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The Only Email Template You’ll Need For Sending A Job Offer

The offer stage can be a nerve wracking part of the hiring process.

You’ve gone through countless resumes and cover letters, sat through hours of interviews, and finally found the one. Now that you've overcome the hard part, once you've found your choice, you want to make a solid offer that gets candidates off the job market quickly — it is a job seeker's market after all. If you move slow, there's a big chance that they might get that other company's offer over yours.

What should be in the letter:

  • Position title.
  • Employment type - part time, full time, temporary, etc.
  • Compensation - salary, hourly rate, bonuses, commission being offered, etc.
  • Benefits - health, dental, paid time off, etc.
  • Schedule.
  • Workplace location.
  • Start date.
  • Pay dates - monthly, weekly, etc.
  • Who the candidate will report to.
  • Offer expiration date.

Communicating with candidates takes time but probably not as much as you’re currently spending. Instead of wasting time writing emails from scratch, here is a well-crafted job offer email template that will help reduce your workload.


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This Is the Right Thing to Do When Your Company Doesn’t Get Enough Applications

Exhausting every effort

As a recruiter, there is a constant pressure to meet quotas for hiring and filling in positions with qualified candidates. You’re probably all too familiar with advertising your openings on every channel imaginable in the hopes that a stream of applicants will come your way. Advertising as much as possible is a recruiter’s way of increasing the potential of more applications.

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For experienced recruiters, there’s a magic number of applications that will funnel down and convert into the necessary number of hires. For less experienced recruiters or companies with small hiring needs, the idea that your prospective hires will come from a larger pool of applicants is the same. From this pool you will put the applicants through a series of tests or interviews until your next hire emerges.

When the ideal doesn’t happen

This is the ideal but what happens when, despite letting the world know that you’re hiring, you still don’t have a large enough pool to source your next hires from? In short, you still don’t have enough applicants.

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You could remedy this by adding incentives for recruits or extending your hiring period. Some recruiters choose to edit job descriptions, compensation, and benefit packages to draw more people in. All of the above could very well work if you are after more applications but is that what you really need?

If planning your recruitment strategy includes asking, “How many applicants to I need to get?”, you are setting yourself up for an unnecessarily stressful hiring season. Forget about funneling applicants down until you get the cream of the crop. Recruiters need to stop focusing on the number of applicants they get but instead the quality of their applicants.

Quality trumps quantity

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By switching the priority to the quality of candidates, recruiters don’t need to juggle a dozen applications every hour, sifting through who might be able to do the job when you can have just a handful of candidates and you’re deciding who among them can best do the job. Granted, we know what you are thinking, “This is easier said than done.” But what if it’s both?

There’s no need to exhaust every channel out there to attract potential hires. Hundreds of job seekers are signing up on Kalibrr every day in search of a new job. As a recruiter on Kalibrr, you can set all the standards for your job openings with ease. When job seekers apply to your job post, the system will do the filtering for you and sort the applicants into varied levels of qualification for the position. When you start your work in the morning, you have only qualified candidates waiting to greet you.

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This Is How Your Management Style is Driving Good People Away

This article first appeared on Inc-South East Asia. Visit their page for more business and leadership resources. 

The founder of a young distribution business—”Jim”—wanted to introduce me to his new sales manager, an executive of 20 years’ experience. Jim was unhappy with this guy’s poor recruiting, flat sales and botched pricing negotiations.

When I met with the sales manager, I learned that Jim constantly complains. “Not about the business, but about old stuff, like what we should have done yesterday. Or a deal we should have gotten.” I thought the sales manager was fine, so the issue must have been with the CEO.

This leader spent a lot of time critiquing employees’ style, complaining about past results, getting personal.

He seemed to enjoy putting one or another individual—and that individual alone—on the spot for a few weeks at a time.

The Lighthouse

Torturing one team member at a time is what I call “lighthouse management.”

That’s where CEO attention is dark… dark…dark…then it’s BLINDINGLY light.

This style needs that cycle of light and darkness. Why? Well, because the manager doesn’t have the energy to stay on top of all the people at once. The manager will get a few weeks’ worth of unfavorable impressions of an individual, then provide a period of “corrections.” Then he goes off to “fix” the next individual.

What is the effect of this? Well, the executive team was demoralized, of course. Turnover was high.

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But more importantly, the company stopped thriving because Jim was blaming people, and not processes. Since the evaluations were based on his own experience, everybody stayed at one level of competence—his.

So sales did not provide professional reports, but they did reflect the founder’s desire for flashy salesmanship.

Accounting provided details on expenses—Jim loved to complain about expenses—but little in the way of trend analysis, capital budgeting or thinking about margins.

So it went. And all the managers were periodically exhausted by the CEO’s attention.

The 6 Week Solution

This CEO, like many, had a raw emotional need to control. This is okay in moderation–but he was going overboard.

So I asked him to recognize that need, and to put it on hold for a period of six weeks.

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Then we agreed on a cycle of management meetings that would give everyone the chance to be heard and to provide an update on important deliverables:

  • A daily huddle, for what’s going on. We called it the stand-up meeting. Got together for long enough to just touch base and make sure everyone was heard.
  • A weekly staff meeting, that included an agenda and minutes of what was going to be done, who was going to do it, and by when. Here we started to also introduce some of the periodic reporting–the trends and variance reports that the business needed so badly .
  • And a first-ever strategy session at the end of the six weeks. We dealt with key issues, such as identifying the company’s core products and core customers .

Good communication, via effective meetings, is the first step to effective process management. Jim reduced his controlling management style. He developed confidence in the team’s ability to identify issues and execute. That left little need to turn on the bright lighthouse light.

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This article was written by Walter Simson. He helps middle market companies—often in traditional industries—restore profitability and growth.  He also coaches on strategy, effectiveness and professional growth. @waltersimson

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10 Paramount Reasons Why You Should Create a Happy Workplace

This article first appeared on Inc-South East Asia. Visit their page for more business and leadership resources. 

A job, by definition, is not necessarily fun, or enjoyable. Work is hard. Dealing with work stresses day in and day out is hard. Learning how to find a balance in life between the stresses and pressures of work and life outside of work is hard. Learning how to offset this by creating a great place to work is essential for your sanity, your success — and the success of your business.

Source: Pinterest

One of the most important lessons that many leading companies have learned is that encouraging and fostering a work environment that is fun and that inspires employees to take joy in their work can reap enormous benefits. Happy employees are loyal employees, and loyal employees can do amazing things. This is one of the keys to success for such industry leaders as Google, Apple, and software analytics giant SAS Institute.

Here are ten key reasons why creating a workplace and an office environment that people love is critical for your business:

1. Happiness has a multiplying effect

Happiness is contagious and, when encouraged, can spread throughout an entire company. Employees who take joy in their work make excellent role models for their fellow workers and encourage them to also take joy in their work.

2. Happy employees are successful employees

Employees who genuinely enjoy their work are more productive, happier, and more successful. This increases self-confidence and inspires greater performance and greater success for both employee and employer.

3. Happy employees have the right attitude

Unhappy employees have a negative attitude that can permeate their work and stifle job performance and creativity. Happy employees, on the other hand, have a positive can-do attitude that allows them to succeed.

4. Reducing stress increases productivity

Stressed-out employees are distracted employees. This can have a devastating effect on productivity. Eliminating stress and worry can lead to an instant productivity boost.

5. A positive work environment encourages risk-taking

Business is not about playing it safe. Business is about taking the right risk for the right rewards. Happy employees are more likely to take calculated risks, while unhappy employees are more likely to play it safe.

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6. Happy employees support each other

Positive, fully engaged employees are more willing to support fellow workers and to provide positive support and encouragement for group projects. And happy employees are more likely to ask for support if it is needed.

7. Happy employees are not afraid to make mistakes

A supportive work environment encourages your team to learn from their mistakes rather than fear them. Mistakes can be a powerful learning tool that can lead to unforeseen success. Workers who are afraid to make mistakes will miss important learning opportunities.

8. Leaders lead by example

Managers who take real joy in their jobs – and encourage their workers to enjoy their work – inspire confidence, dedication and loyalty. Leaders who set positive examples are a critical component of the success of any business.

9. Happiness inspires creativity

Innovation is the lifeblood of any business, and happy employees are inspired, creative employees who will create the solutions your business needs to succeed.

10. People like to work with happy people

Finding joy in your work can yield enormous benefits by improving relationships between both employees and employer. Happy workers are more willing to work together for the common good, more likely to encourage company loyalty, and more like to encourage the strong team building that is vital to your company’s success.

Creating a work environment that is fun and happy is not easy. The more you try the bigger dividends it will pay.

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This article was written by Rhett Power. He is the author of the new book The Entrepreneur’s Book of Actions: Essential Daily Exercises and Habits for Becoming Wealthier, Smarter, and More Successful. Learn more at rhettpower.com.

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How to Deal With Annoying Employees You Can’t Afford to Fire

As a manager, you want to be able to work with everyone in your team. No, you need to be able to work with them. Like many team mantras, you’re only as good as the person next to you. And even for the most self-proclaimed people person out there, there are some personalities whom you simply don’t jive with. In a team at the office, this can get particularly unnerving as your job relies on your output. How do you stay sane and perform when there are people around you who seem to push all the wrong buttons?

Let’s assume that these personalities at the office are all well performing individuals. If they weren’t, you wouldn’t need to be reading this article and you’d have grounds to let them go.

Little Miss Late a.k.a. The Late Comer

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Don’t confuse this employee for The Buzzer Beater who makes it to work with a second to spare, The Late Comer never seems to make meetings on time and has a longstanding inability to hear their alarm clock. The problem is, despite never being on time, The Late Comer finds the time and gets their job done.

How to deal with them?

Implement an x strike rule. Punctuality can be forgiven in the workplace but it is a part of your work and performance. Waking up to an alarm is something that can be learned and should not be an excuse for being late. Tell The Late Comer that even if he meets all his quotas but can’t make a 9am meeting, x meetings in a row, they’re cut.

Mr. Nobody a.k.a. The Invisible One

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Like the name suggests, Mr. Invisible is often no where in sight. He arrives very early in the morning, does his deliverables, and leaves as soon as he can. If your company has a work from home option, he would do this everyday if he could. His work is always complete and on time, you’re just not sure what he looks like. He’s a legend in the office not because he’s extraordinary but because there are only a few people who have ever actually seen him.

How to deal with them?

Go the extra mile and implement a team building activity (mandatory, physical attendance) every now and then. This will force your team to bond and get to know each other. Even if Mr. Invisible is a homebody by nature, this will encourage them to be more physically present.

Little Miss Bossy a.k.a. The Competitive One

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There’s an internal debate with many employees as to how much they can perform. The Competitive One will gladly take on the load of the entire team and has little regard for the concept of ‘team effort’.They get the job done, but in a way, they also get too much of the job done. This is a moral argument that some managers will have. What’s more important —being a team or progress? Answer: none. Find the balance.

How to deal with them?

Further distribute and assign the goals within the team. Instead of just having team targets every month, divide those targets between members. If The Competitive One finishes theirs early, they now need to come to you to ask for more instead of just hoarding all the work. It’s great that they want to continuously do more but everyone has an “enough”.

Mr. Rude a.k.a. Mr. Rude

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They are the one who is loud and unapologetic about everything. These employees often have a hard time biting their tongues and keeping still about anything. Mr. Rude meet their targets and they’ll make sure the entire office knows. What’s worse is when someone doesn’t reach their own targets, Mr. Rude borders on being a bully and will often use the excuse of “joke lang kasi”.

How to deal with them?

Like all of the annoying employees at the office, a good private sit down could do wonders. Take them aside (or to lunch) and have a conversation about these issues. Inform them of their behaviour and how it’s affecting the team and it’s overall performance. This is the professiona version of a scolding and employees take it seriously.

Oftentimes, annoying employees aren’t aware of how they act or that it’s affecting the team. When they are made aware, they take note and change. If they don’t, well, then you may or may not have grounds to fire them now.

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Cultural fit questions

7 Interview Questions You Can Ask To Check For Culture Fit

Determining if a candidate has the relevant skills and experience will only be half the battle. The other half will be to to see if they're a good fit for the company. There are plenty of decent questions recruiters ask, but often times, they only give you surface level insights into whether a candidate can adapt well to your company environment.

But why should you consider interviewing someone for cultural fit? This is because for your company to reach its goals and be a success, you first need to have teams who will work harmoniously, and are willing to collaborate with other members as smoothly as possible.

Source: goodbusiness.net.au

To help those looking to make great cultural hires, here are seven questions to determine if the people you are bringing on will be the right fit for your company. Download the free kit for the detailed explanation.

1. How do you rely on others to make you better?

This question will allow them the opportunity to showcase how self aware they are. People, specially new hires, don't know everything, but if they are aware of their strengths and limitations and can speak to them both with transparency and candor, then you've got a good one there.

2. Who inspires you and why?

Learn who their points of inspiration are. Who are their role models are and what makes those people special to the candidate. Believe us, you can garner quite a few insights from this question because it'll give you a sneak peak into the behavioral patterns an individual respects and models themselves after.

3. What environment do you thrive in the most and what drives your passion?

The answer to this may also give you insight into how this candidate prefers to work alone uninterrupted or perhaps does best on a team.

4. What motivates you to get up and work every day?

For companies that want to grow and want to have the best culture and employer brand, it's important for them to let their employees be emotionally invested in coming to work.

5. How would your coworkers describe your work style and contributions in your former job?

Some candidates would probably answer this awkwardly. It's pretty uncomfortable, honestly, but hopefully their responses would be balanced.

6. Tell me about a bad professional relationship you’ve had. Why didn’t it work?

There are offices with high pressure environments, and emotions can just blow the lid off the kettle. Everybody has had that experience with a terrible boss, or a colleague that just really irritating. This question will help you understand the root cause of the relationship and how they overcame the situation.

7. What’s your favorite non-professional activity?

It’s always important to try and understand what kind of person you're about to hire is, and how they are outside of work is the best way to do it.


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The Recipe to Recruiter Success (INFOGRAPHIC)

A  recruiter’s job is not easy. Put simply, they are tasked with sourcing talent that will collectively propel a company into success or drag them into an abyss. Let’s face it—there is no way to “put it simply”.

As a recruiter, you want to sharpen your skills and abilities so that this will translate into your work. That’s much easier said than done but with a conscious effort going into your growth as a recruiter is a great place to start.

We looked into best case practices for recruiters and put together what we, at Kalibrr, believe to be a recipe for recruiter success. And even if you aren’t a recruiter, mixing and practicing these winning ingredients sure do make an effective manager and can definitely be applied to the job that is managing your life and career. Add salt to taste.

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7 Unique Recruiting Strategies That You Might Want to Try

With the job market as packed as it is today, recruiters are looking for more and more innovative ways to draw candidates in. Many large and tenured companies like Google have developed recruiting methods that they're known for while other companies try different techniques until they uncover a process that gets them the kind of candidates they need.

Remember that when you come across a new strategy, these aren't plug and play methods. They are used for specific purposes and are meant to uncover specific details about the candidates. There are, however, some unique strategies out there that are worth a shot for any company. Try these 7 out for starters:

1. Have candidates self select via open house.

By opening your doors with an open house, you are allowing candidates to accept or decline the invitation and by natural self selection, they will narrow your candidate list to a group that is genuinely interested in learning more about the company or position.

2. Make existing employees happy.

But I'm hiring new employees, you are probably thinking. Did you know that most successful hires are sourced through employee referrals? Investing resources into your existing employee base will give them a reason to be brand ambassadors and without knowing it, they will do the recruiting for you.

3. Build a mentorship network.

Any company has talent that they are proud of. Use this to your advantage and start a mentorship program. As it grows, the program will become a selling factor for your company and draw candidates in because of the clear development they can get with you.

4. Get creative with a commercial.

Yes, a commercial. We don't mean a straightforward, "We're hiring!" spot on TV, but creative commercials that will actually bring candidates to your office doors. Your goal is to entice, not necessarily inform.

5. Go to the candidates with a mobile recruiting car.

If the candidates aren't coming to you, bring the company to them. Oftentimes, the best talent for your company aren't knocking on your door simply because they don't know which door you're behind.

6. Turn your business cards into recruiting cards.

Considering that your business card gets handed out pretty regularly anyway, you aren't losing much in turning them into a recruitment stint as well. For a smaller, thicker piece of paper, they hold much more face value than fliers, leaflets, and fans that we're 100% alright with immediately tossing in the trash.

7. Tell them you want them.

For those hard to get gems a.k.a. those who are currently/already employed, it will take some big guns to get them to quit their jobs and make their way to you. There's no need for beautiful eyes and sweet talk here, get straight to the point and get them already.

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5 Tell Tale Signs That an Employee May Be Thinking About Leaving

Building a powerhouse team for your business is no laughing matter. Hiring employees that best suit your standards takes time and patience to complete. So after all that hard work and stress, the last thing an employer wants is to lose a valued member of the team.

Most bosses are often caught off guard when one of their team members decides to quit. So before you get into this nerve-racking situation, here are 5 signs to watch out for when someone is about to quit their job.

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1. They avoid doing social interactions.

If a usually outgoing or vocal worker is now distant and is uncharacteristically silent, chances are he/she is contemplating on leaving.  The employee begins to spend less time with colleagues and tries to avoid interacting with the boss as much as possible. A change in your employee’s social habits is a good warning sign.

2. They show less interest in work related discussions.

Offering fewer contributions than usual during meetings is a signal that your employee maybe ready to leave the ship. A decline in participation in discussions is a tell tale sign that they might be thinking that their ideas and feedback could be better used elsewhere.

3. No longer punctual as usual.

If an employee constantly comes in late and is going home earlier than usual, shows that he/she is not looking forward to working anymore and is planning on quitting soon.

4. They start taking more time off from work.

If they begin calling in sick more often or are using up their vacation leave periodically might mean they are no longer interested in doing work or probably using their time off looking for other employment options.

5. They no longer go beyond the call of duty.

Willingly taking on challenges is what separates good employees from great ones. So if a usual go-getter personality becomes more passive, chances are they are tired and ready to move on.

Should you intervene?

The last thing you want to do is to jump into conclusions and accuse your employee of wanting to jump ship. If it turns out to be untrue, then that puts a strain in your working relationship. Instead, try to open up a dialogue and find out what’s going on so you can better address the situation. Show that you are actually concerned for their wellbeing and not just their working habits.

If the employee ultimately ends up quitting despite your best efforts, then it is best to always be prepared so both parties will have a smooth transition.

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21st Century Recruiters are Part Artist, Part Scientist (INFOGRAPHIC)

As the next generation of jobseekers roll in, it’s our job as recruiters to be ready to catch what they throw at us. More than ever, job seekers are becoming aware of recruiting strategies and principles. Old methods of interviewing and assessing candidates is going out the window as the next wave arrives.

LinkedIn has provided a graphic guide with the makings of the modern recruiter. They are part scientist in that recruiters today need to be calculated and advanced in in their techniques; part artists in the way they market the company and openings they are recruiting for.

21st century recruiter

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3 Things You Can Do When Deciding Between Great Candidates

There will be times in your recruitment life where you are faced with the agonizing decision of choosing between two qualified, and seemingly great candidates for a role. Some would agree that this is a beautiful problem to have, but it seldom feels that way. Yes, you will get the rockstar employee, but chances are, you will need to damage another relationship with an otherwise excellent candidate (whom you might possibly contact again when another opening comes).

So, what steps can recruiters take to choose between two great candidates?

1. Go back, re-focus, prioritize

When you’re having a difficult time deciding on who to hire, go back to beginning, like way into the start. Take a look at the job description again and re-focus on the top critical skills that each candidates possesses and which of those skills could be a bigger asset to help and grow your organization. What are your organization’s top priority now?

They might be equally qualified, yes, but your candidates are likely to have a different balance of skills—one candidate me be more suited to the role than the other.

2. Go the extra mile

Red Adair once said, “If you think hiring a professional is expensive, try hiring an amateur.” If you need to go the extra mile to help you decide who to hire, don’t be deterred by the potential cost and administrative hassle of an additional interview.

This could be like a traditional job interview again, or go all out and allow them to join in with weekly meetings, interact and engage with colleagues, and superiors. This process may help to see which candidates best suites your company’s mission and culture, which will eventually make it easier for you to select the right one.

3. Get them excited

A way to do this is to simply ask them how excited and enthusiastic they are about the job. However, it will be more effective if you get them to show their enthusiasm. How? Let them participate in a meeting or let them present to the team. Gauge their enthusiasm by looking if they appear willing, of if they make proactive suggestions?

You may also want to see and consider what challenges they have had to overcome in the interview process. How much effort did they put into the job opportunity? Did they drive all the way from Batangas for it? Did they take a leave off from their current job for the interview? It may soon become clear that one candidate is much keener than the other on the opportunity.

With these three thinks in movement, as a recruiter, you must always still consider a candidate’s successful track record, past history, references, knowing how well they will mesh with management and team members.

In many cases, cultural fit is the key. Because even if that candidate has everything working for him, if they won’t mesh with other team members, it’s not going to work.

Good luck on your hiring decision!

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5 Common Problems Recruiters Face (and How to Solve Them)

Even if you’re an experienced recruiter, there will be times when you’ll hit roadblocks throughout the talent acquisition process. Today, the competition for searching and hiring top talents continues to increase, and recruiting becomes challenging all together.

To overcome these problems, we first need to identify those challenges. Here are just a few of the many challenges recruiters face today, and the steps they should take to move forward.

1. Lacking transparency with the discovery, application, interview and offer process.

The fix: Probably one of the biggest mistakes a company can make during the application process is providing little information about the job, the work culture and the application process up front.

Recruiters must package and present the needed information that job seekers are searching for to make a decision; engage on the platforms they use to search like GlassdoorLinkedIn and Kalibrr; update you company profile; respond to emails, comments and feedback.

2. Great resume, but not a cultural fit.

The fix: This leads up to your efforts for employer branding. This allows you to highlight your company’s culture and provide candidates with valuable insights before they apply.

Create blog content that highlights your company’s environment, Q&A style videos, organize events, share photos across your social media networks which can also provide a day-in-the-life view in the office. This way, you can already create a connection with potential candidates before they even submit they’re resumes.

3. Lack of communication between recruiters and hiring managers.

The fix: Hiring managers are usually hands-off during the initial interview stages. And some hiring managers tend to have the opinion that it isn’t worth their time to share information or feedback with recruiters because they wouldn’t understand. Having a lack of communication between the two would result to a longer hiring process, or worse, a bad hire!

To ensure you identify and hire the best talent, provide your hiring managers with the right tools to help them easily compare and contrast between candidates.

4. Lack of candidate communication approach.

The fix: As recruiters, you can probably relate to the complications of finding time to post jobs, schedule interviews, make contracts and offers. And somewhere in between those things, you also need to keep the candidate informed, engaged, and excited about the opportunity you’re giving them. It’s a crazy job, I know.

Polish your hiring processes, or better yet, find a hiring platform that does this for you. Keep in mind that you need to provide candidates with the best representation of your brand through every stage, or else, they will fallout.

5. There is a shortage of great talent.

The fix: Use a data-driven approach when you search for talents.  For example, you are looking to hire IT graduates, search for top schools that have a great IT curriculum like AMA University, or Polytechnic University of the Philippines. By taking on a more data-driven approach to hiring, you can find the best places to find top talent.


Are you looking for more ways to achieve talent acquisition success?

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Customer Service: The [Hidden] Face of The Company

 This article first appeared on Globe myBusiness. Visit their page or Subscribe to their newsletter for more business and leadership resources.

There seems to be a disparaging fact about customer service and how much its value is to a company. Go to either LinkedIn and Kalibrr and look up ads on customer service representatives. A common theme one would notice is the entry-level pay grade. Scrutinize the ad a little more and another concerning fact surfaces. The requirements of landing the job isn’t strenuous or demanding enough. It’s as if they’ll take anyone who’d apply for the job.

Customer service is the face of the company. Aside from the CEO who appears in interviews every now and then, customer service representatives are practically the face of every company. Why is it that they don’t get the treatment they deserve? That companies are, almost all the time, far willing to outsource them to someone else?

The thing with customer service is, the effects of a customer receiving a poor one doesn’t surface until it’s very late to fix it. A customer who had a bad experience from a firm won’t necessarily generate that much buzz in the very beginning. It’s when a couple more of these customers continuously get the same bad service that it starts to get some traction.

Not everyone is going to start a blog when they get crappy service. But there will always be that one who is willing to do so. And it’s when that blog entry comes creeping up to the top of Google search results that the company realizes it’s in trouble.

How do we prevent this from happening in the first place? The answer lies in the very beginning: hiring. Hire only outstanding people to man your customer service department. To get this right, the company’s culture must be right. At Zappos, they’ve decided to build their brand to be about the very best customer service and the very best customer experience.

They go on to say, “We believe that customer service shouldn’t be just a department, it should be the entire company.”

Every department in the company should be in agreement to one goal, one mission, before hiring for customer service people. It would be of no use to have an exhaustive hiring process if it’s solely for a single department. The reason for this is everyone in the company should have the same mindset—properly aligned with the company’s vision.

One thing that branches out from customer service is customer experience. Every customer feedback should be given utmost importance. It should be taken into consideration in vying for new product features or improvements. A bunch of customers asking repeatedly where their orders are basically means you’re not sending enough notifications. This is where having everyone understand and agree to the mission comes into play.

Source: State Farm

Customer service, as a department, won’t be able to solve every customer concern out there. They will need help from almost every department in the company. They need product managers to agree on making sure notifications are being sent to customers. They need marketing to agree to lessen email blasts per week. They need the CEO to agree on avoiding over-promising to customers on TV.

This is usually why customer service is seen as an enemy within the company. Run right, they will seem to be very needy and calling people out every now and then. But this is the customer service department you should want—a very proactive one that won’t budge until the customer is promised a better experience.

In Malcom Gladwell’s book, Outliers, he examined Korean Air plane crashes. The problem was not the lack of feedback but the quality of communication between the pilot and the first officer. This can be true in getting feedback from customers. Companies will have to go the extra mile to better understand their customers.

The best tool for this job is the Net Promoter Score (NPS) survey. NPS gauges the loyalty and fondness of a firm’s customer relationships. Send NPS surveys to customers regularly to get firsthand feedback from them. Pair this with questions specific to parts in the customer journey (i.e. “Were you satisfied with the speed of delivery? Which part of our service did you like the least?”) to get the most out of it.

Review the data collected and identify the outliers. Solve the ones customers keep bringing up quickly and watch the company’s NPS score go up. Get everyone to agree in joining this recurring meeting and you have yourself a well-oiled customer experience (some call it customer-centric) focused company. At the end of the day, remember to thank the soldiers in the front line and let them know that they are as important as everyone else—including the CEO.

Globe myBusiness is a community for leaders and entrepreneurs of micro, small to medium businesses. They provide customizable innovative solutions designed to fit a business’ needs and help them grow. Visit their page or Subscribe to their newsletter for more business and leadership resources.

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stop employees from resigning

This Is How You Stop Your Best Employees From Resigning

The days are long gone for a person to stay with a company for 30 straight years. The competition in the job market is fierce, and well, job seekers want to try their luck with them all.

So when a great team member decides to submit that resignation notice, it can set off a chain of difficult events for the co-workers left behind as well as the company.

Managers and their team find themselves scrambling to balance out the workload that was left. And, depending on the employee that left, many of the team members may feel shaken over the loss, which could essentially make them feel demotivated, or lack productivity. Hiring for a replacement is the next best option but we all know it never comes easy.

Yet, a lot of managers still don't understand why their employees are leaving, or more importantly, how they can get them to stay.

Here are a few things you need to do right now to keep your team on board, and a checklist on how to make that happen.

The job description is what they expected

Studies have shown that a lot of employees quit their job within the a year of being employed, the one main reason was that they simply didn't have a realistic view of their role.

Now, we know that hiring managers love writing 5,000 word job description, but sometimes, those descriptions don't really say anything about the role that the job entails. So next time you are looking to post a position, make sure the job description should be what the applicant is expecting with the role.

Pay them what they’re worth

Let's face it, all of us want to be rich, or at least be able to afford the life we want to live. But the smart ones simply want to be paid what they're worth. If their contributions have been a value to the company, then make sure the pay you give them is of great value as well.

Be open and transparent with the current external market salary ranges and where their salary fits the range. Then, your next step would be to help your team go to the next level so that they can progressively grow their salaries as well.

Find hidden opportunities for them to grow

As a manager, you can always talk about how great your team member is, but that doesn't necessarily equate to make them stay. If you don't show them a path to career advancement, they will surely leave you in a heartbeat.

Find opportunities for your team members to develop their skills, or better yet, their leadership skills. It could be as simple as taking on the lead role of a project, or assigning them to help another department with their projects. Coach them if you must. Be a mentor, not just a boss.

By simply providing them with additional challenging assignments that'll help them grow will let your team members feel that you value their skills and expertise. Just make sure you ask them if they want the assignment first—there's nothing more dreadful than being assigned at something you don't want.

These are the things you should be doing for the long term, and should be incorporated even before you hire someone.

However, here's a checklist of what you can do now when you feel like you're employees are thinking of packing their bags sometime soon.



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How to Fire an Employee the Right Way

You have to admit, being the boss isn’t just a walk in the park. Every day, you’re faced with new challenges—problems that need solutions, solutions that need your final decision, and ensuring your staff are working their best, all that and more while staying calm and poised under pressure.

But no matter how calm you may look on the outside, when it’s time to fire one of your staff (for the right reasons), you will always feel awful inside—looking them in the eye and telling them they’re being laid off. As if being the boss isn’t already hard enough.

So, whether you’re firing people because of budget cuts, or your employee has been showing poor performance and misconduct even after giving them a number of chances to redeem themselves, if you have to fire someone from their position, the least you can do is to do it right—and ultimately avoid the chances of getting sued for mishandling the situation.

Be certain

Of course you need to ask yourself, and the management, if this is the right decision to make, and not just terminate someone because of that heated argument you two had during the weekly meeting. Don’t let your emotions get to you. Remember, you’re taking away someone’s source of income that his or her family depends on. Never take this lightly.

Make sure that firing an employee is the last step in a careful, structured, and transparent process that has been thought of long before the actual firing. If the reason for termination is a series of poor performance, then there should be discussions, and necessary plans to help them improve. If it’s because of reorganization in the company, then you should follow a series of announcements, and fair warnings. If possible, don’t make it come as a surprise.

Make it short and sweet

I know, this sounds too good for something so bad to happen, but it’s true. There’s no point in letting the bad news linger by going into different directions during the “talk.” The best way to do this is to go straight to the point and say, “Juan, I’m sorry, but we have to let you go.” Explain the reasons but avoid going into the details of the grounds for termination, it might just start an argument. Also, if you followed the processes, Juan already knows why he’s being terminated. If they become defensive, just say, “I’ll be happy to talk to you about this, but you have to understand that nothing we say will change the decision.” Easier said than done, but there’s really no other way.

Come prepared

Don’t assume that your (now former) employee knows what’s going to happen after you tell him/her “You’re fired.” Some of them may have never experienced being laid off before, so be prepared to address how they’ll go about everything before they leave. Make sure things go smoothly as possible: When their last day is, what happens with their benefits, when they’ll get their last pay, etc. Get help from HR so you’ll know how to answer these things correctly.

Just listen, don’t react

Source: The Telegraph

Losing a job is a daunting experience, and you have to understand that your employee could be having mixed emotions after you spilled the beans. It’ll only go two ways: Either they accept the news calmly, or they burst out hidden frustrations and get mad. Do not argue with them. Let them vent and you just listen. If you’re sure about the decision, and you have all the documents to back it up, then an argument isn’t necessary. If you get caught in a heated argument, it opens up risks the company for legal issues if you speak without thinking. Just listen, and then direct them towards accepting the realities of the situation. 

Announce the decision to the rest of the team

Once the damage is done, it’s time to let the team in on the news. Talk to them about the reasons, the process, and what’s going to happen after. More often than not, they will understand the decision, others, perhaps may have an unclear picture. Whatever the case, it’s best to be sensitive during the announcement, and then help them bring their focus back on work.

To know more about the rules and regulations on employee termination, please read the guidelines from Department of Labor and Employment.

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7 Recruiter Horror Stories That Will Give You the Chills

Most recruiters have had some interesting “horror” stories up their sleeves when it comes to the hiring process. As if sifting through tons of resumes, scheduling interviews and stressing about finding quality hires isn’t scary enough, there will still be times that you have to sit through an interview with pretty peculiar candidates.

Though most job seekers may think working with recruiters can be scary, a lot of recruiters know the feeling can be mutual.

In the spirit of the holiday, we’ve compiled a list of real recruiter horror stories across the internet. Maybe you’ll get a good laugh if some of these mirror your own, or maybe get some “chills” from these scary tales.

via GIPHY

1. The yellow liquid stuff

“I am a recruiter. One day a colleague of mine was interviewing a candidate — and the candidate peed in her chair! The irony of it was that she was also an executive recruiter.” —Ruthanne Feinberg, Acuitas Search, San Francisco.

2. Too much information

A girl I interviewed for the position of sales rep got a call from her boyfriend. The content of the call had to do with an unprotected intimate encounter the night before.

She took the call during the interview and had a screaming match with her boyfriend right in front me. Needless to say, she didn’t get the job. —Joshua Weiss, CEO of TeliApp Corporation.

3. Attack of the job seeker

“A job-seeker waited by the CEO’s car, and when the CEO got in the car, [the candidate] started knocking on the window.” —Simmons of Netshare

4. The Handshake

“While in the restroom washing my hands I noticed someone walk out of the bathroom stall without washing his hands, ‘Gross,’ I thought. I went back to my office and the receptionist rang to inform me my 1:30 appointment was in the lobby. Low and behold my 1:30 was the person from the bathroom. I met the candidate at the front and sure enough he reached out to shake my hand. I told him that I had arthritis, so I was unable to shake his hand.” —Chris Lawson, CEO, Eli Daniel Group.

5. Nasty surprise

“A guy shows up 40 minutes early for an interview, obviously crazy nervous. 30 minutes later, me and my team greet the guy, and you could tell by the fantastic handshake the nerves were still there, and this may not go well. Motioned him to the board room to do the interview, we sat down and before I had even asked the first question, he had barfed all over the table. Funny thing was he was one of the better applicants, so he did get a call back.” —50_MillionYearTrip, via Reddit

6. Because he’s smart

“This guy came in and I asked him why he wanted to job. He said, ‘well I really just wanted something super easy where I could kind of do nothing. I mean you guys don’t look like you work very hard. Also there are some hot chicks that work here and I’d like to get to know them.’ I asked him what made him think that the job was easy and he replied, ‘the thing is, I’m really f*cking smart.’

I literally looked around to see if I was on some candid camera show.” —Tj08, via Reddit

7. High in the interview

“I was hiring at a university-neighborhood store, and most employees were college students. This one guy showed up three hours late. I interviewed him anyway, because it just seemed easier at that point, and I didn’t mind killing a few minutes. In the interview, he said that he didn’t care about anything other than playing tennis. And shortly afterwards I realized that he was crazy high. Didn’t get the job.” —Rocket00000, via Reddit

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interviewing candidates

6 Signs You’re Interviewing a Great Candidate (INFOGRAPHIC)

Interviewing candidate without some sort of metric often leaves things to your gut feel. Having been with the company for awhile, you know what will and what won’t work there in terms of team composition, culture, etc. But don’t forget to take note of these 6 tell-tale signs that the candidate sitting across you has potential.

1. The ability and effort put into being on time

If the candidate was, not just on time for the interview, but at the office at least 15 minutes before the agreed upon time, it shows that they plan ahead and make way for contingencies. Candidates like this have good firefighting skills and can be calm under pressure.

2. How they present themselves physically

While it seems superficial, a candidate’s personal appearance—makeup, hair, neatness of clothing—matters. If they are willing to look frumpy to a job interview, they might have the same outlook when it comes to client meetings or events. Effort put into appearance can signify good attention to detail and presentation.

3. Firmness of handshake

Not to say that weaker handshakes should be ruled out but the strength of a handshake does show the confidence level of the candidate. Feeble handshakes could mean nerves under pressure which doesn’t sit well with certain industries. Do note that the handshake isn’t everything though!

4. Quality of banter or small talk

In any good interview, there’s a minute or two of small talk before the interrogation starts. Listen to what the candidate says or asks as this shows preparation, level of intelligence, communication, and people skills. You want employees who can not only do the job but establish necessary human connections within your industry as well.

5. Ability to hold eye contact

Eye contact produces a subconscious connection and maintaining it more when listening than speaking makes for a productive atmosphere. If their eyes are staring you down or bouncing off the walls, take note. As a general rule, holding eye contact for 30-60% of the conversation is a good sign.

6. Level of a preparedness and research for the interview

If the candidate has swift, coherent answers to most of your questions, their habit of preparation could be an asset in the workplace. You can tell when their answers are swift and form complete thoughts that they’ve prepared in advance as opposed to hearing “uhms” and pausing more than once within a sentence.

design_how_to_spot_a_great_candidate_in_seconds_during_a_job_interview-01

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How You Can Be a Great Leader and Not Just A Boss

 This article first appeared on Globe myBusiness. Visit their page or Subscribe to their newsletter for more business and leadership resources.

The relationship between a manager and his direct subordinate is bound by two contracts. The first contract is what is common to all employees—the job description. The role of the employee is indicated in this written contract, and it also explains the expectations and ways for him to succeed. The second contract is what psychologist and pioneer in workplace culture, Harry Levinson calls the “Psychological Contract,” which is based on the mutual trust and respect between a manager and his subordinate.

The Psychological Contract

The Psychological Contract encompasses three ideas about the manager-subordinate relationship. First, it teaches that the relationship is a true partnership. Managers see their employees not as mere subordinates but instead as the unique individuals they are. They are willing to work with their employees while helping them develop their skills without minding the possibility that they might leave their position or company for a better opportunity.

Next, it says that the relationship is honest. The best managers are able to encourage their employees to remain honest at all times. Their employees are not afraid to voice out their thoughts even at times when they have to disagree with their managers.

Lastly, the Psychological Contract suggests that the relationship involves acknowledging that both parties are human beings. Managers do not just acknowledge the output; they give regards to the process that led to the results whether good or bad. They care about the people who contributed to the tasks.

Going above and beyond the contract

Managers’ schedules are almost always full, but this is not enough reason for them to not allot some time to pay attention to their employees and establish a good rapport with them. Get to know your team on a personal level. Go beyond the topic of work, and ask them about their weekend. Acknowledging your employee’s progress can also give them encouragement so they do better. When you notice something good that your employee has done, do say so. Aside from that, reminding them of the importance of their roles and the impact they have on other people and on the company makes them feel valued.

It is important for an employer to build a strong relationship with its employees so that together they grow as individuals and as a company. Remember that your employees are not merely order-takers but they have a stake in the success of your company

Learn more about being a good leader here.

Globe myBusiness is a community for leaders and entrepreneurs of micro, small to medium businesses. They provide customizable innovative solutions designed to fit a business’ needs and help them grow. Visit their page or Subscribe to their newsletter for more business and leadership resources.

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importance of human resources

This Is Why HR Is Important For a Growing Company and Country

 This article first appeared on Globe myBusiness. Visit their page or Subscribe to their newsletter for more business and leadership resources.

To many people, HR simply means Human Resource, the department where people go to and submit their requirements for employment. However, not known to many is the complexity that this job plays.

Essentially, the HR department of a company works to ensure that the employees are treated legally, ethically, and morally while they work to ensure the well-being and success of the company. This, of course, is no joking matter since there are many considerations and factors involved in the employment of human resource such as salaries, professional development, and career growth, all while taking into account the mission, vision and values of the company. However, many companies have already seen HR as an investment as they keep hiring costs minimal and maximize overall employee productivity.

These points thus beg the question. How much should a company or a small to medium enterprise invest on HR?

HR and the welfare of the organization

Source: Execute Marketing

The gains that come from having an effective and running HR is not as apparent as any other department like accounting, marketing or sales who are at the frontline of a company. Thus, the return of investment or ROI for HR requires more foresight.

Emma Cristobal, HR Head for De La Salle Santiago Zobel School, speaks of how important HR is in maintaining the welfare of a school. According to her, when an HR department for a school is effective, it is able to send employees or teachers to relevant seminars and trainings. HR is then able to “train the trainer” or train the teacher so that he or she becomes more effective in the classroom. This effective teacher in turn benefits the company or school since there will be no unnecessary spending on replacing teachers and that teacher is able to train his colleagues as well. Furthermore, the school gets vicarious promotion from good feedbacks from satisfied parents or clientele, thereby resulting to company growth and a more foreseeable return of investment.

HR and securing the benefits of the employees

Source: Money – US News

Additionally, there are other aspects of company and employee satisfaction and welfare that HR handles. For instance, in finding the most beneficial deal for an HMO or a healthcare provider, HR takes the lead in dealing with proposals from HMO providers. HR will have to balance company spending and the actual health requirements of employees as a company procures a healthcare plan for its constituents. It will have to seek, bargain, and work to cut a deal with HMO providers that will optimize company spending and subsidy while considering the health requirements of employees. Overall, HR becomes an important auxiliary department that works to secure the benefits and interest of the company and its employees.

HR and a company’s growth

Source: baybridge.com.au

An HR department has become synonymous to company growth. Cristobal recalls the time in the past when De La Salle Santiago Zobel School was planting the roots of its current HR system. Before 2001-2003, the school’s HR department was simply called administrative office whose primary function was to file records, particularly 201 files of teachers and employees in the school. However, as the school grew, the administrative office had to grow into a functioning HR department who overlooked teacher and employee records, welfare, and professional development. They eventually took care of filing teacher licenses, securing social security, bargaining for housing, ensuring work-life balance, and calendaring out-of-school activities such as outings and retreats. Basically, an effective HR department became a prerequisite for this growing company.

Still, human resource does not exist in a vacuum since a company’s HR department has to benchmark with practices of other HR departments. This is to find out best practices that can be tested, applied, and implemented. Presently, De La Salle Philippines has its own consortium of HR departments under the De La Salle system under the name of ONE HR Commission. The goal of the commission is to ensure that the individual HR departments for the different schools share and observe best practices, systems, and programs. Furthermore, Cristobal points out that De La Salle Santiago Zobel School is also part of HR consortiums outside of the La Salle system to ensure that the school or company is at par with other schools and companies as well.

Now that the country has seen growth in business due to local and foreign investments, corporations should consider investing on an efficient HR department. They should take the lead in ensuring that the interests of corporations would merge with the welfare and interests of its employees.

Globe myBusiness is a community for leaders and entrepreneurs of micro, small to medium businesses. They provide customizable innovative solutions designed to fit a business’ needs and help them grow. Visit their page or Subscribe to their newsletter for more business and leadership resources.

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How to Handle Job Candidates Who Negotiate for a Higher Salary

Looking for the perfect employee, can be like looking for a needle in haystack. And when you finally find the right person, the finish line is just a shake of the hand away.

However, there will always be that candidate who is armed with the best skills, is loaded with experience, and can talk their way out of any difficult interview question that will, almost always, ask for more than what you can offer.

As a hiring manager, there are quite a few ways to move gracefully around the fine lines of this sticky situation. Below are some tips in handling candidates who negotiate for a higher salary when you can’t provide it — or when you think they don’t deserve it yet.

1. Know what you are looking for.

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An applicant’s resume could be teeming with skills and experiences but not all of them are applicable to the position they are applying for. Know and highlight those skills that you want to see and use that as leverage if you think the candidate is not yet ready for the higher salary.

A classic response you can get from the candidate is that he/she is willing to learn. Make them realize this, along with a hint that other applicants have better familiarity with highlighted skills, will help downplay thoughts of a possible higher offer.

2. Mention the many great benefits of the company.

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Deserving candidates might not get their asking price from you but be ready to enumerate the many benefits, bonuses, and other ways the company shows how they value their employees. These could range from performance appraisals, 13th or 14th month bonuses, SL/VL Payouts, quarterly incentives, discounts in leading establishments, medical coverage, even facilities that are unique to the company (in-house gym, shower area, sleeping quarters, day care, built-in insurance, retirement pay, etc.).

Emphasize these perks to further stress that they might not be getting what they want in terms of salary, but they can definitely get more in company benefits.

It would be best to gear yourself up with company benefits that are not usually offered in other companies because the usual benefits might not be as enticing.

3. Always have some leeway with the advertised salary, when possible.

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Let’s say you have already established that, as a hiring manager, you know what you are looking for and you are well aware of the benefits. But you are also aware that you have found a rare person fit for the position. Skills and attitude are at par with what you need.

Another extra step is to be ready to negotiate. Even before the hiring process, ensure that you have some leeway in terms of the salary. Express this as early as the job post by having a good minimum and maximum range will make the applicant feel they have flexibility with the salary.

4. Explain the situation and emphasize growth from within.

via GIPHY

Some companies will not give out a higher salary and will stick with the stated one  for the position. So how do you go about keeping the candidate interested? Highlight opportunities for professional growth within the company.

For example, a company that is fairly new could be positioned as a chance for development and increased chances of an immediate promotion since the applicant will be entering as a pioneer employee. This angle could also be used as an opportunity to grow and get more experience within the company. The salary might not be much now, but an increase is just a couple years away and could speak better of them.

5. It’s not what you say, but how you say it!

You’ve probably heard that before, but it works. These steps are easy to execute but if they aren’t packaged the right way, there won’t work. In negotiating with a candidate, walk the fine line gracefully because anything you say can either make the person stick with the company’s offer — or find greener pastures elsewhere.

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