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10 Ways To Maintain Employee Trust During Tough Business Pivots


This article features Sarah Yeverovich, Empowered Staffing’s Co-Founder on

Progress in business is rarely linear. Often, the entrepreneurial journey is like a roller coaster, and most companies face significant ups and downs along the ride.

These critical turning points—whether it’s a shift in business focus or a team restructuring—are necessary for survival. However, these big changes impact every person involved, at every level. As a business leader, it’s up to you to help your team weather the storm. Here’s how 10 Young Entrepreneur Council members recommend maintaining employees’ trust in times of upheaval.

Members of Young Entrepreneur Council share advice for maintaining employees' trust and engagement during times of significant change at your business.


1. Hold Yourself To A High Standard As A Leader

In all the best-performing companies I’ve worked for, the leaders have had extremely high expectations, they have communicated hard feedback consistently and they have held themselves to those same standards. That is the key to weathering a storm. Everyone has to know what is expected of them and know it is a lot. Employees will inevitably fail and make mistakes, but this becomes a strengthening exercise when leaders deal with it imminently and in the daylight. Finally, the best leaders lead from the front and take on these seemingly impossible tasks themselves. That role model transcends across the team and is how we achieve incredible things. “Nice” is the death of survival. - Codie SanchezCresco Capital Partners

2. Increase Your Communication Frequency

One thing I’ve learned along the way is that your ability to communicate changes early and often can make all of the difference in how your decisions land. Sometimes, reaching out to team members individually can give them a chance to ask questions they wouldn’t ask in a company meeting or to have their feelings heard. It’s also a good idea to reiterate why certain things are changing and to continue to paint the long-term vision of the company. When everyone knows where we’re going, it’s easier to maintain trust and to enroll everyone in the bigger vision. - Nathalie LussierAccessAlly

3. Reconnect With Your Brand And Mission

As the managing partner of a global personal and corporate branding firm, I’ve helped lead our company through change, including expanding to new markets and pursuing new types of clients, such as Silicon Valley tech leaders. The most important thing to maintain trust is to build a very strong brand that not only clients, but your team, can connect to and rally around, and make sure that the changes you are making are in service of that brand. Your team will be able to navigate turbulence as long as they know that they are part of a mission that has great meaning and purpose. Sometimes, it is not easy to see how changes really do reinforce your brand, so take the time to message your decisions internally. - Beth DoaneMain & Rose

4. Address Rumors Head On

In a period of downsizing, rumors are sure to start flying. But a good leader will put a stop to the rumor mill in order to maintain employees’ trust. Make sure your entire team has all of the information they need at once by holding a company meeting. By giving them all of the information at the same time, it should help to avoid starting up the rumor mill. In addition, if you hear any rumors that are rapidly spreading, you should address them. Putting them out in the open and dispelling them will show your team that you won’t put up with false information and that they can come to you if they have concerns. - Stephanie WellsFormidable Forms

5. Open The Lines Of Communication

Keeping the lines of communication open with all employees (whether you have one employee or a thousand employees) and keeping them informed of each critical phase of the challenging times will help increase trust and minimize panic. Whenever we go through rough times, I keep my team informed of what my plans are. If I do have to downsize or eliminate a position, I will let the employee know as early in advance as possible so they have time to make other plans without panic. It’s only fair to give them fair warning. - Kristin Kimberly MarquetFem Founder

6. Be Vulnerable And Genuine

Trust needs to be built (and demonstrated) over time. It starts by being genuine, honest and transparent. Set a company culture from the top down where you are vulnerable and genuine, so people know they can trust you. Admit your mistakes and weaknesses and accept critical feedback from your team. Err on the side of transparency and be honest about what’s working and what’s not, even if it’s a hard message to deliver. Make sure the team knows the “why” of the company and that you are committed to making the best decisions for the whole. My team knows that we are in this together—that I will not abandon them or leave them in the dark. We win and lose together. Showing this pattern of honesty and transparency over time will garner trust when you need it at critical moments of change. - Frances DewingRubica Inc.

7. Focus On Solutions, Not Blame

I go by one rule: Be clear, be honest and talk about solutions, not blame. When things are going haywire, I’ve seen leaders start pulling teams apart by pointing fingers and placing blame. There is a difference between saying, “This is what is happening and why,” and, “This happened and it’s all so-and-so’s fault.” All this does is cause more unrest and mistrust in a time when your team needs to be able to trust you. Resist the temptation to point fingers and focus on the facts while encouraging the team to think about how to grow stronger together. That’s leadership. - Benish ShahLoop & Tie

8. Over-Communicate On Everything

Communication is essential for successfully running any business, but particularly during times of change. Whenever expectations, roles, location or systems shift, there can be an uptick in stress experienced by employees who are uncertain about the permanence of their position or unclear about a new role in the company. To quell unease, over-communicate and ensure your employees know they can come to you with any questions or concerns. - Kelley WeaverMelrose PR

9. Speak To The Future

Unite the company in speaking about being a team. A lot of the time you can’t disclose everything that happened due to legality, so instead of talking about what was, what happened and why it happened, talk about what will be. “Moving forward as a united team, we’re going to build a culture that is trustworthy and dependable. We need your help. We need to work together.” Include actionable change, such as new policies and/or processes. This way you’re essentially addressing what the problems were by leading with the solutions. This also builds trust because you’re safeguarding from this happening again. Less is more. Be concise. Be thoughtful. - Kerry GuardMKG Marketing

10. Remind Employees That They Are Valued

It is always best to be open with employees and address the company’s goals and future plans when a critical turning point or downsizing occurs. You do not want your current employees to get fearful and start looking for positions elsewhere. Sharing how the event is actually better for the company and going over future plans are key. If you act weird about the situation and are not open, it can lead to a loss in trust and morale. Your employees will be more likely to stay and feel they are a significant part of the company when you take the time to explain the situation and even have one-on-ones. If you have a strong partnership with your employees and they feel they are being valued and trusted, they will step up and help the company prosper when changes like this occur. - Sarah YeverovichEmpowered Staffing

Original Post:

2019 Digital Marketing Salary Guide

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The 2019 Salary Guide for Digital Marketing is Now Available!

You can now access Empowered Staffing’s 2019 Salary Guide for Digital Marketing roles across Ad Agencies and Brands.

Empowered Staffing is your resource when it comes to the state of today’s Digital Marketing industry. That’s why Empowered Staffing is releasing its annual Salary Guides for companies nationwide to keep you up to date with salary information no matter which state you operate out of.

Today’s corporate landscape is candidate-driven so it is important that Hiring Managers understand what is needed to compete for talent.

To view the 2019 Digital Marketing Guide, please fill in the form below.

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How To Reflect On And Learn From Rejection


How to Reflect on and Learn from Rejection

It doesn't matter if you run a startup or an established business with many years of success under your belt. Rejection is never easy. It is how you deal with it, learn and grow that matters.

One of the easier types rejection to face is from someone who you have never worked with before. This isn't really a loss, it's just not a gain. Of course, it would be great to bring on every potential client with whom you have a conversation, but that is a little unrealistic. Focus on the yes's and signed deals you get, rather than fixating on the nos.

A type of rejection that is a little harder to stomach is when you get a referral but the client decides not to use your product/service at the end of the conversation. You know they have a need but you still couldn't close. Reflecting and learning after the interaction will help you overcome similar challenges during future conversations with potential new clients.

The hardest and most emotionally draining type of rejection in business is when a longstanding client decides to cut the relationship. Sometimes there was nothing you could have done to save the relationship, but if you made a mistake, ensure it is not repeated with your remaining clients.

Below, I would like to share a couple of my own experiences with rejection where reflection led to future success:

1. My partner and I started our firm in 2011, and this past year we lost a client because their feelings were hurt when I was giving feedback. In this scenario, it was the way I delivered the feedback that led to the rejection. In retrospect, I should have been aware that if I am giving a client harsher feedback, I should be more empathetic and deliver it in person instead of doing it over the phone. It still hurts when I think about it. It is especially difficult when you truly care and invest so much time into the client and their business. I know I had the best intentions, but it was not viewed the same way on my client's side.

2. I was referred to a big-time investor at a private equity firm many years ago, but I was unprepared for the questions he threw at me and the specifics he wanted. In retrospect, I realized that PE firms are looking for how you can directly contribute to the success of the company they are investing in and your process to get there. You must have your pitch down pat and show them you can help, consult and, most importantly, drive and directly contribute to their goals for success. It is not easy to work with those types of companies, but the reward when you are successful is the best feeling. My first call was a miss, but reflecting and perfecting my position helped with future opportunities. We now work with quite a few investment companies helping them build up businesses they back.

At the end of the day, rejection is never easy. Some types of rejection are harder to face than others, but it is always important to take the time to understand why something did not go the way you wanted, seek advice, learn and grow from it. Here are my top tips for turning rejection into a learning opportunity:

Take the time to reflect and understand.

Taking time to reflect is important because that is what leads to improvement. Reflect on the situation when you have a clear head and are in a calmer state, which is usually the day after the rejection. When you are first rejected, you are probably a little frantic and it is hard to think clearly. If you can relax, take a step back and reflect. After a little bit of time, you will be less emotional and better able to deal with the situation productively. Sometimes you can even come up with a great plan to turn things around. Focus on being proactive, not reactive, to move forward.

Seek advice from a mentor.

Most, if not all, business leaders have dealt with rejection at some point in time. So, seek advice from someone you look up to and trust, whether they are a LinkedIn connection or from a networking group. After your personal reflection, go over the situation with them and pick their brain on how they would have gone about the situation. This might give you a fresh perspective and will help with your personal and professional growth. Being vulnerable and able to discuss your challenges with other business leaders is not looked down upon; in fact, it shows that you are a motivated individual who is mature enough to realize when you have made a mistake and would like constructive feedback to grow.

Grow from it so the mistake is not repeated.

After the realization kicks in and you know how to better handle this type of situation in the future, share your knowledge with your team. After I experienced a loss, I reflected, got advice and then shared my findings. This was a big learning lesson for me and for my team because the best way to learn is from real-life experiences. My team really appreciated the fact that I shared the situation with them and they learned a lot from the outcome and from the alternative ways I could have dealt with the situation for a better outcome.

Although my big losses hit me hard, I believe the time I spent learning from those situations got me to where I am today. The main lesson on loss that I tell my team is that it will happen. I will never be disappointed as long as they can reflect, learn and grow from those situations.

What Business Owners Need To Know About Hiring An Effective Marketing Team

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What Business Owners Need To Know About Hiring An Effective Marketing Team

This article was written by our Co-Founder, Sarah Yeverovich & also published on

Some of our success at Empowered Staffing is due to operating in the SaaS/tech, digital marketing and e-commerce/retail industries, where most of our clients have a revenue stream that stems from an online platform. Because online sales and properly marketing your business online is so important, we have been able to help a lot of companies that want to start investing in their marketing efforts by growing their marketing teams.

I have worked with a lot of small to midsize businesses seeking marketing managers, directors of channel marketing, PPC/SEM specialists, email and CRM marketing leaders, analysts and more. The one major thing in common for all these companies is that they experienced a tremendous amount of growth once they had the right marketing team in place.

Step One: A Qualified Marketing Lead

A clear lesson we've seen proven time and time again is that it is extremely important to hire an expert in marketing who can learn the specifics of your company and help choose and deploy the best marketing strategies to get you the best ROI. The right recruit will also be able to help with identifying out which roles to hire internally and which roles to outsource to an agency.


It can be difficult to figure out what that first hire or role should look like when you are eager to start building an in-house marketing team. I see a lot of companies combining two or three separate roles into one when making early hires, which can turn off potential good candidates. Start by identifying the three must-have skill sets and create the job description around those key areas. First-timers can also search the title or key responsibilities of the position you are looking to fill and find similar openings online to get an idea of what your role should look like.

When vetting a lead marketing candidate, add these helpful questions to your interview process:

  1. How do you measure success/accountability from your team once a new marketing initiative has been put in place?
  2. What are some things that you noticed from our site/ online presence that you liked and some areas that we are lacking in? (This helps to see how much research the candidate has done on your company and gives you some insight on their initial ideas and way of thinking.)
  3. Tell me about a time where you came into a new position and drove success. Tell me about some challenges along the way and how you overcame them.
  4. When you took over marketing operations, where was revenue at and where did you take it to? (This follows up on the previous question and addresses ROI.)

Step Two: Mapping The Marketing Team

The first hire of an internal marketing department is usually the hardest, and there are so many factors that differ from company to company. This is why it's a good idea to confer with other departments and leadership to define the role based on your specific needs and company goals. After you onboard a marketing lead, it is much easier to make future hires, as this lead should be able to define the supporting roles and design a starting point. It is also a good idea to create a sample organizational chart of what you would like your marketing team to eventually look like to map out marketing leadership and staff.

When you are growing your marketing team, remember that one of the biggest challenges could be the pace of hiring and attracting the best talent.

If you find a candidate you love, do not wait to move forward in your interview process with that individual. In a perfect world, it is always nice to have a choice of candidates to compare before moving forward with a hire, but many marketing positions are hot right now. With this, the unemployment being low and the need for internal marketing teams on the rise, you should be quick to hire if you find a great fit. These candidates are being approached daily — even if they are not actively looking for a new opportunity. If they are interviewing with you, chances are they are interviewing with other companies as well and could get snatched up in a matter of days.

To attract the best talent, be sure include some information on your job description about why someone would want to work at your company. Share details of the culture, benefits and in general why your company is a great place to work. Some recruiters or hiring managers get scared by this, afraid to hire someone who is "all about the money" or benefits. But remember, that is not what is going on in most candidates' minds. When you sell your company by sharing this information, you attract individuals who are passively job-hunting. The more enticing and excited about the culture of your company you are, the more you can attract top talent.

Just like in school, a student with straight As will not necessarily be accepted into the top colleges — the student needs to set themselves above the other fierce competition. So too must a company put its best foot forward in attracting talent by creating — and promoting — a great culture and workplace.

5 Strategies for Hiring Millennials

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5 Strategies for Hiring Millennials

Today, we need the best and the brightest. That young talent...those who question the way things are done. Those who create faster processes and are so technologically advanced it makes us question what we actually know…the Millennial.

Here are the five core strategies for hiring Millennials:

  1. Ensure Title/Responsibility Growth is to be expected for hard work and dedication and that they will not be in the same role 1-2 years down the line. Talk about how others in the role have grown and where they are today in the company.

  2. Company Culture is one of those things that you either have or don’t. If you don’t, work on it…right now! Everyone wants to work for the company that has crazy wall colors, employee outings, open door policy (Executives can be easily communicated with), free snacks/coffee, employee gamification and more. Millennials need to feel like they are joining a Google.

  3. Work/Life Balance & Flexibility…don’t worry, Millennials are hard workers. Sometimes they work so hard, they really just need some flexibility to feel they still have a social life. They need to feel like they can have a normal life outside of work. Telecommuting on certain days of the week for jobs such as design, development and the like are very normal. Remember, this generation was taught to “work to live” not “live to work”.

  4. Compensation is so important! Some companies are really trying to low ball salaries and it is getting harder and harder for them to hire the best talent. It is creating rotating door environments, especially in cold call/sales environments. If you want to give a lower salary, that is fine, just make sure the upside, bonus or commission opportunity allows for the individual to make a normal wage. Out of college $26,000 to $35,000 base salaries are normal for sales roles if the commission can allow them to double their income. Within Marketing, college grads are making $35,000 to $40,000 + bonus potential. Within Engineering, college grads are getting hired between $65,000 to $80,000. Every industry and role has their pay scale, do not fall below the norm. Given 3-5 years of experience, these individuals are making $20K-$50K per year from the starting wage. Often times Millenials will need to jump jobs in order to get the bump in salary. The goal is to keep the talent happy and on board. Typical 2%-4% yearly raises are not working to retain talent. Watch out the rising talent and compensate them, either with a commission or bonus structure. They deserve to be well compensated or else they will jump ship!

The Sell: You can have all the right things and offer amazing benefits, but if you don’t have someone really selling the opportunity to come and work for you, you wont be really getting the best talent. Those who are doing such a good job and are well taken care of, that they don’t even know about your opportunity since they are not actively on the job hunt. It is CRUCIAL to have an internal HR team dedicated to talent acquisition and well connected recruiting firm to constantly go out and find the best profiles and talent and actively pitch them on what you have to offer. How your company is presented and spoken about is very important – pay attention to your tone of voice, how excited and motivated you are to work for your company and share your opportunity in way that is intriguing. Never lie – but do not undersell and always put on you’re Sales hat, because recruiting is a sales job. If you can’t sell the opportunity of working at your company, you cannot be on the phone actively recruiting the best and brightest talent. Make sure your internal recruiter or HR Rep is the right person to be representing your company. You only get one chance to entice a potential candidate about a particular role... make that presentation count!

10 data Scientist interview questions job seekers can expect


10 Data Scientist interview questions job seekers can expect

Daniel Miller was interviewed by By Alison DeNisco Rayome from Tech Republic. Check out her article below.

Demand for data scientists continues to grow, and the job market is hot for those with the right skillset.

Data science job candidates can expect a variety of technical questions and exercises that depend upon the position and the company. But outside of tech know-how, adequately describing your skills with communication, teamwork, and creative thinking is key.

"To assess if a candidate can be successful as a data scientist, I'm looking for a few things: baseline knowledge of the fundamentals, a capacity to think creatively and scientifically about real-world problems, exceptional communication about highly technical topics, and constant curiosity," said Kevin Safford, senior director of engineering at Umbel.

Demonstrating that you have a strong understanding of the business at hand and how data can be used to reach business goals will also set you apart.

"In addition to many technical questions—knowing your algorithms, knowing your math—a great data scientist must know the business and be able to bring strong ideas to the table," said Rick Saporta, head of data science at Vydia. "When hiring, I would rather have one creative data scientist who has a strong understanding of our business, than a whole team of machine learning experts who will be in a constant 'R&D' mode."

Here are 10 questions that you might be asked during an interview for a data science job, from a number of people currently working in the field.

  1. Describe a personal or professional project in detail.

  2. Tell me about a time you had to work with someone who is not data-savvy on a data science project.

  3. Tell me about a time you had to work with very messy data.

  4. Tell me about the most complicated data project you have worked on, and what you were able to do in order to achieve success.

  5. What are your favorite data science tools and techniques?

  6. How do you generate results when you don't have enough data or your data is corrupt?

  7. Tell me where you think data science is heading—both in the short term, and in the long term.

  8. Can you outline your process for diving into data and sharing findings with the broader team?

  9. What is the size of the biggest dataset you have built models on?

  10. Tell me about the most unique insight derived from a data set that you compiled.

These questions were contributed by:

  1. Kevin Safford, senior director of engineering, Umbel

  2. Kjell Carlsson, analyst, Forrester

  3. Daniel Miller, vice president of recruiting, Empowered Staffing

  4. Niranjan Krishnan, head of data science and innovation, Tiger Analytics

  5. Chad Stoecker, leader of managed services, GE Digital

  6. Rolf Olsen, chief data officer, Mindshare

eCommerce & SaaS Hyper-Growth – Roles you need to hire in-house ASAP!

eCommerce & SaaS Hypergrowth - Roles you need to hire in-house ASAP!

After working in eCommerce/SAAS environments both as an in house recruiter and agency recruiter, I have seen a lot. I have seen failure and success, and I attribute it 100% to hiring strategies. So you have an amazing technology or products for sale…now it’s time to hire the infrastructure to make your organization grow and scale to that next level!

#1 is MARKETING: At one eCommerce company, I saw tremendous growth when I hired an ex-President of one of the stronger ad agencies to come on board as a CMO. We obviously, as a startup, could not afford a typical CMO salary, so we were able to put together an equity, bonus and compensation package that intrigued the move. This CMO changed the nature of our marketing strategy which enabled crazy growth. A Chief Marketing Officer (CMO) is a crucial hire and needs to be focused on almost immediately. Allow the CMO to invest in PPC, eMail & CRM, SEO & Social strategies. This is very important.

*Trick to hire these people: Taking them out of ad agency settings is always ideal. They are usually paid less then brand side at the agency and really have a desire to get to brand side too. A lot of agency candidates are highly motivated to get into a start up too!

#2 is SALES: First start by hiring a very strong Sales Manager that has a mentor type personality. Someone who understands KPI’s, CRM, sales strategy and is very hands on. Someone who is not afraid to jump on calls and can teach the “close”. Do not hire the aggressive intense, red face sales guru - the decline in morale and culture is soon to come when these guys are on board.

Everyone wants a cold calling inside sales team. Especially in the beginning, to draw in revenue ASAP. We target people willing to make next to nothing with a crazy strong commission program and promises of grandeur to increase output. This model creates high turnover and sometimes can hurt the culture of your company almost immediately. The most ideal situation to make this work is to turn on lead generation marketing efforts and get your sales reps to start closing on leads vs making 100% cold calls. Make sure to have a CRM in place, goals, scripts and contact data. Without this, Sales Reps will not be efficient or successful.

*Trick to hire: Hire Sales reps by doing college campus recruiting. It’s a great place to find amazing talent that is not discovered yet. Save on recruiting fees and just hire a mentor type manager who will teach grads to do sales. Don’t just hire someone that was already in sales, paid a $28k/$30K base salary and is looking to leave due to XY&Z or else they will be looking to leave you too.

#3 TECHNOLOGY: I sometimes think of this as #1, since without the right tech in place, your company probably cannot even exist. I list it as #3 since most companies founders in eCommerce start by hiring a company to create the technology, application or website and then focus on building a company around it. I think hiring an in house CTO who has a strong hands on development background is crucial for any SAAS or eCommerce organization. You need someone that understands the code and really can figure out if your development and tech teams are doing it right. Too many times CTO’s are hired without a coding and development background, which can be a huge problem if you don’t have a strong internal development and coding team already in place. A lot of co-founders are the technology backbone of the company, so make sure to build a team of developers and analysts under you to ensure your scaling your company’s technology.  Hire individuals coming from big companies who are looking for a more entrepreneurial setting, I find these tech gurus to be the best and most motivated.

*Tech candidates make a lot of money. Before you go and hire a developer, figure out exactly the experience you need and understand that anyone working at a big company in a development role will probably be looking for $80K-$100K+ to move. If this is out of budget, hire someone 1-2 years out of college, with 6 months or so of eCommerce/SAAS experience… they will be closer to the $60K-$70K salary range.

#4 OPERATIONS:  A Strong Admin or Operations Manager can make your life so much easier. You have to do payroll, pay invoices, inventory, clean the office, get food for the sales floor, plan events, etc. etc. etc. There are too many odd ball things to do in a day, and without a solid operations team, you will go insane. Make sure to start off with a right hand “man” so to speak. Hire a high level Admin who can really handle an operations type job. These people will make your office run very smooth.

*Hire individuals that are coming from very stressful, fast paced situations. They will be able to handle the crazy growth that happens in a start up office and not get freaked out when the work load doubles as your company grows. Candidates coming from light industrial, distribution, logistics, law firms and the like are great to hire. They can handle crazy insane situations as if it were an everyday normal occasion. Do not be afraid to hire older operational people – I personally think they are the best, both in admin and operation management roles.

#5 PRODUCT MANAGEMENT: This is my favorite hire. I love hiring individuals who are in charge of merchandise (in settings of eCommerce merchandising) or technology (SAAS environment). These people are smart, operationally savvy, understand marketing, sales, technology, software and systems and is able to tie all the layers together. They are great with customers, understand strategy and really are the people that make your client and customer support team look good.

*The Trick to hire: Make sure to hire individuals who are already working with a product or technology similar to yours, so the learning curve is minimal. These roles need to be individuals who understand your product or technology so well that they are the smartest person in the room when it comes to your product. These hires take time, but are well worth it.

All of the above hires are crucial, and yes there are other roles, but focusing on these 5 areas can take your company to a whole new level. Make sure to you have someone in place that can focus on interviewing and dedicating time to recruitment. Without Human Capital, companies would not exist. For any hard to find hire, make sure to use a contingency recruiting firm. If you want to hire the best or compare the applications you have to others, it is ideal to have a recruiter making cold calls and presenting your company and opportunity to the best talent already in a job doing exactly what you need to be done. Posting a job ad and hoping to god that applicants will flood in, just isn’t smart. We need to be proactive in every element of building a company - recruiting needs to be a focus at all times.


The Perfect Interview Process Timeline - 5 TIPS

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The Perfect Interview Process Timeline - 5 TIPS

The perfect interview process really depends on the role and the complexity of the position. In the eCommerce,  SaaS & Digital Marketing world, among many other industries, the interview process is crucial for success! I like to base the timeline to hire off of salary/level of role. For roles that pay under $40,000 per year, hiring processes should be about 1-2 weeks. For roles that are $40K-100K, ideally 2-3 weeks. $100K+ roles, typically 3-6 weeks. Here are 5 tips:

  1. Some candidates who are more passive in the job search, make sure not to scare them off with trying to interview and hire within a week. This can be a huge red flag in the candidate’s mind.

  2. Make sure to check references after the first in person interview if there is interest. Reference checking can clear many of our concerns fairly quickly.

  3. “A strong candidate that has the desirable skill set is like an ice sculpture in 90 degree weather”, Brian Binke, one of the largest managers in construction recruitment nationwide. If you wait too long, they will melt away- because another company will hire them or they will lose interest in a company that is stalling when they know how solid their experience is.

  4. Make sure to understand salary expectations and figure out where the candidate is in the interview process with other companies. You may lose out on a candidate if they get hired before you finish your process. Candidate transparency is key.

  5. Make sure Managers allow time throughout the week to interview. The biggest pain is scheduling! We need managers to really work around the candidates schedule, since most top candidates are currently employed and really need managers to be flexible so they can actually interview without the candidate's current employer being suspicious.

4 tricks for Recruiting the non-job-jumpers!

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4 tricks for Recruiting the non-job-jumpers!

We need to constantly hire the best talent, and usually these talented individuals are not the most active job seekers, which makes it tricky to “hunt” them for your open position. If an employee is doing a kick butt job, and is compensated well for it, why would they ever leave? Here are four key things to consider when going after the stable professional, those who have been with their company for 7,8,9 or 10+ years….

  1. Understand who they are: They get recruiter calls all the time, so if you are preparing to email or call a potential candidate, make sure you really look into their resume and profile, see what they have done and get a feel for their career path. These individuals will only switch jobs if it makes 110% sense to do so. They need to feel confident you understand the industry, their resume and what the right next step in a job would be.

  2. Pay Increases: These individuals who have been stable are usually people that are paid very well  or on the rare occasion severely underpaid but unbeknownst to them since they are so out of touch with the job market and what others are paid due to them being happy and not actively interviewing in years. Pay will play a big role in defining a job jump for them. If a candidate is making $100K now and you offer $120K, that extra $20K + the potential bonus you are offering, can really be enticing. Do not offer these individuals roles at the same level with the same pay they are at now…who wants to leave a stable situation for an unknown at the same pay!

  3. Sell the Opportunity: Do not hold back…once these individuals are on the phone, they need to feel like everything aligns. You need to sell the opportunity…. Differentiators about your company, your success stories, the ability to grow, the benefits, work/life balance, culture, executive team, management style, etc. You need to make it seem like it would be insane not to interview for this potential role.  Have this spiel planned out and ready to go. Do not forgot what message you are trying to create about the company. Type it out and bullet point it – this will be crucial, as we only have one chance to sell a candidate on the opportunity. Although you will have screening questions to ask to really make sure they fit what you are looking to hire, there needs to be a balance throughout the whole interview process of screening and selling the candidate on the job.

  4. Take it SLOW! These candidates are not in a rush and if they feel rushed to make a decision they will back out. Make sure to check in with the candidates throughout the process and make sure they are comfortable and excited to move forward. Take time and do not rush the interview process where they need to make a decision within 1 week of the first interview. Allow the interview process to take about 2.5-3 weeks, so the candidates feel like they have time to really come to a decision. If you make them feel rushed, they will think the opportunity is either unstable or being forced upon them.  Really act as their hand holding HR partner throughout the process so they feel taken care of.