Kalibrr CEO Paul Rivera shares how to recruit, retain millennial employees at franchise conference

Success of a business begins with having the right knowledge and a thorough investigation of all business opportunities. It also starts with recruiting the right people into your company to ultimately create a great, solid team.

Kalibrr CEO Paul Rivera, was invited by the Philippine Franchise Association (PFA) to talk about recruiting and retaining millennial employees at one of the breakout sessions at Franchise Asia Philippines 2017, the largest franchise conference and expo in Asia, on July 19, at SMX Convention Center Manila.

Kalibrr CEO Paul Rivera at Franchise Asia Philippines 2017

In his talk, Paul discussed that with millennials being aggressive and competitive in today’s work setting, businesses must adopt a “marketer” kind of mindset in order to attract talent.

“You have to think like a sales and marketing person specifically for career professionals when you want to recruit millennials,” said Paul, adding that having a good recruitment experience and a clear vision of your company’s purpose helps with attracting qualified candidates to apply.

Retaining millennials, on the other hand, Paul emphasized planning out a growth strategy for your employees. Millennials, he said, love to work when they know their efforts create an impact and essentially help them grow professionally.

“Millennials like to learn, and what they often need is someone to be their coach or mentor in order for them to succeed at their job,” mentioned Paul to a room full of franchisees and franchisors from 7-11, Goldilocks, Army Navy to name a few.

However, while his talk revolved around millennials, he pointed out that businesses shouldn’t design their organization solely for the younger tribe. Instead, build a company culture that leads to all employees wanting to join, stay, and perform at their best.

Dr. Maynoll Montalbo CEO of Mont Albo Massage Spa also spoke about recruiting and retaining millennial franchisees at the Franchise Asia Philippines 2017.

Kalibrr is a recruitment tech startup that aims to transform the way candidates find jobs and the way companies hire talent. It uses technology to match jobseekers and companies on the basis of skills, experience, interests, and fit.

If you or your organization is interested in inviting Kalibrr as a speaker in one of your events, kindly email our Country Marketing Manager, Jan L. Garrovillo at jan@kalibrr.com


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Kalibrr talks about hiring rockstars at Acceler8 learning sessions

In all companies and businesses, it’s highly important to have a great set of people to help meet your organization’s goals. But did you know that building that winning team also requires talent?

Acceler8, a co-working community for entrepreneurs and professionals recently conducted SPRINT talk+workshop series on Building Your Winning Team on June 28, at their office in Legazpi Village, Makati.

Kalibrr’s very own Senior Vice President Julius Paras was able to share some fruitful knowledge on How to Hire Ninjas and Rockstars to a room packed with new entrepreneurs, business owners, managers, recruiters, and human resource professionals.

In his talk, he identified the top qualities, or in his case, “rockstar” qualities, employers should look for in a candidate. Apart from skills and knowledge, he also emphasized the importance of teamwork, how they handle issues, and their eagerness for growth and on pushing boundaries.

“They may stumble once in a while, but rockstars perform consistently,” says Julius on looking for candidates who will still do the job despite circumstances.

Other speakers of the session were Shahab Shabibi of Machine Ventures, who talked about Leadership in the 21st Century, and Gino Cabigao of TaskUs PH who talked about Evaluating and Firing Employees.

SPRINT talk + workshop is a new series of learning sessions that equips you with the work hack you need. Every talk is followed by a workshop to further help you execute your ideas. They have different topics from industry experts every month. For their schedule of events, email rani@acceler8.ph

If you or your organization is interested in inviting Kalibrr as a speaker, email our Country Marketing Manager Jan L. Garrovillo at jan@kalibrr.com.


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2 Things to Look for When Hiring Passionate Employees

“Passion” may seem like an overused word, especially in the world of startups and SMEs. But there is a good reason why entrepreneurs look for that kind of personality from every candidate. Simply put, being fully committed to and caring about your company does — whether it’s running the whole company or just selling its product — always produces the highest-quality results.

Building a culture of employees who love their work begins during the hiring process. Life Is Good CEO Bert Jacobs reveals the most effective interview questions he uses to select ideal candidates for his company.

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How to Efficiently Recruit Highly Qualified Candidates in the Philippines

Hiring can be an exhausting process. Just ask any company that has tried to fill in a top position if finding the right person for the job was an easy task. You’ll probably get a solid “no” for an answer.  

With today’s highly competitive job market in the Philippines, the perfect candidates are either not looking for a job — and if they are indeed looking, they’re too choosy — or have already been recruited by another company. So, what other options do you have left in your search for excellent employees?

Here are three ways we found to be really effective not just in getting a quantity of applicants, but in finding highly qualified applicants you’d want to hire ASAP.

1. Let current employees refer friends and acquaintances

One way to find qualified candidates is simply to motivate your current employees to do it for you. Your employees know what it takes to do the job and what it entails. They want to bring in people who will make the workload lighter, not heavier. And being Filipinos, we have a strong sense of community — use this to your advantage as a recruiter in finding like-minded professionals.

Source: chinesecio.com

To motivate employees  to be recruiters themselves, reward them with an incentive of some kind for every prospect they recommended and gets hired. A strong rewards program will yield highly talented people for your company.

2. Check your mutual connections on Facebook

Your personal network, both online and offline, is another channel to find qualified candidates. Your friends, colleagues, and even former colleagues may be able to recommend the right candidate. What’s great about this is that your network can vouch for who they’re recommending as someone who would be a good fit.

Source: techpulseweekly.com

Utilize Facebook or other social media networks to see if there are any mutual connections between you and a potential candidate you’re interested in recruiting. And the best part is mutual networks can also help you get a second opinion on a candidate before arranging an interview or an offer.

3. Let recruitment agencies or headhunters do the job for you

With the rapid pace of how the Philippine economy has been thriving, many businesses have also been growing. With this in mind, these businesses simply don’t have time or sometimes even the internal knowledge required to hire the best staff. This is especially so if they’re recruiting in a new location, a hard-to-fill position, or for a newly-created role.

Source: Shutterstock

Recruitment agencies give you the opportunity to hand the job to experts who will aim to bring you candidates matching your exact requirements in a shorter timeframe. They can turn a month-long search into one that lasts just a few weeks or even days. Knowing when and how to use them effectively can not only reduce the stress of recruiting, it can also guarantee a long-term hire.

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Here Are 8 Ways to Hire the Right Talent Every Time

As a leader, nothing is more important than hiring great people. Great hires impact virtually every facet of your organization, from culture and values to the ability to innovate, adapt, and persevere over time. When we hire the right people they generate returns that significantly exceed the costs of their employment.

Conversely, poor hiring decisions cripple organizations. Bad hires require additional supervision, create conflict and make the leader’s job harder. These distractions pull people away from the essential tasks of building products, delighting customers, and innovating ahead of the competition.

Leaders who have cracked the code adhere religiously to practices that dramatically increase the probability of hiring exceptional people. Here’s how they do it:

1. Stop Trying to Hire Yourself Over and Over

Fight the urge to select only candidates who look and act like you. Studies consistently show that managers evaluate people more favorably when they share similarities in functional background, attitude, academic achievement, political views, and even physical appearance. However, besides being potentially discriminatory, this robs the organization of different perspectives and skills necessary to find new and innovative solutions to problems.

2. Don’t Fall in Love Too Fast

Resist the rush to grab the first candidate that meets your most basic criteria. You want to hire exceptional people. Build in time for a sufficient search. A bad hire is like a bad deal – it’s easy to get into and very difficult to get out.

3. Pay More Attention to Character

Managers caught up in the day-to-day pressures of running a business often overvalue a candidate’s specific technical or functional skills. Character and other broad capabilities seem more like “nice to haves” rather than “necessary essentials.” But a person’s character and ability to meet unexpected challenges more typically determine their performance over the long run.

4. Get to the Heart of Whom You Are Hiring

Gather the right information. It is time-consuming and difficult, but good in-depth interviews are critical to understanding an applicant’s accomplishments, shortcomings, talents, values, motivation, and other job-relevant information. Unfortunately, many managers conduct interviews too quickly, with little preparation and not much structure.

5. Carefully Vet Your Finalist

Managers who fail to check references typically make this mistake out of ignorance or out of a mistaken belief that reference checks don’t yield useful information. However, smart managers do them — and they don’t rely solely on primary references (those provided directly by the candidate). Solicit secondary references from those initial calls and consult your own network (usually a candid resource). You want to explore an applicant’s ability to work well with others, her leadership style, and how she works under pressure.

6. Make Sure to Utilize Your Team

Involve multiple members of your team in the hiring process. It is the best way to assess a candidate’s competency for all aspects of the job. The team may include those who will be working directly with the new hire or are familiar with the job requirements. In a well-organized interview, colleagues with different perspectives can triangulate their knowledge to reveal a fuller picture of a candidate. They will be grateful to participate and more invested in the new employee’s success.

7. Look Everywhere for Talent

Current employees need to know they are valued and have upward mobility, so give internal candidates fair consideration. These candidates often suffer because hiring managers tend to know a lot more about their strengths and weaknesses. Don’t over-glorify the outsider, but keep in mind that it is often in your best interest to bring in new people who challenge the status quo.

8. A “Sink or Swim” Approach Often Leads to Drowning

Socialize and integrate the new hire into the organization. Don’t just throw them into the pool. Lunches and informal gatherings are essential. A good onboarding process is attentive and provides continuous feedback for improvement. This reinforces the message that the organization is trying to win as a team, helping all players perform to the best of their capabilities.

This article was originally written by Joel Peterson, chairman of JetBlue and founder of Peterson Partners, a Salt Lake City-based investment firm.


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3 Key Interview Questions to Find the Perfect Employee

With today’s global environment, hiring and keeping the right employee is often a difficult job for managers. While most of the decision makers focus on the skill sets needed to get a job done perfectly, they often overlook the basic skills and personality traits that are actually critical to being a valued and productive team member. The consequences of bad hires are immense, and it’s the manager’s job to see the red-flags early on the interviews.

Spencer Rascoff, CEO of Zillow Group shares what questions he asks during interviews to identify a perfect hire.

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5 Telltale Signs Someone Has True Leadership Ability

Sometimes, the only way you’ll truly know whether the skills a leader possesses is genuine is to measure a not so great manager against the one that had you thinking often, “This is too good to be true.”

If you think your boss is some freak-of-nature and you’re the luckiest person alive, I’ll break it to you gently: He or she is most likely the kind of leader talked about by research and thought-leaders who demonstrate best-in-class behaviors in the most profitable companies on the planet.

Source: huffpost.com

They are often referred to as servant leaders, conscious leaders, authentic leaders or transformational leaders. Whatever you decide to call them, one thing is for sure: Working for a company culture under their helm releases discretionary effort across an organization. That’s good for business.

What I have witnessed in the last ten years in my own practice developing servant leaders is that such leaders shine the spotlight on other people. They don’t want the attention, and they share their power and status to benefit the people under their care.

To get practical, lets dive in to the most prevalent leadership behaviors you will find in such leaders.

1. They spread joy and drive fear away

Let me ask you an honest question: Do you look forward to going to work when you get up on a Monday morning? Do you look forward to interacting with your colleagues? Do you feel appreciated by your boss because he/she takes care of you?

If you’re nodding your head yes to any of these, you probably experience joy. Congratulations! Joy is an emotion evoked by well-being and success that’s experienced by every employee in healthy cultures under such leaders.

It’s the feeling you get in a highly-collaborative environment where people respect one another, there’s real teamwork between colleagues that are encouraging to each other, coworkers share the same values and there’s constant synergy in the air. Next thing you know, you look up and it’s 5:30pm, and the place is still buzzing with energy and excitement, and people find it hard to pull away and go home. This is joy!

And leaders set the stage and create the environment for this to happen.

2. They provide employees with meaning, purpose and belonging

In Give and Take, Adam Grant says that when people find purpose in their work it will not only improve that person’s happiness, it will boost productivity.

Give the people what they want — purpose. One way to give them that purpose, according to Grant, is to give employees the chance to connect with and meet the people they are serving.

In one research cited by Grant, three groups of employees in a university fund-raising call center were tasked to call donors to ask for contributions. One of those groups read personal stories from scholarship recipients, and how those scholarships had changed their lives. Turns out that group increased their fund-raising by 143 percent versus the other groups who just made fundraising calls as part of their duties.

Grant takes it a step further: When these same fund-raisers were given the opportunity to meet a scholarship recipient, and ask them questions for as little as five minutes, their fund-raising went up by more than 400 percent!

Grant’s conclusion? Having employees meet the very people they are helping is the greatest motivator, even if limited to a few minutes.

Employers have a competitive edge when they can give their people access to customers so they can see firsthand the human impact their work makes.

This is about having work that brings with it meaning, every day. When employees feel and know that they are making a difference in the world through the work they do–whether they’re designing apps or laying down asphalt, it increases their motivation to perform.

3. They foster a “learning spirit” within the organization to develop their people

People development is not seen as a separate retention activity enforced by HR. It’s ingrained into the mindset of servant leaders strongly committed to their people’s development. Obviously, this is good business strategy as it will increase team performance

But beyond that, developing people is a goal of leadership in and of itself. It’s a way of being. And this is how they do it:

• They identify their employees’ gifts, talents, strengths and personality types for the best job fit so that they can reach their potential.

• They champion a “learning spirit” within the organization, sending a clear message that “growing our people is one of our highest priorities.”

• They provide ongoing training, coaching and mentoring opportunities that are aligned with job purpose, performance measures, and fulfilling the organizational mission.

4. They build trust that leads to business outcomes

Let’s face it, if you are considering developing leaders, trust is a pillar your company’s leadership should stand on.

In his book The Speed of Trust, Stephen M.R. Covey highlights leadership trusting behaviors that are culturally ingrained in the structures of some great companies known for high employee engagement, including Whole Foods, Campbell Soup, and Semco.

Among those trusted behaviors are:

• Practicing accountability

• Creating transparency

• Confronting reality

• Clarifying expectations

• Listening first

This is how their leadership teams and employees interact day-to-day. Imagine the possibilities of leveraging such behaviors to increase trust across the board. Employee performance ratings go up, and as a result, your customers will notice a difference.

5. They are open and transparent in how they communicate

A clear example of this practice is modeled by Melissa Reiff, the CEO of The Container Store, which is ranked No. 49 on Fortune‘s annual list of “100 Best Companies to Work For.”

Reiff personally crafted the organizational principle of “Communication IS Leadership,” which is defined as the “daily execution of practicing consistent, reliable, predictable, effective, thoughtful, compassionate, and yes, even courteous communication.”

In its purest form, the culture of The Container Store strives for every single employee to know absolutely everything. While this can be a daunting undertaking for any company, The Container Store firmly acknowledges the power behind this principle on its website, which states “nothing makes someone feel more a part of a team than knowing everything has been communicated to them. We know that some information we share could fall into competitors’ hands, but the advantages far outweigh the risks.


This article was originally written by Marcel Schwantes, a principal and founder of Leadership From the Core, a leading provider of servant-leadership training and coaching designed to create healthy, engaged, and profitable work cultures.

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How to Build Trust with Candidates and Turn Interviews into Conversations

A recruiter’s job can often be an odd conundrum. We’d like to think you’re there to help them find the perfect job, but a lot of candidates may see it differently. They may see you as someone just trying to fill the position and not caring about their career goals.

Building a great candidate-recruiter relationship from the start of the interview is crucial when it comes to finding the perfect hire. When you gain their trust, they will be willing to open up more, share information to you about their goals, and maybe send you other great referrals.

So to figure out the best way to establish trust, here are three tactics you can use to get candidates to see you as a partner rather than an employer.

1. Establish a conversation, not a Q&A

If you want to get the best out of a candidate, try not interview them in a stilted form of question-and-answer. Make it more natural, like a two-way conversation with a good friend. They may be the most brilliant specimen in the candidate line up, but if you can’t connect with the them on a human level and build trust you will only get disappointed.

Cynthia LaBarge, Head of Corporate Recruiting at Consilium Staffing, says that this helps her “gain more (and give more) information while simultaneously building genuine rapport.”

2. Ask open-ended questions

Recruiters try to get the ball rolling by starting with classically tough interview questions—this will only make the candidate more nervous than he already is. Instead of doing this, begin with more optimistic questions that reflect curiosity about the candidate’s work style and goals. The goal here is to put them at ease and see you as a person who’s invested in them.

Ask questions like, “What is your ideal work environment?” and “What is your preferred leadership style?”

If you want to provide candidates the opportunity to convey what matters to them in their career, ask questions such as, “What do you hope to learn in this role?” This sends the message that you want to see the candidate actually succeed.

3. Open up and talk about your job

Another way to build rapport with the candidate is sharing background information about yourself and your career path in the interview. LaBarge calls this a “recruiter credibility statement,” where recruiters talk about their professional story.

“Share personal stories that can give the candidate a little bit of insight into who you are and what the people at the company are like,”says Michael Quoc, the CEO of DealSpotr. Transparency is key.

It is in our business to show we care about candidates. However, the problem is that all too few recruiters show it. So the next time you meet a candidate for the first time, think of it as more of a conversation and less as an interview in order to build trust.


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Why Recruiters Are Guilty of Hiring Bias (And What To Do About It)

In an ideal world, an interviewer would evaluate job candidates based on their professional qualifications. But in reality, so many other factors come into play — like where they went to school or who their favorite basketball team is. For most cases, these biases are unconscious, so we aren’t always aware that they could be influencing our choices.

Recruitment experts’ Ed Nathanson & J.T. O’Donnell who runs RecruitHUB discusses about why quite a few recruiters and hiring managers are guilty of hiring bias, and shows us how we can combat that way of hiring.

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9 Steps on How To Handle Underperforming Employees

Often times, managers and supervisors have a few responsibilities that are less than enjoyable—performance evaluations. In another world, we all hope that all of our employees’ evaluation results come out positive, that they were able to grow as an individual, and have made great contributions to the organization. However, it’s not always rainbows and butterflies, there will always be instances where one or two poorly performing employees exist. This is where you’re job as a manager or supervisor becomes a little challenging.

The challenge for managers is what to do with under performers. Again and again, some organizations don’t reach their peak efficiency because they retain people who clearly are not doing their jobs. It’s easiest to ignore them and in fact that’s what usually happens. But ignoring the problem is not bliss; it’s a formula to hinder your company’s success.

It’s not always easy, especially when you’re not really keen on confrontations. But don’t worry, it’ll get easy with practice, and following these nine steps we’ve listed on how you handle a low performer.

To sum it all up, you need to keep in mind these 3C’s:

Converse. 

Before you address the issue of under performance, you need to find out what’s going on in the employee’s life. If there are personal problems going on, and the employee has a history of good performance, find a way to work around the issue. They can still be saved.

Coach.

Often times, employees under perform because they lack the necessary tools and or training. And it’s your job to provide on-the-job coaching. Talk about the issues so that the employee understands where he’s falling short. Let him devise solutions for improvement. Talk about those solutions and agree on a timetable for improvement.

Can.

If in the case that there has been no improvement despite all your efforts, then you must come to the conclusion that they are not the right fit for the job. (Note: don’t pawn an under performer off on another department; that’ll simply kick the issue over to another boss.)

The first two parts are easy, but firing an individual is definitely not. So tread carefully and work with HR on the situation, making sure you don’t hit any grounds on employee labor codes. While it’s never easy confronting individuals about poor performance, tolerating it is a failure of leadership.



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5 Obvious Signs That You Are an Inspired Leader

Successful leaders of today are expected to provide their employees with a sense of meaning in their work as well as provide an engaging workplace. Yet, according to a recent Gallup poll, 70 percent of U.S. employees are “not engaged” at work. How is this possible?

People need to feel their work matters. In order for this message to be communicated with authenticity, the leader must come from a place of emotional resonance. You have to truly believe in your employees and genuinely appreciate the contributions they make every day.

With a mindful attitude and a set of clearly defined principals, you have the power to shape your destiny as a leader at any juncture. Are you the type of leader people want to follow? Do you understand what sets extraordinary leaders apart from all the others? Inspired leadership necessitates casting away personal and psychological barriers and recognizing, cultivating, and maintaining that connection. If you unveil and remove the barriers you have placed over your heart, your paradigm for the way you see, approach and work with others will shift.

Yes, I said heart.

We all have unique goals and ideals, and to access them, you need to slow down and take a look within — and listen to your heart. You’ll find that by doing so, you become more connected with who you are and with those around you. Put your heart into your interactions with coworkers and employees, rather than looking for outward recognition as a leader. The focus is to serve the people that you are leading, not the other way around. Once you begin to incorporate Heart-Centered leadership practices, the most powerful shifts can occur in your relationships, and business outcomes.

Here are five signs of a heart-centered leader. One who leads by inspiration and encouragement, not by fear and control.

1. You maintain people’s self-esteem

Leadership requires first connecting to, then inspiring, people. When you regularly express gratitude and treat employees with respect — you lead your people by example and set them up for alignment with others. This also engenders trust. The bonds of trust can only be forged when you consistently show your team that they are valued, listened to and involved.

2. You replace blame with responsibility

This means taking the perspective of those who are doing the day-to-day work. Letting go of blaming others can begin with asking yourself some questions, such as: “What part do I play in this situation? How do my actions contribute to these problems?” Taking this further ask, “Did I exercise poor judgment? Did I do or say anything that may have adversely affected someone?”

3. You don’t assume, or judge — you come to understand

It’s amazing what can be accomplished when you have the willingness to assume that people have positive intentions. Strive to be more open-minded. Ask better questions. Being consistent in making every attempt to understand the behavior of your colleagues, customers, friends, and family — rather than automatically assuming you know what happened or what they are thinking — will yield substantial, long-term rewards.

4. You know your impact

An inspired, heart-centered leader is always cognizant of how words and actions may be interpreted. When you have the integrity and foresight to understand that everything you do and say has an impact — you’ll begin to consciously direct your energy and intentions. If you can master this, the perilous outcomes brought about by short-range thinking and impulsiveness comes to a halt.

5. You practice self-care

The biggest challenge you may have as a leader is the pressure to perform at an accelerated pace, and at higher levels, for the business to be profitable. This means experiencing a great deal of stress to achieve goals and objectives. Longer working hours, 24/7 access and fewer resources can create a mountain of pressure and stress — and because the pressure is on you to perform, you may put yourself last. However, remember there is a reason that when flying you are asked to “place your oxygen mask on yourself before helping others.” If you are not strong, mentally and physically, then it is unlikely you will be able to take care of your business and your employees. When you are healthy, focused and calm, your positive behavior can’t help but enhance employee productivity and engagement.

This article was originally written, Susan Steinbrecher, the CEO of Steinbrecher and Associates, a leadership training and executive coaching firm. She is the co-author of Heart-Centered Leadership: Lead Well, Live Well and author of KENSHO: A Modern Awakening. @SteinbrecherInc

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50 Interview Questions to Help You Find Your Rockstar Employee

Having great employees is an integral part of your organization's success, and is the key to keeping it solid. That means that during the interview process you have to ask the right questions that'll ensure whether or not the applicant fits not just the job, but also the organization's culture.

Every recruiter or hiring manager wants to find their "ideal" employee, the question is, how do we determine if they're ideal? The answer revolves around identifying the competencies that are critical for success on the job.

Competencies are observable behaviors that encompass the knowledge, skills, and personal characteristics that distinguish levels of performance in the work environment. They are an essential part of the hiring process because at this rate, you'll be able to identify how they work individually and as a team, their motivation and drive, and how they strive for career advancement.

Here's a little cheat sheet of interview questions summarized per competency that will indicate whether a candidate is a fit for your company. Download it because a) it is really useful next time you conduct interviews and, b) it's absolutely free!



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5 Strategies to Help Millennial Employees Become Leaders

How would you train a millennial employee to be a leader? originally appeared on Quora – the place to gain and share knowledge, empowering people to learn from others and better understand the world. Answer by Jae Alexis Lee, Teacher, Mentor and Corporate Manager:

I’ve been training millennials to be leaders for a long time and I’ll let you know a few secrets that are key to turning a millennial into an effective leader:

1. Understand what drives them.

Source: Youth Village

No, I don’t mean get hip to twitter or whatever’s trending at the moment, I mean really understand their motivations. I talk to lots of millennials about their car payments, their rent anxiety, their concerns about job security and their future marketability as employees and leaders. You can’t treat someone as a cliche just because they’re a member of a generation, you have to get down to what’s actually driving the person you want to mentor.

2. Work with them to build a vision.

Source: Sylvia Browder

This is important. Once you understand what’s driving them, it’s time to talk about how to get there and how the things they’re going to be doing for you will make that happen. I’m invested in them and their growth. Of course I’m going to benefit from that, but I want them to understand the long haul and the long haul is that they’re going to be more marketable after a few years with me than they were when they started.

3. Demonstrate trust.

Source: Business Insider

For new leaders, this is vital and it’s vital that you do it from day one. You trust them before you’ve seen proof that they’re capable. You trust them because if they can’t be trusted they shouldn’t have been hired. Whatever the project is, whatever the scope of their responsibility is, you need to demonstrate to them that you trust them with an appropriate level of autonomy. No micromanaging, no excessively invasive oversight, and no treating them like furniture that’s “shadowing” for extended periods of time. Get them engaged, give them decision making capability and let them make some decisions.

4. Build trust.

Source: amazonaws.com

New leaders make mistakes. Lots of them. That’s normal. New leaders should feel like they can approach their mentors with problems, and you have to create an environment where they bring you problems early rather than hiding them.

Help them clean up the mess if they make one but don’t clean it up for them. Hold them accountable absolutely but don’t cut their legs out from under them when they make mistakes because they will make mistakes.

5. Embody the kind of leadership you expect them to execute.

Source: Spring.St

This is one of the most important things for you to do as a mentor. Young leaders are seeking a mentor to model themselves on and their leadership will be a reflection of your leadership. If there’s a disconnect between what you expect of them and what you deliver as a leader, then you’re going to lose a great deal of your credibility as a mentor and instead be seen as yet another corporate cog spouting buzzwords without genuine belief in them.

Don’t get distracted by the stereotypes, drill down into the individuals you’re mentoring and learn what makes them tick as individuals and you’ll have the keys to making them successful leaders.


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Why You Should Be Hiring People With Grit

Imagine a company where the demands of work is immense; where the environment is complex and challenging. What qualities should an employee have for him to be able to handle the pressure?

Employee turnover is an ongoing concern for many companies around the world. Turnover rates can be extremely costly, it can impact employee engagement, and company-wide productivity. It is but proper that employers make the right decisions when it comes to recruitment. One notable characteristic elevates quality candidates from the rest—grit.

If the environment in your company is demanding then grit is important.

Based on a research by Paul G. Stoltz, he equates one quality – grit – with higher chances of succeeding, being hired and being promoted. He defines GRIT as growth, resilience, instinct, and tenacity. Put simply, grit is mental toughness. It’s the ability to work our way through a tricky situation.

When interviewing candidates, here are four helpful ways you can utilize grit when the situation calls for it, and separate the “gritty” candidates from the rest.

1. Growth: Stepping up in a sticky situation

One component of mental toughness is asking a candidate how they would deal with an issue that their senior might probably face. Will they sink or swim? This requires growth.

When you’ve established competence in the core requirements of the role, you can take it up a notch and ask candidates to exercise judgement on a certain issue. It could be dealing with suppliers, resolving a customer complaint, or presenting to senior management. They don’t have to excel in this test, what’s important is for you to see their willingness to take on a challenge.

2. Resilience: Handling failure

Failure is inevitable. At one point or another, a person or a business will experience defeat in life. In startup communities, failures are commonly discussed, and often celebrated. But one vital thing about it is that startups fail fast, learn and move on. This requires resilience.

Ask candidates for an example of failure in their careers.  Give them time to tell the story their own way. The important thing to look for is what they did next and what their attitude was to overcome that failure.

3. Instinct: An unhappy customer

In any kind of industry, you will always have customers. And often times those customers will be dissatisfied with your product or service. They will be unreasonable. And in this world, the customer is always right.

Now, put your candidates in a high-pressured, customer-facing situation, where they are required to use their instinct and forced to make a difficult decision. And because customers want answers fast, give them a time limit. To identify a good candidate, they will usually respond to these demands with composure and will make the customer feel important and valued.

4. Tenacity: Going outside your comfort zone

There are instances in life that we are pressed to do something outside our comfort zones — cold calling a potential client, asking a person for a date, approaching a stranger in a networking event. These are situations that make us anxious, and experience the awful feeling of rejection. But we do it anyway. This requires having a tenacious attitude.

Take your candidates outside their comfort zones, and give them an obstacle which will spark fear and see if they can overcome it. One challenge is to tell them that the final stage of their interview process is to call a senior executive in the company and convince him/her why they are the best candidate in 60 seconds.

If you incorporate an assessment for mental toughness into your hiring process you will learn a lot about your future employees’ character.


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How Great Leaders Get the Best out of Their Employees

JJ Ramberg, co-founder of GoodShop.com, shares a simple tip of how a former colleague tapped into her employee’s productivity. She describes that when you encourage employees to do their best work, you help create a culture where people genuinely care. You create room for growth and learning.


 

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Why You Should Still Consider Interviewing Candidates With Employment Gaps?

Hiring managers and recruiters say that employment gaps in a resume doesn’t look good for candidates, especially if they lack related experience. But is an employment gap really a justified indicator for qualification?

The answer is, No. Every candidate has a viable reason for being unemployed for a time. Just ask, or you’ll risks screening out those with amazing talent.

Here are valid reasons why some candidates might have employment gaps, and why you shouldn’t have second thoughts about interviewing them:

1.  The economy

We’d like to imagine that companies always finds a way to retain top talents—even when they’re pressed under economic conditions. The fact is that many factors come to play when deciding who stays and who goes. Thousands of highly qualified individuals have seen their roles erased through no fault of their own.

Take a look at the dates on their resume if it falls on a timeframe where the economy was really bad. As professionals in the industry, we should be in tune with the labor markets and aware of significant periods of shrinkage.

2. Limitations on the resume

We are taught early on that you should only put relevant work experience on your resume. Individuals with 10+ years of experience know the drill of excluding some positions they’ve held so it’ll fit their 2-page resume. Job experiences can’t be seamlessly chronological on paper, and explaining gaps in cover letters can be counterproductive when resumes are the first to be screened. The same can be said for new job seekers who are encouraged to have a one-page resume.

3. Life just happened

Life experiences are just as good as work experiences. It shapes your attitude and personality. May it be taking time off to take care of your children, an ill family member, or maybe going on a world tour for six months. It teaches us skills we can’t learn from school or from holding a job. Skills can always be taught, but a candidate’s life experiences? They can be as applicable as work experience despite the presence of an employment gap.

The job market is competitive, and filling positions with great talent isn’t easy. But if you think interviewing someone with a crack on their work history timeline is a waste of time, chances are, you’ll miss having the opportunity of finding a great candidate.

Great recruiters know that employment gaps are a thing of the past. Let’s keep them there.


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What to Do If You Have a Horrible Boss

Apple and Google executive, Kim Scott, details the best ways a manager can get the most out of his or her team. We all know some managers can be a nightmare to work with. When this happens, Scott has three key pieces of advice to keep you from losing your cool.

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5 Books to Read That’ll Help You Become an Awesome Recruiter

There are thousands of books on human resources and recruitment, and if you want to read them all will probably take forever. So we’ve decided to narrow them down to the really good ones according to LinkedIn.

Remember that learning doesn’t stop in school but continues on as you course through your career. We guarantee that you’ll become a better recruiter by reading a few of these awesome books:

1. Knock ’em Dead Hiring the Best by Martin Yate

Why it’s a must-read: This book is directed towards hiring managers rather than recruiters. However, since recruiters must often coach hiring managers on how to make good decisions, this serves as a “train the trainer” manual.

2. 96 Great Interview Questions to Ask Before You Hire by Paul Falcone

Why it’s a must-read: You’d think from the title that this book is just a checklist of typical job interview questions. However, what Falcone presents is an entire philosophy of interviewing that is the exact opposite of the canned question approach. It’s full of examples and explains why these questions work and how to interpret the answers correctly.

3. Keeping the Millennials by Joanne Sujansky & Jan Ferri-Reed

Subtitle: Why Companies Are Losing Billions in Turnover to This Generation—and What to Do About It

Why it’s a must-read: Because of our insanely rapid pace of technological change, there is a larger cultural difference between Millennials and Baby Boomers than there was between the Boomers and the Mad Men generation that raised them. Recruiters must navigate between these two cultures and help both generations to work together.

4. Who by Geoff Smart & Randy Street

Why it’s a must-read: The authors of this somewhat mysteriously named book conducted extensive research into how human resources department function effectively inside corporations. The result is not only eye-opening, it’s practically a manifesto on why recruiters have never been more valuable than they are in today’s slightly crazy corporate world.

5. Hiring for Attitude by Mark Murphy

Image result for hiring for attitude

Subtitle: A Revolutionary Approach to Recruiting and Selecting People with Both Tremendous Skills and Superb Attitude

Why it’s a must-read: One of my recent posts was about how Chipotle uses attitude as the main determinant for hiring. This book explains how the hiring and interview process must change so that companies can weed out candidates whose attitude will create failure.


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Here’s the 1 Thing That Will Help Keep Millennial Employees From Quitting

This article was originally published on Inc. Southeast Asia. Read more here.

Companies and their senior leadership are asking the wrong question. It’s not about how to hire or attract millennial talent. And it’s not even about how you keep them engaged. The real question is: What can you offer them that they can’t get anywhere else? What can you do to nurture loyalty–and how does that ladder up to solving tangential issues like employee engagement?

A 2016 survey by Jobvite cited that of the entire workforce, 18 percent of the total changes jobs every one to three years. For millennials, it’s 42 percent.

This means that by the time you get a millennial employee trained up and actively providing value for your team and company, they’re on to the next one. They’re looking for the next job, which typically comes with a promotion, a pay raise, a new blend of benefits, and (they hope) a more attractive day to day routine.

Millennials GIF - Find & Share on GIPHY

Here’s the truth of the matter: it’s really not about millennials at all. It’s about people. Human to human interaction, and the underlying issues with running a business that tend to run opposite of personal development. It’s just millennials are the most vocal generation thus far, unafraid to speak up about what they’re feeling along the way.

Managers want productivity; millennials want to be judged on results, not hours clocked. Older business owners want them to follow their rules, their way; millennials want to change the way things are done to be more efficient, based on the ways they use and interact with technology. The list goes on and on.

What has happened is that the entire millennial generation seems to have been chalked up to being a bunch of kids who just need some new toys to keep them entertained. Which has led to the installation of ridiculous props in the workplace to make it seem like the work environment is something that it’s not: an arcade machine in the corner, a bar and barista by the far all, big chalkboards or dry erase boards with open space for millennial employees to write inspirational quotes around the office. And sure, all those things are great. They can certainly make a work environment feel more playful. But how impactful is an arcade machine, really, when the manager you report to every day continues to operate like an hour-chasing conductor?

Ask yourself how you can impact your employee’s personal development. 

It’s astounding to me how many people, business leaders included, seem to have “pinpointed” the issues plaguing the millennial generation. I am a millennial myself, and here’s what I have been reduced to: impatient, entitled, naive to the way the world works, uninterested in paying my dues, expecting everything to happen overnight, and most of all, filled with a false sense of confidence because I “received too many participation awards growing up.”

And yet, the irony is that after all the conviction backing these sweeping generalizations of the millennial generation, the proposed solutions have been to order a few ping-pong tables for the office, put together a Frisbee team, and serve beer on Fridays.

How, in any capacity, does that address the underlying issues (and coinciding reasons) millennials seem to be job hopping like crazy?

They don’t–and that’s why so many companies are struggling to keep their millennial employees engaged. And not just engaged, but keep them at all.

If you want to keep them, be willing to provide guidance.

You say millennials are impatient? How many of you–whether you’re the business owner, or the vice president, or even just a middle manager–make the time to nurture and mentor that millennial you call so impatient?

You say millennials are entitled? How many of you make an effort to listen and understand where that perceived entitlement is coming from?

You say millennials expect everything to happen overnight? How many of you see that as a positive opportunity to play the mentor and give them some guidance as to life’s journey?

Not very many. And that’s the root of the root, the real reason so many companies struggle with loyalty. Because loyalty isn’t found on a ping-pong table, or at the bottom of a red solo cup on a Friday afternoon.

Loyalty is the way you treat, nurture, and help someone else grow–friend, significant other, or dare we say, employee. Loyalty is the impact you have on them as a person, with the awareness that they have their own life, their own desires, hopes and aspirations.

Loyalty is the exchange that happens beyond the paycheck. The conversations you have, and the guidance you provide them, teaching them, empowering them, showing them not just how to perform their job better, but how to be the best they can be in life.

“What are millennials searching for?” you ask.

They’re searching for that.

Someone willing to show them the way, but give them enough freedom to also figure things out on their own.

The moment you start thinking of your millennial employees as mentees, someone you can teach impact as a human being, is the moment you begin to build real loyalty and longevity.

It’s just, most people don’t want to do that.

And buying a ping-pong table is a whole lot easier.

This article was originally written, Nicolas Cole, a writer and essayist, and a Top Writer on Quora. His work has been published in Time, Forbes, Fortune, Inc., The Huffington Post, Business Insider, and more. He is best known for writing true stories about self-development.

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This Management Hack Will Definitely Eliminate Employee Burnout

This article was originally published on Inc. Southeast Asia. Read more here.

Every company wants engaged employees. Numerous studies show that such employees consistently outperform their less motivated peers, creating better products, more revenue and more profit.

However, there’s a dark side to having employees who consistently go the extra mile: burnout. As Tony Schwartz recently pointed out in the New York Times:

“Last week, Fortune Magazine released its list of the top 100 companies to work for, compiled by the Great Place to Work Institute. I’m familiar with many of the companies on the list. I’m not aware of a single one that isn’t struggling with the issue of employees who feel exhausted and pushed to their limits.”

In other words, people who love their jobs end up working so hard that they start to hate their jobs, at which point their personal productivity plummets.

I’ve personally seen this happen to numerous people, especially in startups and large high tech firms; heck, I’ve ridden that one hump rollercoaster a few times myself.

Some companies deal with this phenomenon simply by accepting it. They push employees until they burn out and then discard and replace them.

Hiring and training new people, though, can be expensive. What if there were a way to keep employees motivated without burning them out.

Turns out that this “silver bullet” may actually exist and, what’s more, it’s relatively cheap to implement.

According to research that to be presented this week at the annual meeting of the Academy of Management, the main source of employee burnout is the expectation that emails will be answered after hours. The study notes that:

“an ‘always on’ culture with high expectations to monitor and respond to emails during non-work time may prevent employees from ever fully disengaging from work, leading to chronic stress and emotional exhaustion.”

What’s fascinating about this finding is that the burnout results not from the volume of work or the extra hours of work but from the “mere expectation that workers will respond to email in their off-hours.”

For example, suppose an employee is putting in 10 hour days 7 days a week. While that’s obviously a heavy workload, it needn’t result in burnout as long as that employee is allowed to completely disconnect for the 14 hours he or she isn’t actually working.

The Girlfriend Experience GIF - Find & Share on GIPHY Conversely, employees working an average of 8 hour days 5 days a week will be prone to burnout if they know that a boss, customer or client might email at any time of day or night with the expectation that the employee will respond.

In order to keep your motivated employees from burning out, all you need to is make it perfectly clear that work emails need only be answered during work hours.

Yes, that will involve a little discipline on the part of management and employee alike, but the potential benefits are enormous.

Indeed, over the past few years, I’ve been running into an increasing number of people who simple do not answer emails sent during off hours. Despite (because?) they’re not plugged in, they seem to get more accomplished than the folk who are available 24/7. And they don’t seem to burn out.

And that’s seriously good news for everyone.

This article was originally written by Geoffrey James, a contributing editor for Inc.com, is an author and professional speaker whose award-winning blog, Sales Source, appears daily on Inc.com.

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