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Facebook CEO Mark Zuckerberg was recently quoted as saying, “I will only hire someone to work directly for me if I would work for that person. I think this rule has served me pretty well … Facebook is not a company for everyone in the world.” This is apparently one of Zuckerberg’s absolutes for hiring. Regardless of whether you agree with Zuckerberg, consider your top hiring rules for permanent employees and contractors. How have these rules impacted the success of your business? Have they been constant or have they evolved over time? Most importantly, how effective have they been in shaping a unique company culture that attracts and retains top talent?
Hiring rules are developed to help companies ensure they recruit workers who are well-suited for their organization. Aside from degrees and certifications that may be state or federally mandated for specific roles, these guidelines have more to do with what companies attribute to successful hiring, as opposed to hard and fast hiring rules. No matter what businesses consider to be their hiring musts, every organization can benefit from periodically assessing whether their hiring rules are truly yielding the employees they seek, or if they are creating unnecessary hoops for candidates and interviewers.
Google is a prime example of an organization that is revered as the ultimate dream company, yet saw the importance of re-evaluating its hiring process. Up until a few years ago, prospective Google employees frequently were required to undergo more than 10 interviews. Candidates that made it to the final interview stage were then required to meet with “bar raisers” whose sole job was to screen out, using their veto power. The lengthy hiring process created a time-intensive ordeal for hiring managers, causing the company to frequently lose top talent to its competitors. Google overhauled its process and limited each candidate to five interviews, recognizing that the longer candidates are on hold, the more time they have to get another job offer or accept a counteroffer. The “bar raiser” role was also eliminated and instead the organization now looks for ways to screen in vs. screen out.
If a major technology force like Google saw the importance of revisiting how it hires, perhaps it is time for your organization to do the same. CDI General Manager, West Region, Gina Giacomino notes, “Many companies have established long-standing hiring rules that they swear by, but the reality is hiring is not a static function, nor is it effective if the process deters potential ‘right-fit’ candidates. Further, when employers have open jobs for long periods of time because they haven’t been able to find the ‘right’ permanent employee or contactor, it’s a sign that they may be out of touch with how to attract and retain high performers that will thrive in their organization’s environment.”
Giacomino provides the following tips for re-evaluating hiring rules:
- Review the number of hires over the last five years and assess how many of those individuals have become significant contributors in their respective domains, or to the company’s overall success. What characteristics do they have in common? Do the same thing with the contractors you’ve chosen. How many of them would you want to sign on again or even recruit for a permanent position?
- Annually consider the organization’s top hiring rules and whether they are still effective in recruiting quality talent that will fit seamlessly within the company culture.
- Review permanent and contract hiring situations that didn’t work out, but don’t obsess on the reasons these individuals were unsuccessful in their roles. Instead focus on the positive skills or experience that they possessed and see how these attributes could be beneficial to the department or the company overall.
The rules of engagement are constantly changing when it comes to hiring, and potentially so are an employer’s hiring tenets. Giacomino notes, “As retention is becoming more critical than ever, competition for high performing candidates is intensifying. The true testament of whether an organization’s hiring rules work is revealed in their ability to engage and hold on to top producing employees and contractors, who are essential to the success of the company.”
Recent CDI Analysis
“The true testament of whether an organization’s hiring rules work is revealed in their ability to engage and hold on to top producing employees and contractors, who are essential to the success of the company.”Gina Giacomino
General Manager, West Region
Employment Situation (U.S.)
The U.S. job market rebounded in April, adding 223,000 jobs which contributed to the unemployment rate dropping to 5.4 percent. Although this was slightly lower than the 224,000 jobs projected by economists, it demonstrated a return to the positive growth trend seen over the last 12 months, compared to the 85,000 positions added in March.
According to the April Employment Situation released by the U.S. Bureau of Labor Statistics, about 62,000 of these jobs were in the professional and business service sectors. Within this larger field, services to buildings and dwellings added 16,000 positions, computer systems design and related services added 9,000 jobs, business support services grew its workforce by 7,000 and technical consulting services expanded by 6,000 positions. Transportation and warehousing gained 15,000 jobs. Employment in the mining industry declined by 15,000 jobs. Sectors that saw little change in April included manufacturing, information, government and financial activities.
The New York Times reported that April employment data suggests the Federal Reserve will not be in any rush to take its long-awaited first step in raising short-term interest rates, which have been near zero since the onset of the financial crisis in 2008. According to the source, most experts now expect the Feds to move in September or beyond as the probable beginning of any gradual tightening effort by the central bank.
The full Bureau of Labor Statistics report can be downloaded by
Employment Situation (Canada)
The latest report from Statistics Canada revealed that the country lost jobs during April, although the unemployment rate remained unchanged at 6.8 per cent.
Overall, the nation lost a net of 20,000 jobs last month. The industries that experienced the most notable declines included construction, which lost 28,000 positions, and retail and wholesale trade, which declined by 21,000 workers. The information, culture and recreation sector dropped by 9,800 workers, representing a 31 per cent workforce loss for this industry over the past 12 months.
Gains were seen in the business, building and support services field, which added 11,000 workers to its payroll. Manufacturing expanded by 10,000 employees as well. The report explained that many of the new jobs were full-time positions, while a large portion of the lost jobs were only part-time. This shift in job types accounts for the country’s steady unemployment rate in the face of what appears to be significant job market shrinkage.
The Wall Street Journal explained that the Bank of Canada will keep its policy rate at 0.75 per cent, a number it implemented in January after oil prices dropped. Although Canada is experiencing modest improvements to its employment situation, the bank will maintain this rate until the labour market shows signs of long-term strength.
Canadian ES Report:
Labour Force Survey, April 2015