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People move to Los Angeles to follow their dreams. They moved to live close to the beaches, experience the West Coast lifestyle, find work, and live the dream. There are millions of businesses in Los Angeles alone, ranging from entertainment and healthcare to construction and logistics companies, all of which work best when staffed with highly qualified candidates. However, in a busy city like LA, managers and business leaders just do not have the time to properly advertise for, screen, hire, and train employees. Even larger companies with functioning HR departments can feel overwhelmed by recruiting qualified candidates to fill vacancies.
More and more modern businesses are turning to Los Angeles staffing agencies to help them recruit skilled employees to keep their businesses running smoothly. Here are the top five reasons to use in Los Angeles staffing agency to help your business grow.
Increased Productivity With A Staffing Agency
Many Los Angeles businesses use a Los Angeles staffing agency to help them improve their productivity. While they may not have vacancies to fill, they may have an overload of work to be done and not enough permanent employees to do it. A staffing agency can help them find temporary work to help relieve the stress of permanent employees and avoid burnout. These temporary positions also serve as a way for employees to get to know potential candidates before they hire them full-time. During busy seasons or when there is an unexpected change in demand, a Los Angeles staffing agency can help California businesses find qualified candidates to get right to work. Instead of business leaders spending time and money training employees who will only be working part-time, a Los Angeles temp agency can find candidates with experience so they can get right to work and avoid any lapses in business productivity.
Increased Flexibility With A Staffing Agency
Another perk of using in Los Angeles staffing agency is that it increases flexibility in the workplace. A temporary employee can be on hand to cover for a permanent employee that goes on maternity leave or vacation. Growing businesses use staffing agencies to create a backup team; a group of motivated and skilled workers that are available on a moment's notice to fill an unexpected vacancy. This allows a company to continue moving forward even when there is an unexpected change in the workforce. This type of recruitment works for a variety of different Los Angeles businesses. Regardless of your industry, you can hire a construction Staffing agency, healthcare staffing agency, industrial staffing agency or even an accounting staffing agency.
Access To Experts At A Staffing Agency
California companies do not just use Los Angeles staffing agencies to find temp work. Many growing businesses need access to highly trained candidates and experts In a particular field. Many fast-paced businesses I looking for experts in the field or employees with previous experience in a specialized area. Instead of taking the time and the money required to train individuals without experience, a Los Angeles staffing agency can help businesses find experts who can quickly add value to the position. Because staffing agencies have the time, networks, expertise, and resources to find only the best suited candidates for the job, Los Angeles businesses spend less time dealing with turn over and more time being productive.
Better Time Management With A Staffing Agency
Working with a Los Angeles staffing company gives more time in the day to focus on critical aspects of their job. When they are confident that the hiring and screening processes are being taken care of by experts, they can spend more of their day connecting with customers, improving the workplace culture, analyzing the budget, and doing many of the other things that are required for a business to grow. Every business leader could use a little more time in their day, and outsourcing the recruiting and hiring process to a Los Angeles staffing agency is one of the best ways to do it.
Cutting Costs With A Los Angeles Staffing Agency
Los Angeles staffing companies allow businesses to cut costs in a variety of ways. One of the main ways outsourcing the recruiting process saves companies money is it reduces the overall cost of hiring an employee. Companies can end up spending one to three times the amount of an employee's salary just on vetting and hiring alone. Other ways that staffing agencies save companies money include:
It serves as an HR department without an overheadDramatically increases the chances of getting a qualified candidate, which reduces turnoverReduces the cost of training new hiresHelps companies avoid overtime and benefit-costs
For businesses to stay above the competition, especially in Los Angeles, they must work smarter not harder. Outsourcing the recruiting and hiring process and free up time in the business day, cut costs, and improve the quality of employees that are hired. There are millions of people living in LA looking for work, and working with a Los Angeles staffing agency can help you find them quickly.
Great Hire provides staffing agency services in Los Angeles, Ventura, Orange, Riverside, & San Bernardino Counties. Great Hire also provides Direct Hire recruiting services nationwide.
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One of the best decisions you can make for your growing company is to outsource a recruiter. An outside recruiter can take over the daily tasks and responsibilities associated with finding qualified candidates and filling open positions so that you don’t have to. They can use their extensive network of candidates to find the best person for the job, allowing business leaders and teams to focus on other crucial aspects of their job. Keep in mind that just because someone has the label of a recruiter, does not mean they will be able to recruit highly qualified candidates for your job effectively. As you begin your recruiter search, make sure the one that you choose has these six qualities:
A Recruiter That Focuses On Relationship Building
A recruiter should be a people-person. Their entire job is based on communicating with people and building relationships. A recruiter that is friendly, trustworthy, and professional will naturally draw in better and more qualified candidates than one who is pushy or unfriendly. A recruiter that is open and welcoming will be able to connect with candidates right away, and learn quickly whether or not they have the skills required to fill your open positions.
A Recruiter That Works With Honesty And Integrity
At the end of the day, a recruiter gets paid based on the number of hires they produce. Be wary of recruiting companies that use unethical practices to hire people. You want a recruiter who is honest and works with integrity, and treats both you and potential candidates with respect. If they are trying to fill an opening to get paid, chances are they're not doing a thorough background check or analyzing the qualifications of the candidates they are hiring.
Recruiters That Are Masters Of Time Management
One of the main reasons growing businesses hire an outside recruiter is to save them time. All of the tasks and responsibilities that go into advertising, screening, and hiring a new employee can take away from the focus on everyday aspects of the company. A successful recruiter will know how to manage the tasks required to hire a highly qualified candidate and be able to do it quickly, but not rushed. When it comes to getting new employees hired and working, time is of the essence. You want a recruiter who values both your time and the time of the new-hire.
Recruiters That Are Resilient
Being a recruiter is a tough job. It requires being consistent and relentless. It also comes with it’s fair shares of failures and disappointment. A good recruiter will have the grit and tenacity to bounce back from lost opportunities. Recruiters can spend days and weeks finalizing details to get someone hired, only to have them stop returning phone calls or never show up. This can be incredibly frustrating, but a professional recruiter will be able to work through it and learn from it and move on quickly to the next opportunity.
Recruiters That Are Good Listeners
As you continue your search for a recruiter, pay attention to how they listen when you speak. Do they practice active listening techniques such as eye contact, positive body language, and asking for clarification if they don't understand something? The way that you feel the recruiter is listening to you is the same way a candidate will feel that their recruiter is listening to them. The better a recruiter can listen to a potential candidate, the more clear of an idea they can get about the person they are hiring and ensure that they are a good fit for your company. Part of being a good recruiter is effective communication skills and active listening, both of which will help a recruiter find the perfect fit for your company.
A Recruiter That's Persistent, Not Pushy
The recruitment industry is not for those who are shy or passive or afraid of confrontation. A successful recruiter will know how to walk the line between being persistent and pushy. They will come across as interested and motivated instead of aggressive. It only takes one comment from a recruiter to rub the potential hire the wrong way, so it is important that the recruiter that you choose has a relatively even temperament mixed with a relentless pursuit for results.
Hiring the right recruiter will save you so much time and money in the long run. Really getting to know your outside recruiter will ensure that they share your company's values and interests, and will only hire those they feel are the best fit for your company. Do not just hire any recruiting professional to help you with hiring. Find out if they have experience in your industry. For instance if you're looking to fill an accounting role you'll want an accounting recruiter, a construction role you'll want a construction recruiter, or if you're filling a high level executive role you'll want an executive recruiter. Keep these six traits in mind to find the recruiter that will work best for your company.
Great Hire provides recruiting services for a vast array of industries across the U.S.
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The manufacturing industry is known for having frequent ups and downs when it comes to adequate staffing. Sometimes, a manufacturer will have more than enough help, and sometimes they will be desperate for skilled workers to fill their positions. Manufacturers looking to fill spots temporarily often enlist the support of an industrial staffing agency to help them fill their vacancies and keep productivity and profitability going strong.
Many manufacturing companies that are reluctant to expand their permanent workforce often turn to outside recruiting agencies to help them find temporary work. But even if you are looking for permanent, skilled workers or seasonal help, here are four ways an Industrial Staffing Agency can help.
Staffing Agencies Save Manufacturers Time
Many manufacturers find conducting the advertising, interviewing, and hiring of new employees reduces their ability to focus on other important aspects of their job. Industrial staffing agencies can do a thorough search for a qualified candidate and take care of all the training and hiring processes, so that your spots are filled with highly qualified candidates. If you are already short on manpower, you can’t afford to diversify your labors further by expecting your team (or yourself) to spend more time recruiting and hiring new people. An industrial staffing agency takes over this responsibility so that you don't have to.
Staffing Agencies Fill Vacancies Quickly
In a season where your company is experiencing increased vacancies, filling these positions is a top priority. Manufacturers that use a staffing agency are able to fill the spots with highly qualified and pre-screened workers quickly. If you are looking for employees with a particular skill-set, simply advertising for the position and waiting for resumes to come in could take a long time. Instead of waiting around for the right candidate, manufacturers can rely on the expertise of a staffing agency to bring only workers with the right skill set and the right experience to the table. This reduces the amount of time manufacturers have to spend teaching and training new hires. It also lowers the chances of hiring someone who is not qualified and having them quit or having to let them go, which in turn starts the whole process over again.
Staffing Agencies Provide A Trial Run For Candidates
Temporary staffing gives manufacturers an opportunity to give a potential candidate a trial run before bringing them on board full-time. This benefits both the employer and the employee, as both have an adequate amount of time to determine whether the position works for both sides. If so, there may be an opportunity to hire the temp worker full-time. If not, the manufacturing manager does not have to worry about unemployment or any of the issues that come with letting an employee go.
Staffing Agencies Prevent Worker Burnout
Not having enough help is only one reason a California manufacturer would hire an Orange County staffing agency. Sometimes, manufacturers have enough employees, but the workload is causing employee burnout. This is why many manufacturers utilize temp staffing services to relieve the workload from existing employees. Permanent workers can focus on their most important tasks, and temporary workers can help with the additional jobs that may be falling through the cracks. In this case, everyone wins. The permanent workers feel more productive, and the temporary workers have meaningful work to do during a particular season, with the understanding that their role is temporary.
Staffing agencies are not just for companies that need customer service representatives or administrative support. Industrial staffing companies are experts and finding both skilled and unskilled workers or manufacturers and they are great for saving you money on workers compensation insurance.
With so many different local businesses, manufacturers, and medium-to-large sized company in the Los Angeles area, it's no surprise that many of them enlist the help of Los Angeles staffing agencies to help keep their businesses running smoothly. Industrial staffing agencies help Los Angeles businesses save money, hire qualified candidates, and increase productivity and profitability.
Great Hire provides temporary staffing in Los Angeles, Riverside, Orange, Ventura, & San Bernardino Counties. Great Hire also provides Direct Hire Recruiting Placement services Nationwide.
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Organizational change is a popular phrase in today’s lexicon. Whether you are a recruiter, headhunter or an HR manager, organizational change usually means hiring new people, drafting new directives and evaluating the status quo for improvements. These are pretty standard procedures whether you are in manufacturing or hospitality, in California or New York.
However, organizational turnover doesn’t always go the right way. Obviously, if an organizational change is being considered, somewhere along the line, operations weren’t reaching their expected potential. Yet, just because there is an attempt at overhauling aspects of the business, it doesn’t guarantee that it will improve the current environment.
Organizational change is undoubtedly helped by awesome headhunters and thorough recruitment. Good help is always hard to find. If your organization is considering a shift in its practices, read on to learn the best tips and tricks to ensure a smooth change over.
Regardless of what industry you are in, be it professional sports or construction, a honest evaluation of your current situation should be the starting point of your organizational change. Understanding your strengths and weaknesses as a company is the only way you can truly hope to change for the better.
Your expenses are always a good starting point. Where are we spending too much money? What areas can we be more efficient in? How do our costs in a particular area compare with our competition’s? Codifying the various areas of your business into quantifiable numbers will help you see the big picture. For example, if you are a maintenance company in Dallas, what are your customer acquisition costs, average gross per job, etc.? Is there a way for you to minimize one and increase the other?
The more information you have on the nuts and bolts of your operation, the more easily you can trim the fat and turn your operation into a well oiled, money-making machine. If you are too busy to undertake this head to toe evaluation, there are companies who come in and do just that. You’ll end up with a lengthy report and suggestions for improvements.
Start at the Top:
In business, there are a number of different leadership models you can follow. Back in the day, the vast majority were run top down. That means all ideas, policies and decisions start at the top and work their way down.
Google and other forward-thinking entities began a sea of change, where any employee could submit an idea for consideration. That philosophy allows ideas to come from any sector of the company, minimizing the tendency for groupthink. That approach has its limits but works great for those companies because they set their operational expectations from the start.
When you are attempting to execute a large organizational change, it is smart to start at the top and be very specific with your expectations moving forward. Organizational alignment is vital, especially at the executive level. All decisions makers and policymakers must be on the same page for the rest of the company to follow their lead and operate accordingly.
Yes, executives should debate operational policies, but once an agreement has been reached, they must remain a united front. Otherwise, the company may go in 5 different directions based on each manager’s idea for what works best. Here are some surprising statistics from a Booz & Co. survey of over 3,500 managers:
“54% of executives do not believe their company’s strategy will lead to success.” If over half of your managers think your strategy won’t deliver success, the chances of it actually working are probably less than that. No matter the industry, to achieve success at the highest level, all your workers need to be on the same page and believe in what they are doing.
“Only 20% said they think their company has a “right to win” in all the markets where it competes.” Again, this shows a startling lack of confidence in the company’s plan.
“Just 21% said that all their businesses “leverage their core capabilities.” Based on these statistics many companies should be considering an organizational change.
“56% said their company hadn’t provided enough resources in a way that effectively supports their strategy and 55% said they had trouble making sure that day-to-day decisions supported their company’s strategy." All of these statistics show that these various companies lack alignment. It’s much harder to get the ship going in the right direction if everyone thinks the guy next to him is paddling in the wrong direction. It shows a lack of trust, cohesion and investment from the people you absolutely need 100% in your corner.
We all know that running a successful business is extremely difficult. The vast majority of companies burn out within the first three years. More often than not, those businesses that didn’t make it can look back at various decisions they made that doomed them.
A motivated, happy employee is a vital asset to any company. According to an IBM report, 74% of companies that outperformed their competition understood the correlation between customer satisfaction and employee morale.
You may not have needed that statistic to tell you that invested, hard working employees are the key to a successful business. Unfortunately, finding such workers can be hard, sometimes near impossible. That is where Great Hire comes in, helping companies finding awesome employees every day.
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According to Inc., “Good employees are 54% more likely to quit when they work with a toxic employee.” Finding quality workers is hard enough; don’t let the bad apples push out your best and brightest. Whether you are an employment agency or a business, recognizing toxic or problematic employees is crucial to maintaining a productive and healthy work environment.
The internet is full of horror stories of terrible employees causing havoc in workplaces. It’s best to nip that problem in the bud. Remember, there are always staffing agencies available to fill the hole of a recently departed bad egg. Read on to find out how to spot the problem child in your office.
The best time to identify a toxic employee is before you hire them. Naturally, this would occur during the interview or hiring process. Unfortunately, spotting toxic tendencies can be difficult in brief interactions during interviews. Many times the most rotten apples are very adept at hiding their foibles.
Hiring managers should be on the lookout for a lack of civility. That sounds broad but a person’s general continence is a good measuring stick for the type of person they are. Instead of throwing hypotheticals at them, ask for specific instances of how they handled conflict in previous jobs.
They may have a stock answer for that, so ask for more than one example. Understanding how they treat people, especially in contentious situations, is another tell-tale sign. The more spontaneous the answer, the closer you are to meeting who they really are. Here are a few example questions:
What would you change about your previous employment?
What would your last boss say about you? Positives and Negatives.
What stresses did you have at your last job? How did you handle them?
What instances did you have disagreements with coworkers? How did you handle them?
Most of these questions are aimed at the interviewee to talk about negative experiences. How they interpret those situations is telling. Do they blame others, or take some blame upon themselves?
Can they present past issues without pointing fingers? Do they take credit for how the problems were resolved?
Unfortunately, no chart can tell you whether someone will be a good or bad employee. Going with your gut, especially if it has a good track record, isn’t a bad idea. If you aren’t sure, calling up past employers is a natural start.
The Cost Of Rotten Apples
A toxic employee can spread ill-will around an office like the flu. Furthermore, they can cost businesses money through their dissent. According to Entrepreneur.com, “Hiring just one toxic employee into a team of 20 costs a company approximately $12,800 in employee turnover and decreased productivity. In comparison, a non-toxic hire costs only $4,000.”
According to some, that number is way too low. Tony Hsieh, the CEO of Zappos, the shoe company, estimated that the cost of bad hires were, “Well over $100 million.” Jörgen Sundberg, a well-known recruiter, puts the cost at 240,000. The department of labor estimates the cost is at least 30% of the employee's first-year earnings. For many companies, even one bad hire can put the business at risk.
What To Look For At Work:
Identifying problematic employees is rarely based on a single characteristic or attribute. Typically, they are a confluence of different issues that repeatedly rub those around them the wrong way. We’ve compiled a list of problematic behavior to watch out for:
His or her co-worker have a low opinion of them: If multiple people in the office express their resentment at how little they do, or doubt over whether something will get done, that’s a big red flag.Unsolicited complaints: If co-workers are complaining or lamenting various issues about someone, you should probably keep an eye on that.Always passing the buck: If an employee, always has an answer for why something didn’t get done and it’s never their fault, that’s another red flag.
The bottom line is bad employees are easy to spot but only if you know where to look. Many times upper management is so busy that they aren’t in touch with their employees. Spending a few minutes here and there with different workers is the best way to take the temperature of an office. If everyone has complaints about a single person, chances are they are the problem child. Listening to your employees is the key to keeping a harmonious office.
A staffing agency can work wonders for companies who need gaps filled but don’t have the resources for full-time hires. Also known as temp agencies or employment agencies, these staffing services used to have a negative connotation of taking advantage of unskilled laborers. Thankfully, those days have changed as many staffing services offer skilled workers and business flexibility in various complex fields of work. The American Staffing Association reports that Staffing Agency employment is at an 11 year high.
Great Hire provides temp staffing services in the greater Los Angeles are and Recruiting services Nationwide.
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Resumes are like spare tires. You are never quite sure when you’ll need it but are very glad you have a good one when you do. The fact of the matter is resumes are typically your first selling point for any job opening or interview. They are the first tool in your bag at finding a new career.
Resumes are not the be all and end all. Creating, or paying for, a perfectly formed resume does not lock you into a great career. However, a terrible resume can guarantee that you won’t even sniff an interview. Great Hire has been helping people find great jobs for over a decade. We understand how businesses fill their job openings and how to put our clients in the best position to find that great career. So if you’d like to learn how to improve your resume, read on.
Format For Success:
It is important to know that resumes are almost never actually read, at least on the first run through. An effective resume will be formatted so readers can skim through it and quickly glean the highlights of a candidate. Job openings, whether for a temporary job or an exciting career, typically elicit hundreds, if not thousands, of responses. That’s why your resume must stand out at a glance. Here are some format tips:
Use wide margins, a visually pleasing type and clear headers.
Utilize different font types to help your best attributes. Boldand Italicize strategically to draw the eyes of your reader.
You can’t go wrong with bullet points!
Tailor Your Resume for the Job:
Not all resumes are created equal. A resume for a freelance designer should look different than one for a chemical engineer. Understand what elements exemplify the job or career and match your resume to those ideals. For instance, an engineer shouldn’t have a resume with flowery, decorative language. It should hammer home his or her strengths as an engineer and quantify achievements in detail.
On the other hand, a resume for a writer should attempt to demonstrate their writing ability without bogging it down with too much information. A writer should mention where their best work was published and even attach a link if possible.
The bottom line: not all jobs are created equal, therefore, neither should all resumes. The more you can demonstrate your understanding of the job opening you want, the better your chances of getting it.
Utilize Online Tools:
Sure, there is an upside to handing in your resumé in person and shaking someone’s hand; it can help imprint you in their memory. But the fact of the matter is, for good and bad, the world has gone digital. A 2014 survey by Jobvite found that 93 percent of recruiters will do a web search before they choose to interview you. Only share social media accounts if they are professional. Your personal Instagram accounts will, hopefully, have no bearing on whether you get the job.
Understand if you don’t have a Linkedin page or you have Facebook pictures of you doing keg stands, chances are you won’t be hearing back from them. Clean up your online presence so you may put your best foot forward. The internet in many ways has replaced the business card. Your Google search will undoubtedly go a long way in determining your job prospects.
Work History:
Naturally, you need to put your work history. Start with your most recent job and work your way backward. If you have other accomplishments like military service, board positions, volunteer work and internships add them to your work history. The idea is to put any job, position or responsibility that paints you in the best light. For each role detail the following:
Job Title: Be as specific and professional sounding as possible. If you had more than one title add them.
Job Description: Keep in mind the roles and responsibilities of the job you are applying for. Do your best to portray the skills and experience as advantages for your next job.
Start and Stop Dates: Self-Explanatory.
Achievements: Feel free to brag about yourself a little. Detail how you contributed, improved or benefitted the organization where you worked. The more specific you can be the better.
Think of your resume as your representative on paper. If your career requires a personable, outgoing nature like a tour guide, your resume should reflect that. It should not read like a resume for a librarian. Yes, your work history, references, and accomplishment are all vital elements to a resume, but you already knew that, didn’t you?
Fitting your resume to the career you want, while dazzling them with the appropriate tone is a combination for success. For more information for job seekers, check our website at Great Hire.
Great Hire provides corporate recruiting services nationwide.
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Wouldn’t it be great if you were happily working away at a job you love when a recruiter calls you out-of-the-blue with an opportunity at the company you always dreamed of, doing a role you always wanted and at a compensation way higher than what you’re making? This scenario may sound like a fantasy, but being unexpectedly poached from a job to join another company happens more frequently than you might think.
So how do you prepare to be poached? How do you become the candidate that recruiters introduce to plum opportunities? You need to understand how recruiters find potential hires, and then make yourself discoverable and desirable to the recruiters looking for what you do. Here are five ways to become the job candidate recruiters want to poach.
Be a target—you have to have talent to be discovered.
Becoming a target in recruiting isn’t about inviting trouble. It’s about honing a specific-enough skill set or industry expertise that you are known for something. If you’re early in your career, this means you want to select projects and roles that can build up a body of knowledge. If you’re later in your career, this means that you want your resume, online profile, networking pitch and what people say when they mention you to focus on your specific talent.
This skill set or expertise also has to be valuable in the job market. If you are an expert in an outdated programming language, then you might get known, but for being out of date. You need to pay attention to what the market values (job postings are a good indicator) and continually upgrade and update your talent accordingly.
Be seen—people have to know you to refer you.
When you have a specific expertise, you're more likely to come to mind when a recruiter asks, “Who do you know who can do X?” Sourcing, or asking around for referrals, is how many recruiters find candidates. This means that you need to be someone who gets referred—i.e., you have an active network that is plugged into recruiters, and this network thinks of you when they get those calls. Ideally, you also have your own recruiter relationships in your network so you can refer yourself if the recruiter has forgotten what you do!
In order to develop this network, you need to be at conferences and other professional events. You need to follow up and stay in touch with former colleagues, even as you change jobs. You need to be out in front as a thought leader. This doesn’t mean you have to be a keynote speaker at the top conference in your field, though that would be very effective—you could be leading your professional association chapter, serving as a guest lecturer at a local college or simply being active in your community. This 50-year-old went from layoff to career change by building up a strong network in her community over time and then getting referred to a director role working with that community.
Be searchable—recruiters have to be able to find you.
Another important way that recruiters find candidates is by searching online platforms such as LinkedIn, as well as candidate databases built over time from other searches. If you ever applied for a job, you may still be in that company’s database, long after the search is over and even if you didn’t land that job. If your profile or resume has keywords that a recruiter is searching for, then you will likely end up on that recruiter’s radar. Keywords might include specific skills, industries and functional areas, as well as the names of brands and top-tier schools.
If you want your profile to come up in a search, you need to include keywords that are searchable and relevant to the job you want. If you're changing careers and your current skills and expertise don't fit with the types of roles you're targeting, you need to find some way of gaining experience in your desired field. It doesn't need to be professional, paid work experience—skills or expertise gained from volunteer work, for example, can be listed in the volunteer, summary or status sections of your LinkedIn profile and will still come up in a search.
Be responsive—it won’t matter if a recruiter calls, if you don’t call back.
Once recruiters find you, whether by referral or research, they will get in touch to gauge your interest and your potential match. You might have a key software skill that comes up in a search but it turns out you don’t have that much experience in it or you don’t have experience using it in the way the prospective employer needs. Referrals and research are helpful, but not sufficient, so the recruiter needs to talk to you to know for sure. This means you need to respond to their outreach in order to get to the next step.
I use LinkedIn heavily in my research and outreach, and the vast majority of candidates don’t respond. You will never hear about a plum opportunity or start a relationship with a recruiter or get a sense of your market value if you don’t respond. Make sure that the contact info attached to your online profile is updated. Make sure that you set your notifications so you are flagged when new messages arrive. Take the time to return unsolicited inquiries. Even if you aren’t right for that particular opportunity, recruiters remember responsive candidates, and you’ll be more likely to get that next call. Furthermore, after talking to the recruiter, she or he will know more about you and make a better match in the future.
Be prepared—you still need to interview and close that offer.
Just as you need to respond to an inquiry to get on a recruiter’s radar, you also need to go through the hiring process to land the job. Even the most highly referred candidates need to interview. Once the interview process starts, you are alongside every other candidate—poached or otherwise. I’ve never been at the decision table where we compare two candidates, and the poached candidate gets an extra point for being passive. In fact, sometimes employers worry you aren’t really interested in the job!
The benefit to being poached is that you actually land a better job. Getting calls is flattering, but not as tangible a payoff as getting a better-paying, higher title, more interesting, more challenging and/or more fulfilling job. Furthermore, even if you don’t land the job, if you do well in the interview process, you will impress all the people you meet along the way, including the recruiter. You are more likely to stay top of mind for the next opportunity, if not this one.
It is not easy to be the type of candidate that recruiters want to poach. You have to have a skill or expertise that is valued. People have to know you enough to refer you, or recruiters need to find you in some other way. Once contact is made, you have to maintain these relationships and present well in the hiring process. Of course, you could also just fall into a career in a very tight market—e.g., data science, AI—where expertise is so coveted you might start attracting interest even with just a little experience under your belt. For the most part, however, you need to put in time and effort and prepare to be poachable.
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Retailers are anticipated to hire up to 650,000 seasonal workers for the 2018 holiday season, up more than 10% from last year's total, according to the National Retail Federation (NRF). As many as 63% of retailers plan to hire as many or more seasonal workers for the holidays as they did last year, according to recent research by Korn Ferry. With the national unemployment rate now at 3.9%, there’s no guarantee that all these positions will even be filled — especially after 23% of retailers fell short of their hiring goals last year.
As many as 53% of retailers consider employee hiring/retention to be one of their greatest store operations challenges, according to the 2018 Retail TouchPoints Store Operations Survey. Additionally, 50% say that employee training/engagement is a top challenge.
The pressures of the holiday season undoubtedly magnify these challenges even further. With retail’s biggest e-Commerce player announcing it would raise its minimum wage to $15 per hour, retailers must get creative in attracting seasonal employees beyond the promise of a paycheck; train them effectively; and keep them engaged throughout the season. It’s not enough to simply fill a store with warm bodies; retailers musthire candidates that they are willing to invest in.
Amazon’s impact on holiday employment is always significant, with the e-Commerce giant hiring 120,000 seasonal employees during the 2016 and 2017 peak seasons. While the company hasn’t unveiled its full seasonal plans yet, Amazon noted that it would raise the minimum wage for all U.S. employees to $15 per hour in November.
With retailers still scrambling to fill open positions, Amazon’s move brings additional pressure, at least from a wage standpoint. Target bumped its minimum to $12 per hour and plans to continue increasing the wage to $15 per hour by 2020. Walmart now remains the laggard among the retail giants at $11 per hour. It’s not quite an apples-to-apples comparison, however, since Amazon employs far fewer in-store associates than its big box competitors. Warehouse and distribution center salaries tend to be higher than those paid in store settings.
“Amazon wanted to up their game for a couple of reasons,” said Shep Hyken, customer service expert and Chief Amazement Officer at Shepard Presentations, LLC in an interview with Retail TouchPoints. “They wanted to get employees in and they realize it’s going to be competitive to do that. Also, they want to give employees a better experience, not just by paying them more. They’ve had plenty of press about the employee experience that they’re working on reversing. As a result of the higher wage, they set the bar for others who say ‘Hey, do we need to match this?’ Maybe you do, maybe you don’t. Here’s what you do, you have to offer employees something. Compensation goes beyond cash.”
“Will this be a game changer for retail hiring? No,” said Mel Kleiman, employee recruiting consultant and founder of Humetrics, in a RetailWirediscussion. “Amazon does not have any retail employees. It has warehouse and distribution employees. Most people who work in retail do not like the idea of working in a distribution center.”
Some retailers are going beyond increasing hourly pay to retain and hire new associates. For example, Kohl’s announced it was offering 15%discounts and “associate shopping days” for the seasonal workers they hired this summer. Others are looking to outside staffing agencies for help filling the gaps.
This year, JCPenney is offering hourly associates at stores, supply chains and call centers a 25% discount and entry into a raffle. Eight random employees will be awarded a choice of either a $5,000 trip to Alberta, Canada; New York City; or Miami, or prize packages worth $5,000, each with a different theme, including smart home, outdoor, technology and glamour bundles.
“Retailers will have to offer competitive compensation or other perks to attract the workers needed for this holiday season,” said Andrew Challenger, VP of human resources firm Challenger, Gray & Christmas, Inc. “Already, we have seen some retailers offering discounted merchandise or special shopping days for their employees.”
Even if the added perks for a seasonal position are limited to money, retailers can still be more transparent about how they compensate and incentivize employees, according to Harry Friedman, Founder and CEO of The Friedman Group, a retail consulting and sales training firm.
“Very rarely does a retailer set up an obvious in-your-face incentive program,” Friedman said. “It would go like this: ‘Good morning, team. Our goal today is $20,000. We hit that goal today and it’s $100 in every one of your pockets. Want to go for it?’ If this employee is looking to make some extra money during the season, then let them make some extra money.”
Perks, incentives and other benefits aren’t the only tools retailers have in this area. In tune with the season’s atmosphere, retailers should strive to make the working experience valuable and enjoyable. Hyken described a three-step process for retailers seeking to reel in (and keep) the right hires ahead of the holiday season: F.U.N., which stands for Fulfillment, Uniqueness and Next.
“If fulfillment means an extra few bucks for the holiday so that you can buy extra gifts, that’s one version of fulfilling somebody’s need, but you want them to come to work in the right frame of mind,” said Hyken. “Leverage people for the unique talents they have. If someone for example speaks two languages, that might be a benefit to an employer as more shoppers come in. Number three is next. Are people excited to come in for what’s next? Is it the next project, the next new sale or item we’re going to have, or is it just that it’s a great place to work so people are excited to come in the next day?”
While retailers have major decisions on their hands when it comes to hiring the right employees, they also must put them in an optimal position to succeed by offering the right types of training. Holidays bring not just more store traffic, but also consumers who may be on an unfamiliar shopper journey.
These shoppers don’t always know the exact product they want, and may not even be familiar with the store they’re stepping into. That’s why retailers should focus on hiring for positions that are more easily teachable, so that the more experienced employees are facing shoppers when they ask tough questions related to merchandising, Friedman said.
“There’s a huge increase in buying for other people as opposed to yourself,” Friedman said in an interview with Retail TouchPoints. “If that’s true, that means people who would normally never come into your store, or typically wouldn’t shop with you, now will. It’s an opportunity to show your stuff to first-time buyers or gift buyers. When we coach retailers, it’s solely for operational positions and not sales positions. We could teach the average employee to restock the shelves, straighten up the merchandise, ring up sales at the cash register, or do any of those things in a tenth of the time that we could teach them to know the merchandise and actually sell it.”
Giving employees the best chance to succeed will only help retailers in the long run, and could lead to a better chance of retaining the employee for the next holiday season — or perhaps even as a full-time team member. But before they reach that point, retailers must make the effort to attract this talent, train them effectively and make the job one worth staying at in the first place.
“The part that most companies will not properly budget for is that it’s going to be a short-term job to bring someone on,” Hyken said. “There’s a time and cost of getting them to a point where you feel good about them being on the floor, so that you’re not taking a risk that they’re going to alienate a customer. That’s a very important piece in the hiring of part-time people.”
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The unemployment rate fell to a nearly five-decade low in September, punctuating a remarkable rebound in the 10 years since the collapse of Lehman Brothers set off a global financial crisis.
By almost any measure, the American economy is humming. Gross domestic product is on pace for its best year since the housing bubble of the mid-2000s. Consumers and businesses are the most confident they have been in years, if not decades. Stock market indexes are near record highs.
The latest milestone came in a Friday report from the Labor Department: The unemployment rate fell to 3.7 percent last month, the lowest since December 1969, when hundreds of thousands of working-age Americans were serving in Vietnam.
“I view this as the strongest labor market in a generation,” said Andrew Chamberlain, chief economist at the career site Glassdoor. “These really are the good times.”
The turnaround from a decade ago is hard to overstate. In September 2008, American employers cut 443,000 jobs as the financial system collapsed around them. More than seven million more jobs evaporated in the months that followed. Even when the hemorrhaging stopped, shellshocked executives were slow to bring back laid-off workers, sparking fears of a “jobless recovery.”
But when the hiring engine finally kicked back into gear, it did so in historic fashion. The 134,000 jobs added in September made it the 96th consecutive month of growth — eight full years, double the previous record. Employers have added close to 20 million jobs during that streak. (September’s growth, a modest slowdown from August, would probably have been stronger absent the effects of Hurricane Florence, which struck the Carolinas in the middle of the month.)
Crucially, the recovery is reaching groups that struggled in the early years of the recovery. The unemployment rates for African-Americans and Hispanics are both near all-time lows. Teenagers, less-educated workersand disabled Americans have also made progress in recent months. And anecdotal reports suggest that companies are becoming more willing to hire people with criminal records or to waive drug-testing requirements.
Republicans are hoping the strong economy will help them hold off a potential “blue wave” of Democratic victories in next month’s midterm elections. Friday’s report was one of the last before Election Day, and President Trump wasted no time before cheering the news on Twitter.
Indeed, the decade-long economic rebound from the financial crisis has been impressive more for its durability than for its strength. Millions of Americans remain stuck in part-time or temporary work, and many of the middle-class jobs wiped out by the recession have never returned. As a share of the population, employment remains well below its 2000 peak, a gap only partly explained by the aging population.
Most significant, strong hiring has not yet translated into robust raises for many workers. Average hourly earnings rose 2.8 percent in September from a year earlier, down from 2.9 percent in August and well below the growth that economists would usually expect with the unemployment rate this low.
But there are signs that wage growth could at long last be gaining momentum. Before last month’s hiccup, the pace of growth had been drifting upward. Industries where labor is especially tight, such as construction and technology, are seeing wages rise faster.
Workers at the bottom of the earnings ladder, who were left behind early in the recovery, are now seeing particularly strong growth: Amazon announced this week that it would raise the minimum wage for its employees in the United States to $15 an hour.
Amy Glaser, a senior vice president at the staffing firm Adecco, heard the Amazon news on television while preparing for a meeting with a rival e-commerce firm. Ms. Glaser helps companies hire for the holiday season, a task that Amazon had just made even more difficult for them.
“There was definitely a feeling of concern,” she said. “It puts increased pressure on them in a market where they already knew they were going to have to make significant adjustments on wages.”
Higher pay alone may not be enough. The combination of a tight labor market and rapidly growing online sales has made the competition for warehouse workers particularly fierce this year. Ms. Glaser said companies were hiring earlier, easing job requirements and giving workers more control over their schedules, a big shift in an industry that has traditionally expected workers to show up when and where they are needed.
“The demand for workers is higher than ever, and the supply just isn’t out there right now,” Ms. Glaser said.
Christine Specht is dealing with just that challenge. Ms. Specht runs Cousins Subs, a Wisconsin sandwich chain that is struggling to find workers as it looks to expand into the Chicago area.
Cousins has raised wages in recent years but still pays well under the $15 an hour that Amazon and other big companies are promising. As the operator of a small chain in a competitive industry, Ms. Specht said, she is reluctant to raise prices in order to pay employees more.
“We can’t always run to the menu board every time there’s a cost increase in running our business,” Ms. Specht said. “That’s kind of a last resort.”
Instead, the company is looking for other ways to attract workers. Cousins has ramped up its training program to help workers advance into management, offered referral bonuses to employees who help recruit their friends and staged “hiring blitz days,” when executives set up shop in a restaurant and interview candidates on the spot. More than anything, they are trying to move quickly.
“You can’t sit on applications anymore, because people have options and they will go somewhere else,” Ms. Specht said.
Many companies are outsourcing their human resource functions to temporary staffing agencies.
Often time the resources a solid outside recruiting firmcan add to a growing company far outweigh the cost of growing your own internal recruiting division.
Many economists think the shortage of workers will cause job growth to slow in the months ahead. But others argue that there is still room for the labor pool to expand, as employers become willing to consider candidates they would have overlooked earlier and as higher wages attract people who had been choosing not to work.
“You did see something like that in the late ’90s, which is probably the closest analogue,” said Jeremy Schwartz, an economist for Credit Suisse in New York. “In a sufficiently strong labor market, you really were pulling people from the sidelines.”
It is unclear whether that can happen again. In the 1990s, baby boomers were in their prime working years; today, they are retiring at a rate of 10,000 a day. The number of people being hired from outside the labor force is near an all-time high. Yet the participation rate — the share of adults working or actively looking for work — has been essentially flat in recent years.
“You do see prime-working-age individuals coming back into the labor force,” said Michelle Meyer, head of United States economics for Bank of America Merrill Lynch. “But the demographic forces are so fierce that it provides a complete offset.”
Policymakers at the Federal Reserve are watching warily for signs that the shrinking pool of labor is leading the economy to overheat, as competition for workers drives up wages and, ultimately, inflation. That could force the Fed to raise interest rates more quickly than planned, which could cause a recession.
Yields on United States government bonds have risen sharply in recent days, a sign that investors expect inflation — and interest rates — to rise in coming years. Those concerns have also filtered through to the stock market, where major indexes fell again on Friday after dropping on Thursday.
But in a speech in Boston earlier this week, Jerome H. Powell, the Fed chairman, said he didn’t see the tight labor market translating into faster inflation. Friday’s report, which showed the unemployment rate falling without wage growth accelerating, is unlikely to change that view, Ms. Meyer said.
With the economy in such strong shape, attention on Wall Street has turned to what could bring the good times to an end. Fed rate increases are one popular answer. A trade war is another.
Economists and business leaders have warned for months that Mr. Trump’s tariffs could threaten the recovery, particularly in manufacturing. There is little sign of that so far, however. That sector added 18,000 jobs in September, and the revised figures erased what was initially reported as a small decline in August. Other measures of the industrial sector likewise show continued growth.
“We really don’t have any negative impact from the tariffs yet,” said Joseph Brusuelas, chief economist for the consulting firm RSM.
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One-third of new hires quit their job within the first six months of getting hired. Just say the word “retention” at work, and you might actually see executive team shudder. I have never believed this should be how organizations function--and it doesn’t have to be if you believe in coaching and knowing your team beyond their work.
Try to imagine, just for a minute, your workforce in an entirely new light. You are their coach, and they joined your company for personal reasons, perhaps to advance their career, or maybe because they’re very passionate about the problem your company solves.
The minute they walk through the door on their first day, I believe it’s your job to do more than manage. If you want your employees to stick around long-term, you must step up to the plate as their coach.
Only 33 percent of employees knew whether they would stay with their company long-term after their first week. I believe this one-third of the workforce, unfortunately, likely lacked managers who shared the company strategy, vision and goals right away. Managers can be an organization’s greatest asset if they know how to set employees up for success and the largest factor in reducing employee turnover.
The first month can be an opportunity for a manager to get to know new employees and set clear expectations for their roles and expected outcomes. The “fresh car” smell of a brand-new job will become quickly replaced by disengagement and boredom if employees fail to recognize their purpose within your organization.
A recent Gallup study found that managers account for at least 70 percent of the variance in employee engagement scores across business units. Poor management is directly correlated with disengaged employees. Boosting morale to keep your best employees around for longer, making employees’ work meaningful will get them to stay longer than perks like free beer and lunchtime ping pong tournaments. Engagement and retention go hand in hand, and coaching is your tool to bridge the gap.
Building your team by coaching individuals to become even better at their jobs benefits your company with more than a spike in your retention rates. At BetterWorks, we like to say we help employees get 1 percent better at their jobs in a year.
If every individual within an organization finds a way to become 1 percent better each day, or 37x better by the end of the year, imagine the sort of results you’ll achieve. Here are my five tips for coaching employees with long term retention in mind:
1. Setting Clear goals will reduce employee turnover
The first step to making coaching possible is setting aspirational expectations. You should give your employees feedback on the goals and metrics they set, but also the freedom to come up with their own plan for achievement. This should be done every quarter, so they are given the chance to change their priorities and set fresh goals. Once the expectations are clear and mutual, it makes day-to-day management feel easier. Setting shared goals that are well aligned with your own goals is equivalent to doing the delegation up front. It also makes it easier to be flexible on the small things, like when employees need to be out for an appointment, or want to take a long lunch. They know what work they’re expected to do.
2. Let employees create informal networks
Try not to inhibit interaction between those you manage and those you don’t. While you may be managing a team of people, the real magic happens when your employees are empowered to work cross-functionally with others. Your company should operate under one shared vision so no matter who works together, they’re doing so with the same end goal in mind.
3. Sync up with your employees regularly
I perform weekly 1:1 meetings with each member of my team. These meetings look different for each person, and although the day and item are consistent, the content of the meetings changes quite frequently based on their bandwidth and what they need help with. One week it might look more like a discuss about their future goals and aspirations while we take a walk outside to grab coffee, while another week it might look like a deep dive into feedback on a particular project they’ve spent time on. These regular meetings give me a platform to give employees real feedback on their goal progression.
More than likely, their aptitude for your company or business is why you hired someone in the first place, but it shouldn’t stop there. For them to continue progressing, it’s helpful to know where they stand outside of work and more importantly, where they want to be in the future. I’m not recommending you become great friends with each employee, but you’ll find the more you see them as a real person with a life outside of work, the easier it will be to work together and take a more flexible approach to managing them
5. make some friends while you're at it
I believe the biggest secret to successful management is fostering genuine relationships with those you manage. Managers should have friends at work and it’s okay if you’re friends with the people you manage. For managers and employees alike, having a group of people you can call friends at work make it worth showing up each and every day. As long as you have an open and transparent system in place for sharing goals and accomplishments, managers can foster relationships while remaining unbiased. Building teams to last requires more than knowing what everyone is up to, and telling them what to do next. Managers who coach employees with their individual potential and future success in mind will do a more effective job building their team. And as employees understand and appreciate the true value of an ongoing opportunity to learn and grow, they’ll think less about leaving and more about how they can become even better at their job.
Great Hire is a full service Temporary Staffing Services Provider and Direct Hire Recruiting firm. We focus on providing staffing solutions for companies and individuals in the five counties of Greater Los Angeles Metropolitan Area: Ventura County, San Bernardino County, Riverside County, Los Angeles County & Orange County.
We provide Direct Hire Recruitment services Nationwide.

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