011

Written by: Sarah Tessien

A Plant Tour is Priceless for Candidates

2012-01-26T20:42:25Z

After each search we realize how important access to information is for both ourselves and candidates. Many companies recruiting process ends up to be a one way street. The more knowledge and information a candidate receives about the company and the position, the more they become engaged. For candidate, having an indepth understanding the company, processes and the people during the recruiting process is invaluable. Explaining a manufacturing process versus getting out on the floor and witnessing the process makes a world of a difference in the hiring process, benefiting both the client and candidate.

We have been working with a Sales Manager to hire a National Account Manager-OEM. Our client is a distributor that provides industrial products as well as value added services.

Assumption

All candidates understand our client’s business as well as we do, so there is no need to explain much of what we do, who we serve and why clients want our products and services.

Problem

Candidates were having difficulty understanding what does our client really do and what are these “value add services." Candidates consistently asked, “So you mean this” or “they do that” and “I am not sure if I am technical enough for this position”. Many times they were off the mark

Minor Details

Sales Manager travels regularly
Client’s HQ is in the Twin Cities
Position is in Northern IL area territory.
Service center is in Northern IL
Candidates live throughout the U.S.

Solution

Because of logistics, hours and hours have been spent on the phone, in coffee shops and restaurants in the middle of nowhere - together Sales Manager and candidates discussing the position without seeing the operation. Our Client’s Operations Manager created a presentation demonstrating our client’s value-add capabilities. This document was originally used to communicate capabilities in the sales process. You know “Engineer to Engineer” or “Real cost savings to the Procurement Dept” stuff. He took the initiative to develop this “360 view of the backroom” and present it in a Powerpoint. Now we can step through the presentation and describe exactly what our client does to add value to the distribution process without actually visiting the facility. Once there is a mutual interest, he provides a “Hands-on” Operations tour for our candidates.

Conclusion

Giving candidates the opportunity to visualize in the presentation and visit the plant to understand the value proposition of your products/services is invaluable.

Additional Benefits

Self-filters candidate in/out of the recruiting process
Sells the opportunity –from the presentation and tour candidates can easily see the opportunity to sell these services
You can observe very quickly if candidate can see themselves in the role

No More Sitting Down on the Job

2011-09-20T14:21:27Z

Dave enjoying the benefits of his new standing desk

Anyone who has ever sat at a desk all day knows all too well the negative effects it can have on your body and your work. Slouching over the computer all day without getting up to move around can take a negative toll both mentally and physically. Recent studies (discussed in the following article) mention that sitting at a desk all day has been linked with obesity, lack of energy and joint/muscle pain. As a result, standing workstations have become the solution to this common workplace problem. Having heard this news over the past year, we at InPursuit have contemplated joining the standing trend. We decided to give it a try in an attempt to improve both our health and happiness while at work. We started using the desks in July and have all noted positive side affects; from less aching to more energy, the standing desks have been a great addition. To read more on the buzz about standing desks check out the article below.

Standing Desks Are on the Rise By: Jim Carlton, Wall Street Journal

“Silicon Valley’s newest status symbol is a humble piece of furniture.

A growing number of workers at Google Inc., Facebook Inc. and other employers are trading in their sit-down desks for standing ones, saying they feel more comfortable and energized. They also are motivated by medical reports saying that sitting for too long leads to increased health risks.

A standing desk sits high off the floor so a worker can either stand at it or sit on a high stool to use it. Officials at Palo Alto-based Facebook say a number of employees asked about standing desks after news articles were published about the health risks of sitting all day.

The stories cited medical studies that tied excessive sitting to increased obesity and other health problems because of factors including a drop in physical activity. A 2010 study by the American Cancer Society found that women who sat more than six hours a day were 37% more likely to die prematurely than women who sat for less than three hours, while the early-death rate for men was 18% higher. The American College of Cardiology released a study in January that found increased mortality among people who sat longer at home than those who didn't.

No one seems to compile statistics on the standing-desk trend. But anecdotal reports suggest Silicon Valley is embracing the movement.

Facebook officials say they have seen an upsurge in requests for standing desks to five to eight a week with a total of between 200 and 250 deployed at the company of more than 2,000 employees. Facebook also is trying out a treadmill station—where a worker can walk or run on a treadmill while tapping at a computer.

Google spokesman Jordan Newman said that "many employees at Google opt for standing desks, and we offer them as part of our wellness program" though he said he didn't know the exact number.

Greg Hoy, 39 years old, asked for a standing desk shortly after joining Facebook seven months ago as a design recruiter. "I don't get the 3 o'clock slump anymore," he said. "I feel active all day long."

Tiffani Jones Brown, 29, said she also requested a standing desk when she joined Facebook two months ago as a content strategist, in part to keep her energy level high. "I get really tired when I sit all day," Ms. Jones Brown said.

There is a learning curve to using standing desks, however. Ms. Jones Brown said that at first it was hard for her to concentrate on writing tasks because she was focused on things like maintaining correct posture. Other stand-up workers use tricks to not be bothered by being on their feet most of the day. "I kind of move my legs around, no real position," said Kirk Everett, one of two standing workers in the 21-employee offices of the Silicon Valley Leadership Group in San Jose, a tech industry trade association.

Mr. Everett is a pioneer in standing desks, having gotten one seven years ago to help recover from a back injury. He said he could never go back. "It is so much better," said Mr. Everett, vice president of government relations for the trade group. "Staying seated all day is your enemy."

Link to article: http://on.wsj.com/n3PvUD

The Top Five New Manager Mistakes

2011-08-29T14:44:48Z

"First time and/or new managers have a lot of weight on their shoulders. Just coming to terms with the realities of leadership, a new manager is still expected to drive the performance of their team and push the limits of their own skills and competencies.

While there is no definitive learning curve for great leadership and management, the transitional period from regular staff level employee to manager is inherently stressful. Even so, many new managers start their management tenure with radical notions and rash decision making.

Here are the top five mistakes a new manager can easily make:

Taking too much control: Don’t let your new position go to your head. As any good manager knows, It’s not all about you – it’s about the results of the team. Don’t leverage your management authority to make the workplace an environment of fear and animosity for your employees.
Not appreciating your team: Understanding the value of your team is the key to unlocking any successful project or goal. Realize that your subordinates are not carbon copies of yourself and that each individual has different strengths and weaknesses that they bring to the table. They are motivated and are driven to perform for different reasons.
Moving too fast: Many a new manager wants to start their career with a bang and come in to the role expecting to change the world. Slow down and take baby steps – radical change is seldom accepted wholeheartedly. Most management gurus suggest a three month “grace period,” where you evaluate the team and understand your goals.
Not taking any advice: New managers are expected to make tough decisions even though they don’t possess the years of experience and insight a seasoned decision maker would have. For any new manager, now is the time to listen and learn. Seek advice from colleagues and mentors while working hard to bridge communication gaps with team members. Building a rapport with your team builds trust.
Not taking enough control: The antithesis to Mistake #1, not taking enough control is just as deadly to any new manager. Your authority is paramount or else the whole system falls apart. As a leader, you can be cordial and respectful with your teammates, but you can’t be their best friend. This is the sacrifice that any good manager must realize, and accept.

The road to great management may in fact be a lifelong journey, not a skill easily acquired in a number of months on the job. Many new supervisors take it upon themselves to overcompensate in certain areas – terrified that someone might perceive their freshness as a weakness. They make poor choices that impact organizational effectiveness and quickly find themselves burnt out from the stress.

In fact, many employees struggle to get into management roles, but once they get there, they realize it isn’t for them. Managers must possess a very particular drive and personality in order to be effective. If it’s not for you, don’t be ashamed to realize this. But if you are a new manager, be sure to give yourself some time on the job. More so than perhaps any individual profession, managing people presents the most complex challenge, but also presents the greatest rewards."

Source: www.recruiter.com

Link: http://www.recruiter.com/career-advice/new-manager/

InPursuit at Twins home opener

2011-04-11T21:17:46Z

Dave, Sarah, Lori and Bob enjoying the weather at Target Field

InPursuit Featured in 'The Ole Connection': InPursuit works to strengthen connections between business professionals of St. Olaf College's Career Network for Oles.

2011-03-03T18:12:26Z

A Note on Thanksgiving

2010-11-23T18:05:37Z

For several years when I was the HR Consulting practice leader at McGladrey, I began a tradition of sending a Thanksgiving thank you note to clients, colleagues and friends. This was a fine tradition that fell by the wayside…until now, when I would like to start it again.

We are busy; everybody’s busy. However, I don’t want to fall into a trap of being too busy to say “thank you.” And at Thanksgiving, well…you get the idea! You’ll get this from my heart, and I will attempt to add enough to an idea to perhaps be useful to your business as well. Here goes…

What I’m thankful for at Thanksgiving 2010:

Business is good; we have great clients! We have seen an upturn in business the last several months. It is across the board, in all types of positions, all sizes and types of businesses and at all levels. This is a departure from the last 18 months when clients were hesitant in making a move. I believe this is the result of business leaders having a bit more confidence in the economy and their business outlook. It may also be fueled by some pent up demand. Hopefully, the trend in our company is true in yours and across the economy in a broader sense.

One of the strengths of our business is our great clients and their commitment to us. This last year, we continued to work for a nice base of customers, as well as added some new clients. Thank you for your business and your continued support of InPursuit. Please let me know how we can better serve you.

Interesting and challenging work. As part of our reorganization and expansion, we engaged in some expanded project work in the areas of assessment and integration. This allowed me to pursue certification in Insights Discovery and CPI 260. Both of these tools are interesting and helpful in the selection and talent management process.

If you are interested in knowing more about them and how InPursuit is using them, please call or email me (651-695-7387 and bburfeind@inpursuitsearch.com). I would be happy to visit with you and can offer a complementary assessment.

However, what is most encouraging to me is the opportunity to apply some new techniques and knowledge to our business processes. I find this challenging and rewarding and I am thankful for the opportunity to learn and try new things.

My colleagues at InPursuit. Most of you know Dave and I have worked together for quite a while. We are very different from each other and this has brought strength to our business relationship and approach to our work. Mid year, we added two people: Lori Freeman and Sarah Tessien. Together, we make a great team in our approach to client projects. We also really get along and have some fun together in the course of the day.

Over the years, colleagues and I have developed something called The Commitment Model. It outlines four main reasons for an employee to be committed to their work: the job itself, their team, their direct supervisor and the company. All four elements are multi-dimensional, including such elements as short and long term and both personal and professional aspects.

I feel our team is committed on all levels. It’s so great to have fun together, have diversity of talents and challenge each other every day. I am most thankful for Dave, Lori and Sarah. They bring out the best in me and are a blast to work with!

I wish you a heartfelt Happy Thanksgiving!

Written by: Bob Burfeind

How Well Are You Interviewing Candidates?

2010-11-02T13:57:10Z

An important factor in ensuring a successful recruitment process lies within the interview. Knowing beforehand what you want in a candidate and knowing how to discover these things is crucial to a successful hire and fit for your company. Heading into an interview without a plan or idea of what you need to find out from the candidate may lead to an unsuccessful hire.

We’ve done some research and have found, what we think, are the four most important tips for ensuring a successful interview process:

4. Know your candidate! Just like they’ve researched your company, you need to research them. Prior to any interview do your homework; read their resume a few times and try to learn as much as you can about their background and professional history. Learning as much as you can about the candidate allows you to connect with them and demonstrate that you know what you’re talking about.

3. Have a plan. Know exactly what you need to find out about the potential candidate. Don’t rely on the interview to carry itself, which may happen, but be aware of what your goals are and stick to them. Create a list of the questions you’re going to ask as well as a way to identify the intangible skills that you might not be able to evaluate by simply looking at their resume.

2. Tell the truth and lay it out there. Nothing good can become of keeping things about the position from the candidate. Saying there’s a ‘decent amount’ of travel vs. 75% travel might make a big difference in the candidate’s interest or fit for the position. This will benefit both parties because there will be no surprises later on.

1. Sell your opportunity from the top down. Start with the industry and position your company within the industry as a premier provider. Talk about the department, team and the Hiring Manager. Sell the impact that this position will bring to the group. The market for top talent is still stiff. Companies want to attract the best people and you’ve got to sell!

Written by: Sarah Tessien

The Top 10 Reasons To Hire An Executive Retained Search Firm

2010-10-04T14:08:52Z

By Art Eyzaguirre

I have been involved with people and relationships for over twenty years. Relationships are what make the world go round. It has been said that people like to do business with people just like themselves. In a past life. I worked to help senior executives get back on track in their careers. Some of them had been downsized and others had been burned out and miserable in their career.

Below are the reasons I believe a company should hire an executive search firm to fill their vital roles within their organization. Many companies feel that they could just advertise or use their own contracted workers to find people. But I would submit to you that you should not be cavalier in your efforts to find the very best talent for your vital and critical roles.

1. Experience. Retained search firms (RSF’s) have been around for decades. They have built their businesses around relationships. Those relationships allow them to find talent that would normally not look at advertisements for “new” jobs. They have a litany of contacts and databases available to them that make them global players in the “relationship” business of search.

2. Confidential. What happens to a public companies stock or market share when news is revealed that a “major” player in the company is missing? Retained Search Companies are discreet in finding talent inside other companies.

3. Commitment. Retained search companies employ rigorous techniques to find candidates for your company. They also work on “your” search exclusively. Your company is buying their exclusivity, which allows them to focus on your search, which produces quick results with qualified candidates.

4. Expediency. Proactive search techniques allow for quicker time to placement. When looking at the cost of a vacant critical position within a company, this could literally be thousands of dollars per day.

5. Top Candidates. Retained Search Firms can find the right people for the right job, specially if you are looking for a specialized talent or a candidate that can bring your company his/her proven ability

6. Higher ratio of resources per candidate. On average most in-house recruiters are a one-person show. With Retained Search, a company may assign up to 8 people to assist with a search

7. Cost effective. With more resources available, the position will probably be filled faster. This saves cost associated with vacant critical positions.

8. Professionalism. If you are looking to partner with someone that has your best interest in mind and will handle things for your company in a professional manner with honesty and integrity, you should definitely use a RSF.

9. Value-added services. Retained Search Firms provide additional value-added services. Some of these may include Screening candidates, background checks, performing pre interviews and giving assessments. Still others may include reference checks compensation surveys, job specification creation, relocation assistance and trailing spouse employment assistance.

10. More information. Lastly, as third parties to their customers, RSF’s don’t have problems asking the candidates to reveal information about salary history, reporting or organizational structures, relocation and other perceived, sensitive topics.

Art Eyzaguirre is the Managing Director of Thompson Technologies Career Development Services. Art brings over a decade of experience working with senior executives: their career options and assisting them in attaining their corporate goals in their jobs.