Nobody will argue with you about the importance of workplace culture. It is perhaps one of the biggest factors in employee turnover, which can cost your business thousands of dollars each year, if you let it get out of control. Needless to say, workplace culture deserves a second (and sometimes a third) look by your upper management team, and many experts will argue that one way to cultivate a positive workplace culture is by relying on your current employees’ connection as your primary pool of candidates. Others will tell you that you shouldn’t dream of indulging this form of nepotism. Let’s take a look at the pros and cons.
There are a great number of reasons why employees and employers might pursue professional certifications. While they help supplement career credentials, earned certificates also validate a person’s high-level of expertise in a given area and assign prestige. As a business looking to grow, you want to attract and encourage employees who have both, so it’s no surprise that certifications, and employees who hold these certifications, can greatly benefit your business.
Starting an internship program for your business may seem daunting with so many questions like, ‘What’s the first step?’ ‘What would an intern do?’ ‘Can our business even handle an internship program?’ Fortunately, starting an intern program is just like starting any new program or project – you just need a plan. Once you have a plan in place, it’s as easy as checking off a list, and before you know it, your plan of action is in motion.
Though job seekers may have more options these days, the fact is that employers may find it harder to fill positions with the right candidates. Sure, you’re receiving a lot of resumes, but few of them may actually be qualified candidates. So, what can you do? Here are a few tips:
As is part of the job, when it comes to screening potential employees, hiring managers have seen it all. From candidates who flat-out lie, to serious attitudes, to laziness and even wardrobe malfunctions. The fact is, there are a number of red flags that every hiring manager should be able to recognize when it comes to weeding out the pack. Here are a few to look out for:
If you’re not following up after an interview, then you’re missing out on some easy “brownie” points with your interviewer that could push you to the top of their hiring list. However, there is an art and protocol that goes into the follow-up. You don’t want to be forgotten, of course, but you also want to avoid coming across as pushy or desperate. It all depends on the hiring manager’s personal experience and perspective, though, so be mindful and strategic in your approach.
Make certain that you are going above and beyond to impress your interviewers in a respectful manner. Here are some simple guidelines, from interviewer’s perspective, that will make you stand out without going over the top:
You spend a lot of time, money and effort to bring on the most qualified, new employees. But no matter how much time you’ve spent searching for and wooing your ideal new hires, that effort may be wasted if you don’t properly welcome them onto your staff.
Properly welcomed employees should be able to hit the ground running, ready to work hard, tackle projects and share fresh ideas with a feeling of empowerment and a sense of contribution. However, if you brush aside this introduction process, your new hires will feel lost and unattached, leading to frustration and underperformance.
It’s probably a safe bet to say that, at some point in your career, you’re going to have a phone interview. It’s even more likely that many already have experienced phone interviews as a first step in a hiring process, as they are becoming more and more common, saving both you and the hiring organization time and money.