Newsletter: April 2004
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With the process of sorting through resumes and interviewing candidates so
draining and time consuming, the last thing anybody wants is for the ideal
candidate to reject a job offer. While many times a candidate's decision to
switch jobs hinges on his or her potential to make more money and advance
his or her career, sometimes a "thanks, but no thanks" response stems from
what I can only describe as "bad vibes" about the firm.
Analyze your hiring process from the recruit's perspective. Is each step of the selection process consistent for each candidate? Are the right people involved in selection and are they executing a standard process consistently? Does each step of the process identify the right number of candidates for the next step? Does your selection process contribute to selling the candidate on the opportunity, or is it so intense that it turns him or her off? Be considerate of candidates' time. Try to schedule each candidate's visit to include meetings with multiple managers and staff to make each visit as efficient as possible for both the firm and the candidate. Be sensitive to candidates' schedules, keeping in mind that job interviews can be disruptive to their current duties. Sell your firm while you evaluate candidates. Does your selection process accurately convey the organizational culture? Of course, you want to make sure that you offer plenty of information about your firm's philosophy and goals. But also put your best face forward by holding interviews in an attractive conference room or office. Display professional awards, certificates of appreciation from charities for volunteer work by employees, and your best marketing publications so that recruits will see them when they visit. Make sure somebody is in charge. Make sure one person is in charge of the process and that person keeps top candidates apprised of the status of the hiring process. Spell out who owns what, when, so that no balls are dropped and the candidate sees that your firm has its act together. Have a consistent message. If several people will be calling the candidate, coordinate the message and ongoing communication. The last thing you want is for firm representatives to give contrary messages to the candidate about their status, expected duties, compensation, or anything else that can affect the candidate's job. Who makes the offer? Consider who will have the most impact on the candidate, based on relationship and role. That person is usually the best choice. Ensure proper follow-up. Following up with the candidate after the offer has been made can be the difference in luring a prized recruit. You want to show that you are eager to have the candidate join the team, but you do not want to pressure him or her. It may be worthwhile to develop a schedule of follow-up calls, so that you do not unintentionally bombard the candidate with calls from several well-meaning associates. Make sure every interaction is caring and professional. Ultimately, you want to convey to the candidate that your firm is professionally managed, cares about its employees' welfare, and is a stimulating, rewarding place to work. Each interaction between your firm and the candidate is an opportunity to do that. Make every opportunity count and your chances of landing your next star will improve. |
Hot Candidates
Level-Two
Environmental Scientist
- Responsible for generating cost estimates and contracts for forecasted site activities. Communicating with client contacts to provide technical justification to proposed contracted tasks pursuant to contract approval.
- Responsible for coordinating both in-house personnel and subcontractors activities to ensure timely completion of contracted workload.
- Management of sites in various regulatory environments including, Massachusetts, Maine, and New Hampshire, while maintaining an up to date understanding or regulations.
- Mentoring entry level personal by emphasizing the development of their technical and regulatory knowledge base.
Construction
Project Manager (Boston Area)
Significant
profit center management experience.
Construction projects included retail, and hospitality buildings. B.S. in Construction Management.
Healthcare
and Laboratory Architect (Boston Area)
– Registered Architect with 20+ years of experience managing hospital and clean
room projects. Candidate has very strong design capabilities and has a lot of
client contact. Salary is
$90K.
Civil
Engineer (Land Development) P.E. –
Nine years experience. Currently in
California and looking to relocate to the East Coast. Candidate has extensive residential
development experience.
Electrical
Engineer Group Leader
– 15+ years of low voltage power and lighting design experience for healthcare,
institutional, and commercial building design projects. Currently manages a
group of junior electrical engineers. B.S. in Electric Engineering. Registered Professional Engineer.
On The Move . . . Peter Fabris, former managing editor in ZweigWhite's newsletter group, has established his own marketing communications practice. With over 15 years of experience as a marketing specialist and journalist, Peter is focused on helping professional services and technology firms create superior marketing communications materials to showcase their expertise. For more information, contact Peter at 508-485-6278, or p.a.fabris@verizon.net, or visit his web site: http://members.bellatlantic.net/~vze27nm6/Click Here...
294 Crawford Street, Northboro, MA 01532 (508) 393-4933 TEL (508) 393-4934