CDI Corporation

Making Sure Your Hiring Processes are in Line with Your Brand

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When running a business, it’s important to try to be as transparent and authentic as possible. Doing one thing – but meaning or saying another – can have significant, negative implications for your organization, especially when it comes to recruiting and retaining top talent for your blended workforce. Unknowingly presenting conflicting messages throughout the interview process can hurt your company brand, and detract from its ability to attract and hire the best candidates.

The main goal of the interview process is to provide both the hiring company and the candidate an opportunity to determine if there is a mutual fit. On the candidate’s end, more emphasis is often placed on the tangible insight they can gain from the meeting; this is generally true for both permanent and contingent positions. This can include how interviewers respond to certain questions, inconsistencies with how various team members discuss the potential role and the company, and the aspects of the job that are emphasized vs. those that are minimized. On the company’s end, the assumption is the candidate has most of the required skills to take on the open role. The focus from their perspective is more about intangible insight such as cultural fit, personality, and the overall impression left by the candidate.

Given the candidate-driven market continues to be the reality for the executive, managerial and professional labor market, employers should be giving more consideration to the lasting impression they are leaving with prospective permanent and contingent hires. “Companies really should be thinking about the interview process as a critical part of their strategy in communicating their brand and organizational culture,” says Nysha King, media relations lead for CDI Corporation. “Applicants will communicate their interview experiences in the marketplace through sites like Glassdoor, and employers need to ensure that what they say matches the way they conduct business.”

To make sure your company’s hiring practices are in line with its mission, values and business goals, King recommends avoiding these four contradictions:

1. Having an inefficient interview process when your company claims to be cutting-edge

You can have the most forward-thinking reputation, but a clunky interview process will quickly disprove any claims that your company is always looking ahead. Make sure your interview process suits the needs of modern applicants. Perhaps a one-on-one interview is not getting to the crux of a candidate’s value: You could additionally hold team interviews where candidates are asked to participate in routine business exercises like brainstorming or planning sessions. These types of interviews can yield greater insights into the applicant’s personality and potential fit within the team, making for a more efficient process.

2. Hiring for newly created roles that involve clashing responsibilities

With newly created roles on the rise, according to Recruiterbox, a common mistake that many companies make is creating a new role that demands the employee be responsible for duties that conflict with each other. For example, having a graphic designer also be responsible for generating new sales leads could cause productivity issues. While it’s normal for employees to have multiple responsibilities, it’s important to ensure the required duties remain focused when designing a new role. This is especially important in the case of contract employees who are typically hired to work on specific projects.

3. Taking too long to hire a new person when your company values speed

No one wants to work for a company that hesitates to make decisions that could improve culture and revenue. However, when a company drags their feet during the hiring process, that’s the impression that top talent receive. Although it’s wise to carefully think over hiring decisions, taking an extended amount of time just makes it not only seem as though your company’s management lacks confidence, but that working for your company would be a nightmare of administrative and bureaucratic red tape as well. This can be even more of an issue for contract assignments which are typically filled more quickly. Contractors will quickly lose interest when there is a lag in hiring decisions, and move on to other organizations where they can more easily move into their new roles. It is important to streamline the hiring process, and even gather qualified applicants before there is a position to fill.

4. Valuing your company brand but falling short on the recruitment process

Letting what you may believe are small or relatively unimportant aspects of the hiring process slip through the cracks can sabotage your company brand. For example, making candidates wait for several months for an answer when they were specifically told they would be contacted soon, or failing to keep a top applicant in the loop about where he/she stands, are bad marks against you. Instead, making the extra effort to ensure candidates feel valued goes a long way, especially in today’s candidate-driven market. If your company is struggling to gain access to A-players in your industry, you can partner with a trusted recruitment firm to help you find the best talent for your permanent and contingent needs, while protecting your brand.

Regardless of how your organization approaches the interviewing process, the main goal should be to leave candidates with a positive, transparent experience. “By implementing efficient practices and ensuring that everyone on the hiring team is on the same page, you reduce the likelihood of communicating inconsistent messaging that will be disseminated by candidates, and can be harmful to the company brand, adds King. The ‘interview’ then becomes more than just a way to qualify potential new hires, but also a marketing opportunity to communicate why the organization is a great place to work.”

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“By implementing efficient practices and ensuring that everyone on the hiring team is on the same page, you reduce the likelihood of communicating inconsistent messaging that will be disseminated by candidates, and can be harmful to the company brand.”

Nysha King
Media Relations Lead
CDI Corporation

Employment Situation (U.S.)

The unemployment rate in the U.S. fell to 4.6 percent in November, which is the lowest level in more than nine years, according to The New York Times. The drop was a strong indicator of growth after relatively stagnant months between August 2015 and October 2016. The jobless rate inched 0.3 points thanks to a gain of 178,000 nonfarm payroll positions during the month. The number of unemployed people fell to 7.4 million, declining by 387,000. The BLS noted that average monthly employment growth for 2016 has been 180,000 positions.

The employment-population ratio and the labor force participation rate were both relatively unchanged in November, at 59.7 percent and 62.7 percent, respectively.

Professional and business services led the November employment gains, adding 63,000 positions and bringing over-the-year gains to 571,000. Administrative and support services gained 36,000 jobs, while accounting and bookkeeping gained 18,000 positions. Construction had another strong month for employment, adding 19,000 jobs. Industries that remained relatively unchanged included mining, manufacturing, information, financial activities and government.

The strong employment report makes it likely that the Federal Reserve will hike up interest rates later this month. At its meeting in October, the Fed stated that they would go ahead with an increase “so long as incoming data provided some further evidence of continued progress,” The New York Times reported.

The full Bureau of Labor Statistics report can be downloaded by
clicking here.

Employment Situation (Canada)

Though the Canadian economy added an unexpectedly high number of jobs in October and hit a third straight month of growth, employment gains were all part-time. According to The Financial Post, economist predictions had the labour force losing as many as 15,000 positions last month, and though full-time work did shed 23,100 employees, it was offset by a jump in part-time work. The figures released by Statistics Canada, were not enough to improve the unemployment rate of 7 per cent, noted the source.

“This was supposed to be a bad report – we had three very strong reports and the expectation was that we would see some give back,” said Frances Donald, senior economist at Manulife Asset Management. “So, the fact that we saw even modest gains is very positive for the Canadian story.”

Labour market driven by part-time work
November marked the fourth straight month of net gains for the Canadian labour market. Figures from Statistics Canada show that though it lost 8,700 full-time jobs last month, a gain of 19,400 part-time positions helped to keep the work force afloat.

In the past 12 months, job growth increased 0.1 per cent as 183,200 jobs overall were added. However, during that time full-time work has continued to decline, dropping 30,500 jobs in total. Since November 2015 though, part-time work added 214,000 positions.

Continuing on its rising trend, the finance, insurance, real estate and leasing industry saw 14,000 more employees last month, according to Statistics Canada. Year-over-year employment growth in the sector is 51,000. On a year-over-year basis, the information, culture and recreation industry marked the largest growth rate among all sectors, growing 5.9 per cent. The sector added 13,000 positions last month.

Employment in construction and manufacturing fell by 14,000 and 12,000, respectively.

Job growth matches economic growth
According to EconoTimes, the latest figures for the Canadian labour market look to be in line with the overall growth of the economy. Most analysts agree that the surprisingly positive labour report shows that the job market is growing at a steady rate. Though wage growth has slowed and full-time employment is at its lowest level in more than five years, job growth in many industries has remained healthy.

As such, it is likely that Bank of Canada Governor Stephen Poloz will not be changing the benchmark interest rate in the near future, according to The Toronto Star.

“Overall, given that this decent headline gain followed a string of robust advances, we would characterize this as a healthy reading,” said Douglas Porter, BMO chief economist, in a research note to clients.

Canadian ES Report:
Labour Force Survey, November 2016

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