Tag Archives: HR

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Best hiring practices for small businesses

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Behavioral Event Interviewing

Founding a startup and managing a small business can be tough when you don’t have the right people behind you, which is why we put together this best hiring practices guide to help you find and hire star players for your company.

1. Define principles

You should have a set guideline for the hiring workflow and screening process in order to streamline the standards among every hire. Make sure you define your company’s principles, what you are looking for in every employee and identify the company culture.

Defining your principles can be as simple as setting a list of guidelines, such as “always question rather than assume.” A good example of company principles can be found here under “The 10 Buffer Values.”

2. Determine need

Before you hire someone, decide if you truly need a new hire. Some companies may hire additional employees simply because they are in a stage of growth, without actually needing any new team members. For example, evaluate if you can combine two positions so that one star player effectively handles two roles (with appropriate compensation, of course).

Ask yourself; does our company need this position?

3. Define the position

Determine exactly what you are looking for before you begin your search. You should be armed with a clear job description, because it’s almost impossible to find the ideal candidate when you don’t know the role he or she will be filling. Your job description should have an outline of responsibilities, qualifications and information about the company. Let readers know what qualities someone should have in order to be successful in that position.

Ideally, the job description should be written by someone who has done the job before and understands the duties. The language should reflect the company culture and should stay away from preferential language.

4. Select the job board

Once you have your job description, select your channels. Research which networks have the highest quality users and take note of which job boards get you the best applications. For example, if you are looking to hire someone in marketing, there are various marketing communities that can reveal who is an industry leader or who is serious about learning more. Invest in those channels that will get you top talent, skip the rest.

5. Hire actively

Go beyond job postings and don’t just wait for applicants to come to you. Identify professionals who would be a good fit for the company and the position, then invite them to apply. By hiring actively rather than passively, you are flipping the onboarding process. Instead of choosing the best out of your applicants, you can target the best professionals you can find, effectively expanding your talent pool.

6. Assess your candidates

In addition to their skills and qualifications, look at how well your candidate will fit into your teams and company. By hiring for personality and job fit, you can gain team members who contribute valuable insight and collaborate well together for success.

7. Interview

Talk to your top candidates about previous work experience and ask them for specific examples of their skills. Here’s a great list of common interview questions you can draw inspiration from.

How do you hire?

Did we miss anything? What are your best hiring practices to get top quality team members? Let us know in the comments below.


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How to Write Compelling Job Descriptions

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Job Interview with Smiles

The propose of compelling job descriptions is to attract the right candidates to apply for a position. In order to get top talent on your teams, you should understand how to portray your company mission and vision in the best light. Inspire job candidates to apply for a job they can enjoy, are qualified for, and believe in with compelling job descriptions.

Consider your ideal candidate

Think about who you’re writing this job description to attract. Is your ideal candidate fresh out of college? Or more experienced? If he or she is more experienced, do they potentially have children and a family? Depending on who you want to hire, you should use a different voice and highlight different aspects of your company. For example, the recent graduate may be attracted by fast-paced growth and promotion opportunities, whereas an experienced professional with kids wants to work for a family-friendly company.

Use your personas to find the right kind of voice to use in your job description.

Make a list then write the description

You may be tempted to organize all needed qualifications and responsibilities into a neat bullet point list, but a list of responsibilities is rarely engaging. Instead, compile your list in order to gather all the information that needs to go into the job description, and then write the description. Instead of just saying “able to type at least 100wpm,” say “should be able to type fast enough to keep up with your fast-talking managers.”

Create your list of desired skills and what the candidate will have to do, and then expand on that list and turn it into a job description.

Inject personality

Reminiscent of the previous tip, injecting personality into your job descriptions will go a long way to engaging readers and candidates. Give your job candidates a glimpse into the company culture by injecting personality into the job description. For example, instead of just saying “we’re looking for a qualified programmer,” you could say “we’re looking for a programming geek who loves building Android games as much as we love playing them.”

Attract your future top talent by conveying an interesting job and company in the job description.

Take pride in your team and company

A great job description doesn’t just get job candidates excited about a position, it gets them excited about the people they will be working with and the company they will be a part of. If you have an impressive leadership team at your company, put it in your job description. If one of your employees has published a best-selling book about the industry, give it a mention to peak candidates’ interest.

Brag about your company and the great teams already in it to give job candidates a glimpse into an exciting company culture they could be a part of.

Highlight the perks

Does your company provide a generous vacation policy? Do you provide free parking in a busy metropolitan area? Do you give free bus passes or transportation allowances? Do you offer learning and development opportunities? Whatever work perks your company may offer, play them up in the job description. If a job candidate is passionate about the industry, the perks should do even more to draw him or her in. For example, if you are a winery looking to hire a marketing coordinator, your job applicants will probably love wine. Let them know they get free wine tastings every month and the occasional bottle of wine from your cellars.

A final word

Be authentic in your job descriptions. It should go without saying that they need to be accurate, not misleading. If you need someone to do clerical duties, don’t advertise the job as a strategic partnership role. Even if you write the most compelling job description, your candidates will walk out when they discover the job isn’t what they applied for.

Did you enjoy this post? Check out the rest of our blog or read about job adverts vs. intimidating job descriptions.


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39th Annual PMAP Awards

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PMAP AwardsThe People Management Association of the Philippines (PMAP) is a professional, non-profit organization for the HR industry. The PMAP Awards Program was established in 1977 to recognize outstanding achievers within the industry with exceptional leadership and professionalism that sets them and their corporations apart. The awards are presented annually based on achievements within the year and are made possible by the PMAP Board of Trustees and Awards Committee.

This year, the awards will be hosted by PMAP President Roberto M. Policarpio and Trustee-in-Charge of the Awards Committee, Jocelyn R. Pick. The ceremony is the highlight of the year, attended by more than 1,500 key HR and business executives.

The awards for the Employer of the Year (EOY), People Manager of the Year (PMY) and People Program of the Year (PPY) aim to provide public recognition for contributions made to the development of innovative and high-quality talent management within the HRM profession. Nominations are open for private companies nationwide, with the exception of the PPY Award, which is exclusive to PMAP members.

About the Awards

Employer of the Year Award

This award aims to recognize a company that fulfills its talent management duties and demonstrates a high level of leadership, dynamism, professionalism, strategic thinking and implementation, continuous improvement in HR processes and programs, linkage of HR to business objectives, and employee focus.

Criteria for the Award

  1. Leadership (20%) – All levels of the organization are aligned in articulating, explaining and confirming the Company’s vision, mission, values, strategies and business goals. There is a shared understanding of effective leadership.
  2. Strategic HR/Human Resource Focus (30%) – Corporate strategic plans are linked into HR programs that contribute to the overall development of the Company. Involvement, recognition and development are evident as sound people management practices.
  3. Continuous Improvement (20%) – Encouraging and nurturing the value of learning and a mindset of excellence through continuous improvement programs that generate significant results.
  4. Business Results (20%) – Overall HR philosophy, systems and practices contribute to the overall performance of the Company. HR programs are linked to productivity, revenues, and profits.
  5. Social Responsibility (10%) – Providing a positive contribution to the community through sustainable CSR projects with high involvement of all employees across all levels in the organization

People Manager of the Year Award

This award recognizes an HR practitioner who models the strategic role of HR in organizations that have excelled with exceptional talent, initiatives and programs. The awardee will have made significant contributions to the development of HR in the Philippines, and will be actively involved in advocacy and community work. He or she will also demonstrate a personal mastery, work/life balance, and will be known for integrity, fairness and sincerity.

Criteria for the Award

  1. Solid Track record in HR (60%) – Through understanding of the company´s business challenges, the HR manager is able to develop a people roadmap aligned with the vision, goals and directions of the various organizations he or she has been or currently connected with.
  2. Contribution to the HR Profession (20%) – Strong advocate in the development of the HR profession. Has influenced the evolution of human resource practices by his or her active involvement in various organizations foremost of which is PMAP where the HR professional has occupied various roles. Other ways of contributing to the profession is through research and publications.
  3. Personal Mastery (10%) – This refers to the individual´s ability to harmonize the different facets of a person´s life be these personal and professional. He or she espouses continuous self- development in the various aspects of life (physical, emotional, etc.). Models work life balance. Recognized by colleagues, peers, subordinates, company as being able to balance different facets of one´s life. He or she is known also for fairness, integrity and sensitivity.
  4. Community Involvement (10%) – Imbibes the spirit of giving back. Actively involved in advocacies that address key social issues like education environment, uplifting the status of women in society, health etc. Role model in spreading the spirit of volunteerism.

People Program of the year Award

This award is presented to a company for relevant, unique, innovative and/or cutting-edge programs designed to provide a meaningful contribution and enhance or improve employer-employee relations. The program must have been in place for at least two years at the time of the nomination, and may operate in any of the following areas;

  • Talent Acquisition
  • Talent Management and Development
  • Compensation and Benefits
  • Organizational Development
  • Labor Relations

Criteria for the Award

  1. Relevance of the Program to the Employee (35%) – How the program has aligned with the strategic directions of the company, how it meets its specific need, and the value and/or meaning to its employees.
  2. Impact to the Organization (35%) – As evidenced by quantifiable results, how the program substantially helped in improving the economic, organizational health, social and / or aesthetic standards of the Company and its important stakeholders.
  3. Uniqueness/Innovativeness of the Program (15%) – Description of the unique, innovative, cutting-edge people program and how it was designed to meet a specific need of the Company and its employees.
  4. Program Implementation (15%) – Corporate actions undertaken to ensure and sustain the successful implementation of the program – looking at success as well as difficulties surmounted in instituting the program.

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Employee Retention: Communicate to Retain

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Assessment

Employee retention relies heavily on how well an employee can do a job, inter-company relations and how efficient and purposeful the work is. Being competitive and offering great packages helps employee retention, as does rewards, recognition, training programs and a good hiring process. However, many of these things count on good communication skills to succeed.

Below are a few communication strategies to inspire effective communication throughout all organization levels.

Keep Employees Informed

Provide regular and ongoing communication throughout the entire organization. Regular communication gives employees an idea of when to expect feedback or new information, and through which communication channels.

Routine feedback will also help employees gauge their success and adjust their behaviors. Communicate their strengths, weaknesses, goals, responsibilities and options for improvement every few months so employees know whether standards are being met.

Ask for Feedback

Ask for employee input to create a company culture that encourages independent thinking and values employee opinions. Employees have unique insight on the business processes because they interact first hand with your customers and company systems. It’s especially important to request feedback with decisions that affect them, such as new policies.

Find Different Ways to Discover Their Opinions

In addition to asking for feedback at quarterly reviews or meetings, you can also use assessments and surveys to identify turnover in your organization. Host surveys, small group interviews, focus groups, exit interviews and online questionnaires to find out why your best employees stay with you and why some leave. Once you have the information to act on, you can begin taking measures to improve employee retention.

Deliver Relevant Messages to the Right Audiences

There is some information that your entire company would appreciate, such as an internal newsletter of upcoming events and holidays, or a quick email about something important happening in the office (ie. construction, power outage, etc.). However, not all information will be important or helpful to all employees, so consider your message and audience before you try to communicate. Don’t clutter your employees’ inboxes with unnecessary emails, and be sure to only send relevant, important information. If you send unimportant information too often, your employees may begin to ignore even the important messages.

Use the Right Medium

Different employees prefer to communicate in different ways. Consider using different mediums to communicate and if possible meet them where they prefer to discuss. For example, if a employees prefer SMS for quick messages, invest in an unlimited messaging plan. If you work with a freelancer who prefers email over anything else, communicate via email. Establish what communication resources your organization has and identify the best internal audiences to reach with them.


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Avoid These 3 Hiring Mistakes

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where-interviewingFind your top talent quickly and efficiently by avoiding these hiring mistakes that could take months of time and effort to fix.

1. Not involving the department in the interview process.

The department a new employee will be working in has unique insight into the position. The manager will understand how the employee will work, the reporting process, collaboration tools, and overall work culture. The other employees in the department will know how communication works and will be the people that new employee work most closely with.

Allow an employee from the department to meet your potential candidates to gauge whether he or she would be a good fit for the group and the position. You can also ask the employee to show a candidate around or introduce the department and answer some questions.

Make sure to involve some staff members from the department you are hiring for when screening or interviewing candidates. Ask them to give their feedback on how well the candidate would do in the position and add their insight to your own in order to avoid hiring mistakes.

2. Not being thorough with reference checks.

Work references provide a glimpse into what your potential employee is like in the office. Perform detailed reference checks with multiple sources in order to get a clear picture of the candidate before hiring him or her. Be sure to ask the right questions when you contact employee references and pay close attention to both their answers and the way they answer. Some potential questions include;

  • If the candidate was applying for the same position at your company, would you welcome him/her back?
  • What do you feel is the candidate’s greatest potential?
  • Is there anything that might hinder the candidate from being successful in the position?

3. Taking too long to make an offer.

Try to expedite the decision making process to avoid losing a great hire. The longer you make a candidate wait for an answer, the more likely he or she is to take a different job offer. Even if the interview process will take some time, inform your top candidates that they are on your list of finalists and give them a realistic schedule of when to expect your decision. Once you’ve decided to hire a candidate, respect his or her time and inform him or her immediately.


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How to Write a Job Description

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Pen and paper

A job description summarizes the important functions of a position and the requirements or qualifications needed to succeed. It is a tool used by both HR and division managers to clarify a role that is filled and the duties under that role. Job descriptions can be used as a guide for succession planning, learning and development, performance reviews and salary administration. For the employee, a well-written job description is a roadmap that can be used to navigate a new position. They can look at a job description and understand exactly what is expected.

One of the keys to successfully filling an open position is writing a job description that will both convey everything a potential candidate needs to know about the company and position, as well as attract quality applicants. Below are a few things to keep in mind to help you write a job description that is customized, compelling and effective.

Accuracy

A job description needs to accurately convey the responsibilities and duties of the position. This means that you should have a clear picture of what the job entails, and translate the action items into the job description. Do not over or undersell a position, which could cause dissatisfaction once a new hire realizes the job description wasn’t accurate. For example, don’t say an employee will be visiting stores when he or she will mainly be working on data entry at a desk. Likewise, don’t say an employee will only perform data entry when the job requires multiple store visits a week. Different jobs attract different people, and an accurate job description will help attract people whose behaviors suit the position.

Job description accuracy also relates to the qualifications, abilities, knowledge and skills needed to fill a position successfully. Be clear about what will be expected of them, and list out both crucial and preferred skills so your potential candidates know whether they are qualified for a job. Accuracy is vital here because if you ask for unnecessary skills, you could deter perfectly qualified candidates. If you ask for too little skills, you will get underqualified candidates.

Clarity

Make sure your job descriptions are clear pictures of the position. Begin by analyzing the job, and then summarize it so candidates understand exactly what the job entails. Define what, why and how an employee will do said job. This means clarifying the individual duties and tasks, the purpose and overarching goals the job contributes to, and what methods, tools and techniques are necessary to do the job.

Depth

In addition to being clear and accurate, a job description must also be detailed. The voice of a job description is a key point in attracting the right candidates. Make sure your job description has a compelling personality to it and conveys the company culture.

A job description should also go as far as to describe personal requirements expected from the employee, include job title, who the employee will report to and any educational requirements. Include desired experience, specialized skills, benefits and a salary range for your potential job candidates to evaluate.

Compliance

Once you have a job description drafted, have it looked over by an employment lawyer or HR consultant. Job descriptions are typically regarded as a legal document that can be referred to in disputes or arguments. Make sure you eliminate references to race, religion, age, sex, national origin or mental disability to avoid discrimination.

Revisions

Jobs change and evolve constantly, and when it happens you should evaluate whether it’s time to revise a job description. A job description you used to hire a brand manager two years ago may not be accurate when hiring a brand manager today. Work with the employee who knows the position best (whether he or she is a current employee, or leaving the company) to formulate the most accurate job description for his or her current role.

Job descriptions are an important part of the recruitment and retention process. It’s a concrete list of responsibilities, capabilities and expectations that provides a clear roadmap for employees and managers moving forward. It’s an important step towards finding the right person for both company fit and job capabilities. Write a job description that is accurate and compelling in order to attract top talent.


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3 Smart Ways to Recruit Top Talent

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underperforming

Businesses grow and thrive because of the teams working towards success. From management to customer service, any organization would benefit from having the best employees available. Below are three smart ways to recruit top talent to keep your business going strong.

1. Discover top talent early

Although there are outstanding job candidates out there, companies can also gain their top talent by selecting high potential employees then training them to fill a key role in the organization. By hiring for company fit and then training for technical skills, you can build a qualified team with aligning beliefs and behaviors.

Offer internships and recruit from college campuses to find the best high potential candidates. Offer internships to both students and professionals who want to learn more about your company, a certain industry, or just how business works in general. It doesn’t matter whether your interns are fresh out of college or preparing for their second careers. Internships can help you discover your high potential employees before they become top talent.

2. Leverage your network

Use your network to recruit top talent. Find candidates from both personal and professional networks, such as industry contacts, association memberships, social media and trade groups. This can be a proactive or reactive strategy. Reach out to interested candidates in your network when trying to fill a specific position, offer details and get some feedback on how well they would fit. You can also reach out to someone who has impressed you, whom you want to bring on board even without any open positions. Use your network to meet your future top employees and win them to your organization.

3. Start an employee referral program

One of the best ways to find qualified candidates are through current employees. Your employees understand the company culture and could gauge how well a job candidate (whom your employee knows personally) would fit into the company and position.

An employee referral program could offer rewards as incentive to bring in top talent to the company. For example, the employee who referred a job candidate could get a bonus when that candidate is hired, and then another when the candidate has worked with the company for one full year.


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Talent Management Advice from 5 Experts in HR

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Building better teams

The talent management advice below was taken from various online sources. Find the original articles by following the links after the tip.

1. If you’re an HR leader, nothing will make you look better than a talented HR team.

Hire people who are at least your equal or preferable a little bit better. Too many B and C players will ruin your department and your leadership reptuation. – Paul Sohn, 30 Powerful Tips to Be an Outstanding HR Professional

2. Successful people don’t have all the answers; they’re the ones who ask the best questions.

The better the questions, the better the answers. And in my experience, asking the right questions—the really good questions—takes work. Like everything else, asking good questions takes experience because finding the right questions, the ones that elicit really insightful and strong answers, comes from a lot of trial and error. – Dan Oswald, Ask the Right Questions—Find the Right Answers

3. HR is a creature of, and serves, the business strategy.

It’s important for HR people to know what that strategy is and what makes the business tick so the approach to HR can be tailored accordingly. Never think of HR in isolation, because if HR professionals think of themselves as ‘just HR,’ that’s what the rest of the organization will think, too. – Bob Brady, The 9 Essential Skills of Human Resources Management – How Many Do You Have?

4. Provide opportunities for growth and development.

Ensure that managers and direct reports are having quarterly conversations about career goals and the knowledge and skills that need to be developed for advancement. Instead of formalized training programs, maximize informal learning, mentorships, job rotations, and other developmental experiences. – Kevin Kruse, How to Create an Engaged Workforce

5. Mine your network for thought leadership and learn

From a knowledge perspective, who you know can also help you expand what you know. Groups on Facebook and LinkedIn can serve as supplements to the traditional lunchtime professional seminar, in terms of both meeting new contacts and spreading information. Well-curated groups on both networks enable a constant, fluid exchange of professional information. This will also help you quickly synthesize any trends or broader issues as you get access to more people and information.

Just as you’d go to professional lunches with colleagues to identify problem spots and share experiences, (and they may be pitifully or productive in your locale) discussion groups on social networks can provide an active forum to table real-world problems, and help you discover methods, solutions or resources you might not otherwise find. – Bob Calamai, 5 Tips for New HR Professionals


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4 Ways to Make HR More Approachable

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Millennials

One of the critical roles of HR teams is to settle disputes and worries in the company, which they can’t do if no one is willing to use them as mediators. When your employees know they can turn to the HR department with problems that need to be solved, they will enlist professional help instead of trying to fix big disputes themselves. This could avoid major fallouts and extended arguments that affect employee productivity. Here are four ways that you can make HR more approachable and trustworthy.

1. Be Efficient and Effective

No one wants to turn to an HR department that can’t get anything done. For example, if HR is known to take months to fix a minor issue, whenever an issue of any size appears employees will be inclined to try and fix it themselves, sometimes causing bigger issues. However, if HR is known to be discreet and effective, employees will know the HR teams are competent and resourceful. By making sure HR is consistently efficient, employees will be encouraged to trust them with important problems and issues.

2. Be Available

Employees won’t approach an HR department that is hidden away, or who treats complaints as nuisances. Being available means being available both physically (in the office) and mentally (in your attitude while addressing concerns) to solve problems and gain results. For example, you could have an office directory where employees can easily find the office phone numbers of HR team members. The directory could also list the specialties and responsibilities so employees will know exactly who to call with their particular concerns.

3. Be Knowledgeable

Being knowledgeable does more than just make HR more approachable, it also ensure problems are handled expertly and accurately. In addition to demonstrating knowledge gained through education and experience, which will earn trust and faith with employees, your HR teams must understand rules and regulations when it comes to compliance. For example, when working through a workplace harassment complaint, HR should be trusted to handle confidentiality and proper protocol. Being knowledgeable also ensures trust in their decisions and recommendations for next steps.

4. Use Multiple Forms of Communication

Just like your customers are available on different platforms (social media, website, in-person, calls), so are your employees. Some of your employees may prefer to speak to HR in person, others might prefer emails or even SMS. The key to making HR more approachable is to allow employees to speak on their terms. First, provide multiple ways an employee can contact HR with a concern, and then be just as responsive and helpful in each communication channel.


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How to Map the Employee Journey

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Happy employees

Mapping the employee journey is difficult, but will provide valuable insight to your business models, brand and overall company effectiveness. You gain knowledge about strengths and weaknesses that may have been completely overlooked, including information that could increase employee retention and drive sales. When you map the employee journey, you are taking an inside look at your organization from a completely new perspective. You are looking at a company, not as a manager, a leader, or a customer, but as an employee who is crucial to the team.

Companies must never forget that their internal audiences, such as employees, are audiences nonetheless, and their journey is important. In order to get the experience right from day one, be sure to map the employee journey from the first day to their full induction into the company.

Finally, employees are a crucial player in customer service and satisfaction, so it’s important to make sure their journey is satisfactory as well. Below are a few tips on how to map the employee journey and some questions to ask along the way.

First Impressions

First impressions of your company begin far before the interview process. Your job candidate may have heard of you at a party, or from one of your current employees. He or she could have seen your company at a job fair, use your product or service as a customer, or know your brand from an advertisement.

After their initial impression, it’s likely your candidates did some research on your company before deciding to apply. They may have visited your website, checked out your social media profiles, looked up reviews or reached out to a current employee. Consider what the impressions of working for your company were from their research.

  • Does your website have a “careers” section? Is it easy to navigate?
  • Is your application process simple? Or do candidates have to fill out tedious forms that take more than 30 minutes? (Tip: Consider allowing candidates to apply with their LinkedIn profiles to make the process easier.)
  • Do your online profiles and presence let people know what it’s like to work with your company? Are current employees approachable for questions?
  • If you are using a recruiter to handle your application process, does that company understand your company culture and values? Do they convey it effectively to the job applicants?

Onboarding Process

Onboarding consists of the application process a candidate has to go through. Take a good look at each step of this journey as if you were the candidate. Although they may have researched your company, this is the first time they will be interacting directly (unless they reached out to a current employee for an informational interview). How they are treated as job applicants gives insight into how they will be treated as employees.

  • How quickly are job applications acknowledged? Do candidates have to sit and wait around for a response, or are their submissions confirmed immediately?
  • Are they given assessments that effectively and efficiently test the skills they need to be proficient in to do the job? Or are they being given standardized tests that generalize all applicants, whether they are applying for a position in HR or marketing?
  • Are interviews scheduled efficiently, or haphazardly?
  • Is the candidate treated as an intelligent individual? Or just another expendable candidate in a sea of job applicants?
  • Are they treated well by your HR representatives? Are the interview questions appropriate and insightful? Or are your representatives unfriendly with invasive questions?
  • Do your employees dress and behave appropriately and respectably? Will job candidates see anything improper as they are being interviewed, such as employees who are smoking inside or slacking off?
  • Are candidates shown a complete picture of what their job and responsibilities will be like?
  • Once you’ve decided on a job candidate, do you inform him or her right away? Or make them wait in anticipation? Do you send an email or make a phone call to congratulate them?

Integration

As a new hire integrates into the company, he or she needs to learn handle responsibilities while working with the company culture. Employees who integrate into both the company and their position successfully are more likely to provide a better customer experience to the clients they interact with, be happier with their jobs and work harder and more productively than a disengaged employee.

  • Do your employees have a clear picture of what is expected of them in their jobs?
  • Does your new hire have the proper guidance and mentorship needed to acclimate to his or her position?
  • Does the organization show an investment in employees with things such as company outings, occasional celebrations, results-based rewards, free employee parking or other things?

Growth

New jobs may be exciting for a while, but there comes a point where your employees plateau and feel they have learned all they can in their positions. This is where succession planning and employee growth and development come in.

  • Does your company provide regular growth and development opportunities that are relevant to your employees’ positions?
  • When positions in senior management open up, do you hire from within the company? Or do you always bring in outsiders?
  • Do managers discuss growth opportunities with employees, or are employees left to believe the position they are in now is their only opportunity with the company?

Exit

There are times when things just don’t work out, and for one reason or another an employee leaves or is asked to leave a company. When this happens, it should still be seen as an opportunity to find out how to do better next time. When you map the employee journey, you should be thorough in order to continue to improve your employee experience.

  • Do you conduct exit interviews to find out why the employee is leaving? Was it a bad fit from the beginning or did something go wrong along the employee journey? If so, what particular step?
  • Does your company allow him or her to leave graciously, or do you have a security guard escort him or her out the door?
  • Does your company provide a severance package, especially for employees who have stayed the longest?
  • Are employees treated respectfully once it’s known they will leave the company, or do their coworkers and managers treat them disdainfully?

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