Due to factors like a struggling economy and advancing technology, more and more workers have been going back to school to advance or brush up on their skills and make themselves more marketable. With this in mind, we were curious as to what skills employers expect candidates to have in this economic climate, and what they’re willing to teach on the job. So, for The Hiring Site’s August contest, we asked all of you to answer the following question: “In an interview situation, what skills do you expect candidates to have already, and what are you willing to teach on the job?”

By responding, not only did five lucky winners get a free class of their choosing from CareerBuilder Institute (a $50 value each), but they provided some interesting answers as to which skills employers expect candidates to possess (or that they think can’t be taught), and which skills they’re more willing to work with employees to develop after the candidate’s already been hired. Let’s take a look.

What did readers have to say?

Answers were all across the board as far as what is expected of candidates when they walk into the interview, and seemed to depend on which level or type of position was being considered, which makes sense. Some commenters  said skills like people management, verbal and interpersonal communication, and punctuality can’t be taught; candidates either have them or they don’t.

Many also said they expect candidates to come into an interview with certain skills, but that they’re willing to develop those skills once a candidate’s on the job, whether through classes, mentoring or internal training.

I’ve included some of our commenters’ own words below (full list here). With which statements do you agree or disagree? What can be taught on the job — and what should candidates have (or take classes to learn) before trying to score a job with your company? And what are you doing to develop your own employees’ skills?

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Expects:
For our entry-level positions, we expect candidates to already have basic computer skills (Microsoft Office), good communication skills, solid work ethic, customer service, and common sense. We don’t plan to teach a new employee any of those things.

Will train:
We will train them on their specific job, our policies, and our company culture.  –Debbie

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Expects but will train:
Depending upon the level of the position (indiv. contributor, manager, and mgr. of mgrs.) we recruit and select for essential competencies (both behavioral and technical) and accept the challenge of developing the preferred competencies. –Jim
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Expects:
We require proficient computer skills; Microsoft Office. For our customer service positions, we expect them to have some customer service experience.

Will train:
We will train advance skills especially in Excel.  We will train on – how to deal with difficult customers, adapting to change, etc – more in depth customer service situations. –Erica

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Expects:
The process begins with the scheduling of the interview, when I call the candidate I begin by telling them who I am and where I am calling from (during this process I am actually analyzing phone etiquette).

During the actual interview I look for a candidate that has good listening skills; communication skills, writing, basic computer knowledge and of course the ability to clearly answer questions asked. I also expect for a candidate to be punctual and dressed properly.  –Maria

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Expects:
During the interview, I would expect the candidate to have the basic qualification to perform the job effectivelly. Analysis, people management – these are the skills which can not be tought to anyone.

Will train:
However, if I can prefer to teach some technical skills such as MS excel, creating presentations or working on a particular tool. –Devendra

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James gives a candidate’s point of view:

Expects himself to have:
Punctuality-Be on time for work, at all costs – 4 minutes early is late.
Courtesy-If you ‘have’ to be late Phone in immediately, so that your supervisor can know you are not just slack.
Treat your co-workers the way you expect to be treated. If you do, they will treat you the same.

Expects to be trained in:
As to what do I expect the Company to ‘train me in’. The policy/procedures expected by the company [these sometimes change from company to company, sometimes branch to branch].

If the need is for operating machinery, then, the employer should be aware of what I ‘already’ know, and be willing to encourage and assist in expanding my potential for success of the whole company. –James

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Expects:
When a candidate is offered a new job, they will need to communicate with a large number of new people all at once, and fit into an organization. Communication – mainly verbal/interpersonal – is not a skill that can be easily taught on the job in most cases. –Katie

What are you doing to train and develop your own employees to help them stay competitive?

It’s happening. Retail stores everywhere are stocking the shelves, folding the clothes, straightening the shoes, organizing the Trapper-Keepers, and bracing themselves for restless, sun-streaked kids to come and clutter it all up. Back-to-school shopping is now in season. 

We’re not kids anymore, but as adults (employed or not), continuing to educate ourselves and hone our skills is one of the most important things we can do for our careers and ourselves. Aaaaand you’re in luck: August’s contest brings you a chance to give yourself (or your employees) the gift of education with a chance to win a CareerBuilder Institute class. We can’t promise your employees will express their immense thanks by bringing donuts in for breakfast, but we think there’s a strong possibility. Read on to find out how to win.

What’s CareerBuilder Institute?

CareerBuilder Institute, founded in 2008, offers e-learning content for businesses so that they can better assess, test, train, develop, and provide continued education to more effectively onboard and improve skills of existing talent. attract. CareerBuilder Institute has helped more than 1 million people reach their educational goals — and fill in current skill gaps. CareerBuilder Institute offers everything from computer and business skills, to language training, to licensing and certification, to sales training, to management and leadership skills.

Specifically? How about “Mastering Project Management,” “Operating Budgets for Non-Financial Managers,” “Understanding Personality Variables,” “Business Writing,” “Time Management,” “Exploring Adobe Creative Suite II,” “Real Estate Exchanges” or “Leadership Motivation”? CBI’s got you covered. Oh, and many of the courses, like 401(k), give a state-specific course option.

Expected versus teachable skills

In 2009, the average company investment in employee training was $1,200 per employee. It’s apparent that companies are investing a lot of time into their training — but on what, exactly? There are some skills that you expect candidates will have coming into a position — skills into which you’re not willing to invest time, money and resources. And then, there are others you expect to teach new employees on the job; either skills you don’t think can be taught outside of the position, or ones you’re willing to teach because a candidate is an otherwise great fit. You may be willing to teach project management skills, for instance, but expect a candidate to come into the job with superior people skills and ability to work within a team structure.

The August Contest Question

Sooo, we’re asking you: “In an interview situation, what skills do you expect candidates to have already, and what are you willing to teach on the job?” If you’re a current job seeker, just tell us what skills you expect employers expect you to have, and which skills you expect to be taught on the job.

By answering our question in the comments below, you will automatically be entered to win ONE online class (five winners; $50 value each) from CareerBuilder Institute.

Using CareerBuilder Institute can not only help employees improve skills in certain areas, but also lower turnover, decrease training and hiring costs, increase accessibility to training content, and increase overall productivity. The skills you’re spending time to teach on the job can likely be taught by a CareerBuilder Institute class — freeing up other employees’ time and resources — and saving you a significant amount on training expenses.

CareerBuilder Institute — Did you know? (Don’t worry, there won’t be a test):

• Learners can retake courses within the year at no additional cost.
• CBI has the largest learning library in the nation, with more than 12,000 titles including videos, assessments, tests and courses.
• More than 3,000 pre-license certification and continuing education courses are offered.
• CBI is the only e-learning service to offer Predictive Job Fit Assessments, Hard and Soft Skill Courses, Microsoft Courses, Learning Videos, and Professional Certification and Continuing Education Courses.
• Employee training has been shown to lead to greater employee productivity (26% higher revenue per employee) and reduced employee turnover (41% lower for high-performing employees; 17% overall).

HOW TO ENTER:
Simply answer this question in the comments section below: ““In an interview situation, what skills do you expect candidates to have already, and what are you willing to teach on the job?””– and you’ll automatically be entered to win one online class from CareerBuilder Institute (five winners will be chosen at random; $50 value per class).  Be sure to read the terms and conditions in full.

CONTEST DETAILS:
Entries will be accepted from 12:00 a.m. CST on Monday, August 9, 2010 until 11:59 p.m. CST on Friday, August 13, 2010.  Each account may only submit one answer for consideration; subsequent entries will not be considered. Spam responses will not be considered. The winner will be picked at random and notified via e-mail the week of August 18, 2010. Please read the full list of official contest rules and regulations.

“How isn’t it?” Is more like it…Two weeks ago, we asked you to share with us if and how your organization promoted employee health and wellness.  Aside from giving you the chance to brag about how your organization could easily give Jillian Michaels a run for her money in the fitness coaching department, we also wanted to give you the chance to share with each other creative – and often cost-effective – ideas for promoting employee wellness.  

As it turns out, many of you have not just one or two, but several initiatives in place to help employees focus on improving their health – an effort that is as much a benefit to your company as it is to your workers: If implemented correctly, company-sponsored wellness programs effectively reduce company healthcare costs, employee turnover and incidences of employee absenteeism, according to Dr. Steven Williams, Director of E-Media Innovations and Business Development at the Society for Human Resource Management (SHRM), who recently presented on this topic during the Annual SHRM Conference in San Diego last month. 

So what are you doing to promote employee wellness (and, in effect, cut costs)? Let’s take a look at the results…

READERS’ RESULTS: THE TOP 15 CORPORATE WELLNESS BENEFITS

With so much great feedback, it was nearly impossible to list all the initiatives individually, but several, listed below, were shared by a lot of you (see the full list of comments here):

1. Contests – most particularly, those inspired by TV’s “The Biggest Loser,” complete with some pretty lucrative awards (including iPods and hundreds of dollars in cash) – were among the most popular ways employers are motivating employees to get healthier.
2. In-house Weight Watchers programs offered for free or at a discount
3. Rewards systems where employees can exchange points earned through activity for “prizes” such as spa certificates, health club discounts, or gift cards toward sports apparel shops
4. Health living newsletters sent to employees on a weekly or monthly basis, complete with healthy living tips, exercises and recipes
5. Online tracking programs where employees can easily log and assess their progress toward a specified goal
6. Healthier snack alternatives to typical vending machine fare
7. On-site fitness facilities where employees can work out solo or participate in classes (often for free)
8. Organized sports teams or walking/running groups
9. Cash or discounts toward healthy purchases, including  fitness gear, weight loss programs, smoking cessation programs, or participation in community run/walks
10. On-site health fairs that include health assessments, massages and free, in-person consultations with community health professionals
11. Smoking cessation programs
12. Partial to full-paid health club membership fees
13. Free health screenings and assessments, accompanied by professional advice for understanding and improving the results
14. Employee assistance programs to help employees better their work/life balance, and providing help with everything from legal consultation to financial planning to stress management to childcare referrals.
15. Regular “lunch-and-learn” sessions where local wellness professionals present on healthy lifestyle topics

THE BEST OF THE REST – Here, in your own words, some other interesting perks that stood out:

• “We are getting rid of one of our coke machines and replacing it with a cooler that will hold 100% fruit juice.” - Sarah Benedum
• “We have onsite showers for those who go out for a run during the day or bike to work.” - Kathy
• “We’ve initiated walking groups, Weight Watchers, heart-healthy cooking demonstrations, team fitness challenges, and even a Salsa dancing class.” - Robert
• “For the month of July we have a ‘submit a healthy recipe’ contest planned. At the end of the [company’s summer-long] walking challenge, the recipes will be compiled into a book and distributed to our employees.” - Raelene Neumann
• “We have a Holiday Weigh In which runs from Thanksgiving week to the day after Super Bowl. The goal is to maintain or lose weight during the most challenging time of the year.” - Jane
• “Our agency sponsors an annual Wellness Day complete with…a spa corner featuring makeovers and massage and free organic vegetable plants for all participants.” – Rachel S.
• “One really fun wellness initiative that my company implemented is building an employee vegetable garden.” - Kathryn
• “The company promotes healthy living by providing health conscious snacks such as granola bars, fresh fruit, nuts and more. Water, protein shakes, fruit juice and sports drinks are also readily available at no cost to employees.” - Melissa
• “Our Fun Committee regularly organizes events for holidays, birthdays and, well, just for fun. Hat Day, High-Five Wednesday, Hula Hoop contests, Wii competitions - random, silly but fun and stress relieving.” - Carol
• “The company donates 40% of the fundraising amounts for [community] events that their employees choose to participate in, this allows our employees to be active and also give back at the same time.” – Jennifer Bonner
• “We…have drop-off and pick-up for our dry cleaning and a mechanic who comes on site to take care of things such as oil changes and other maintenance issues. Things like dry cleaning and auto care may not sound like a wellness issue, but when it keeps you from making additional errands with our already overloaded schedules, it reduces stress.” - Janet J.

Anything you want to add to the list? Feel free to do so in the comments section below. Otherwise, check out even more reader results in my follow-up: The 7 Habits of Highly Successful Corporate Wellness Programs.

There’s been growing evidence to suggest that not only do American workers need to better care of their health and wellness (recent studies show correlations between job stress and weight gain, and working overtime and heart health), but also that companies benefit from wellness programs, which help them cut back on costs related to healthcare and lost productivity.

Given these findings, it’s no wonder that more companies are finding ways to entice employees to get healthier, by sponsoring contests or offering cash incentives for everything from losing weight, to quitting smoking, to providing healthier food choices at the workplace. 

Since this seems to be the latest trend and all, it got us wondering over here at The Hiring Site what else companies are doing to promote employee health and wellness. So now, we’re asking you, our readers, to share…

How is your company promoting employee health and wellness? Whatever your organization is doing to encourage employees to focus on their health – whether through something similar to the efforts mentioned above or some other initiative – we want to hear about it!

Aside from satisfying our own curiosity, we hope that this idea share will help you discover and think about new ways to promote employee wellness. You could discover new, inexpensive ways to offer a unique benefit that will not only help you cut costs at your own organization, but make you even more valuable in the eyes of current and future employees.  

And just to (naturally) sweeten the deal, by participating in the comments section below – you’ll automatically be entered for the chance to win $200 worth of fitness gear – including a duffle bag, eco-friendly stainless steel water bottle, heart rate monitor, digital bathroom scale and an iPod Shuffle!

HOW TO ENTER:
Simply answer this question – “How is your company promoting employee health and wellness?”– in the comments section below, and you’ll automatically be entered to win more than $200 worth of fitness gear – complete with a premium quality duffle bag, water bottle, heart rate monitor, digital bathroom scale, and iPod Shuffle.  Just be sure to abide by the terms and conditions.

CONTEST DETAILS:
Entries will be accepted from 12:00 a.m. CST on Monday, June 14, 2010 until 11:59 p.m. CST on Friday, June 18, 2010.  Each account may only submit one answer for consideration; subsequent entries will not be considered. Spam responses will not be considered. The winner will be picked at random and notified via e-mail the week of June 21, 2010. Please read the full list of official contest rules and regulations.

Workplace Flexibility — It’s Not a Trend

More and more businesses are talking about the importance of workplace flexibility in today’s society – and the White House even dedicated a recent forum solely to the topic. As the forum stressed, we need a 21st century workplace to meet the demands of a 21st century work force. A report by the President’s Council of Economic Advisors found that more flexibility in the workplace leads to happier employees, more family time, and higher employee retention and productivity – as well as more competitive and profitable workplaces.

One of the more interesting discussions in The Hiring Site’s contest history recently unfolded around the very idea of workplace flexibility, as we asked all of you the following question for our May contest (and gave away some cool stuff — congrats to our winners!):

“Do you think a results-only work environment would work at your company? Why or why not?”

You were all more than a bit divided on the subject; opinions ranged from “This would NOT be a good environment at ANY company!” to “Yes! Thinking outside the box is what keeps America growing.” I’ve rounded up some of the highlights below (you can read the full list of comments here).

“I think ROWE is a fantastic way of boosting employee morale and engagement, and it can be used as a “perk” for some employees (it works for me!)” –PJ

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“It’s a good concept for companies without strict production deadlines.” –Donna

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“I think that the staff on my team would enjoy this freedom. I even believe some of them may produce the results in order to have the freedom. I do also believe that I need some one here 8-5 to take care of clients who have that expectation of us. It’s a great concept, but I’m not sure how I can make the logistics work in my 5 man team.” –Stacy

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“While I think this would be a great concept in several work environments; the concept would not work in our setting; we are in the business of providing 24/7 care to our patients. The level of staffing that is needed depends on the number of patient we have to take care and the level of the care that each patient requires.” –Lara

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“I think the best part of a ROWE would be the work life balance that it creates. As a working mom I can imagine how helpful and ideal a ROWE would be.” –Bernadette

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“In the field of corrections, this is not possible. You cannot monitor an inmate population from the grocery store. There is also no quantitative way to measure remote job performance… Most people are not able to handle the organizational issues and self-motivating actions this would require.” –KCI

“We treat all our colleagues as adults and they all manage their own time. We have no handbook. We have no time clock. All but one of our people work from a home office or on client sites. We do not track how much time is spent in either place (except for billing purposes.) Our turnover is basically zero in the last several years – not just in HR District Office, but in Higbee Associates as a whole.” –Lynn

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“I love the concept! Unfortunately, I don’t think it would work in our business, which is retail. We might be able to use it for back-office/administrative functions, but I believe there has to be some face time in order to foster teamwork.” –Lise

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“On the surface this appears to be a creative way to bridge the gap between generations and work place expectations.” –Kim

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“It is pretty hard to mentor someone that is not around on a consistent basis. This will undermine the relationship and make it harder to give feedback.” –Denise

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“Working set amounts of hours is really not about results, but about doing something because it is supposed to be done this way. If people could be more tied to the outcome of their work then more people would be happier with their careers. Its a great idea whose time may come down the road.” –Noelle

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“It sounds fantastic and I would love to be able to do it! But, I think that we (Americans) are used to a certain mindset in the workplace and that is the harder (usually more hours) you work the better employee you are. It would be hard to change that mindset in all of your employees and this could in turn create some resentment.” –Jen

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“Unfortunately adopting such a paradigm shift in culture would possibly cripple an organization who still follows workflows and corporate driven goal setting they built decades ago. Many newcomers are all for it and working smarter is. Not looked at as valuable as sitting at your desk looking busy from 9-5. Anyone else’s company still in a time warp?” –Steve

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“The flexibility to manage your time as you need would create less stress in a job and in life. In turn this makes you more productive. More productive means more money, and money is always the bottom line.” –Brad

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“The ROWE concept is a great one but measures would have to be in place to ensure excellent service. Customers want/need (pay) to have access to their vendors so making sure the correct results are delivered would be a challenge. It really requires drilling down to the specific results the organization wants to achieve and being able to understand what your customers want/need/are willing to accept. Companies would also need to have technology and communication (practices) infrastructures that would support the diversity of schedules and patterns brought on by this approach.” –Charles

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“I think more companies need to expand their thinking and rewards structure, sometimes money isn’t really the bottom line and quality of life is much more appealing.” –Gytahnna

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Your Biggest Concerns

From what I gathered in your comments, many of the concerns or challenges you expressed in your comments regarding ROWE boil down to physical presence and time elements — the need for employees to be physically in the office and during certain times, whether for meetings, teamwork building, customers, last-minute projects, ongoing deadlines, the ability to mentor, the desire to keep an eye on employees’ progress, or something else. The founders of ROWE have detailed answers to many of the same questions and concerns you have all expressed — you can determine whether or not their answers satisfy you.

ROWE — Who’s Doing It?

Some of you also asked at which companies ROWE was currently in place. Companies like Best Buy, Gap Outlet, Girl Scouts of San Gorgonio Council, and Fairview Health Services’ (their IT department) have adapted a results-only work environment. You can read about one employee’s ROWE experience here.

And as for the concern that with ROWE, employees won’t show up for meetings, answer calls, or meet deadlines, Eric Severson, VP of HR for Gap Inc., says, “That just doesn’t happen. People need feedback on projects and will come to meetings to get sign-offs. Some people still work 9 a.m. to 5 p.m. every day, and that’s fine. ROWE is your choice.”

ROWE or not, workplaces are constantly changing — and we enjoy discussing those changes with you. Any additional thoughts about ROWE?

Be the hero and surprise your team with three months of breakfast treats from Wolferman’s, or singlehandedly caffeinate your employees for all of Q3 2010 with a 3-month Dunkin’ Donuts coffee subscription. And even if you don’t win either of those, you have a chance to win your own copy of “Why Works Sucks and How to Fix It.”

Entering is Easy:

Simply answer the question, “Do you think a results-only work environment would work at your company? Why or why not?” in the comments below — and you’ll automatically be entered to win!

What’s ROWE all about? Read on to find out — and then enter to win for your chance at free swag!

What’s ROWE?

At a SXSW Interactive panel this past March, I listened to the founders of the ROWE (Results-Only Work Environment) movement, Cali Ressler and Jody Thompson, speak. After hearing more about ROWE and the well-known companies who had successfully adapted a results-only work environment, I was intrigued — and like many others, I had a lot of questions.

The concept of ROWE is, at its face, simple. People should have control of their own time — not the companies for which they work. In a results-only environment, the only thing that matters is results – not how many hours you’re at the office.

• As an employee, you own your time 24/7.
• Unlimited PTO as long as the work gets done.
• Go to the grocery store on a Tuesday at 10 a.m. if you need to.
• No more mandatory meetings.
• No more permission-granting from your employer, but instead, performance guiding.
• Employees are trusted with their time.

As Ressler and Thompson say, “Work isn’t a place you go — it’s a thing you do.” They are quick to stress that ROWE is not the same as flex time, telecommuting, job sharing, or employees to work from home a couple of days per week — those options, they say, are not enough.

From www.gorowe.com:

In a results-only company or department, employees can do whatever they want whenever they want, as long as the work gets done.  You make the decisions about what you do and where you do it, every minute of every day.

Here’s a video explaining ROWE, featuring employers who have adapted it:

The CEO of Girl Scouts of San Gorgonia Council, who pioneered ROWE for the organization when she came on board as CEO, recently wrote an article about her take on ROWE and workplace flexibility.

The Benefits?

According to stats on Ressler and Thompson’s website:

• ROWE teams report an average increase of 35% in productivity by eliminating waste from systems and processes, which increases employee capacity.
• ROWE teams also experience up to a 90% decrease in voluntary turnover rates.

Other benefits:

• Talent retention and attraction — Ressler and Thompson argue that companies in a results-only environment have a competitive advantage, as many candidates willing to be paid less money and have more freedom rather than work in a company with a traditional structure and more money.
• Optimization of space — Employees are working remotely much of the time.
• Elimination of wasteful processes — Employees will not be wasting a company’s time, money, and resources.

Challenges?

This may all sound too good to be true — so in our follow-up post, we’ll address some of the challenges companies who choose this route face, as well as some of your proposed challenges.

As employees of companies of all sizes (or as candidates looking for your next job), we at The Hiring Site want to get your thoughts. If nothing else, with work/life lines blurring more and more and more workers demanding (or at least requesting) flexibility and freedom in the workplace, it’s an interesting concept to start discussing.

How to Enter:
Simply answer this question in the comments below: “Do you think a results-only work environment would work at your company? Why or why not?”

Once you submit your answer, you’ll automatically be entered to win.

What Can you Win?

• One of you will win a 3-month breakfast club subscription for your team
• Two of you will win a 3-month Dunkin’ Donuts coffee subscription (that’s 2 lbs./month of regular or decaf, whole bean or ground, however you want it!)
• Four of you will win a copy of “Why Work Sucks and How to Fix It” by Cali Ressler and Jody Thompson.

Contest Details:
Entries will be accepted from 12:00 a.m. CST on Monday, May 17, 2010 until 11:59 p.m. CST on Friday, May 21, 2010.  Each account may only submit one answer for consideration; subsequent entries will not be considered. Spam responses will not be considered. The winner will be picked at random and notified via e-mail the week of May 24, 2010. Please read the full list of official contest rules and regulations.

Just answer this question: “Do you think a results-only work environment would work at your company? Why or why not?”

Want to hear more about ROWE? Listen to Ressler and Thompson on NPR, in a three-part story about result-only work environments.

Last week, I challenged readers to share the most difficult interview questions they’ve ever gotten – as interviewers. 

From the blunt (“What don’t you like about working for your company?”) to the bizarre (“If you walked into a room filled with jars and I was one of the jars, what would I have to contain to stand out from the others?”), the only thing more surprising than the actual questions our readers submitted were the surprisingly insightful lessons they gleaned from those questions.  

So without further ado, I present The Hiring Site readers’ nominees for the most difficult-to-answer interview questions they ever received from job candidates…and what they took away from the experience:

• “What is your company’s mission statement?” Seems like an innocent enough question, but Christina Thais was still relatively new to her company when a candidate asked her this during a phone interview, causing her to go blank. Another reader, Angie, had a similar experience when a candidate asked her to describe the company’s corporate culture. Since then, Angie writes, she has “taken the time to really think about how to communicate our corporate culture to future candidates.” Lesson learned: Both Christina and Angie’s experience highlight how important it is to ensure your employees understand the company vision, mission and values and constantly look for opportunities to communicate these things. Not only will the constant reminders keep you and your employees accountable for upholding these values and objectives, but the ability to recite these things off the bat is a sign to candidates that you actually “walk the walk.”  
• “What don’t you like about working for your company?” After being asked this question, reader Jessica writes, “I now prepare myself with potential similar difficult questions that may come up during the interview process.” Lesson learned: Alas, you can’t anticipate every difficult question that’s going to come your way, but you can anticipate that difficult questions will come up, and when they do, your best bet will be to simply tell the truth.  After all, if you’re dishonest or bend the truth, you risk the chance of setting false expectations for the candidate. A sugar-coated answer might help you fill the position, but it won’t stay filled very long. [Side note: This is also a good attitude to have if you, like one reader, Bridget, ever get a question like: “If you walked into a room filled with jars and I was one of the jars, what would I have to contain to stand out from the others?” “I’m still not sure how to answer that question,” Bridget writes.]
• “So what’s in it for me?” Another reader, NL, remembers being “appalled” when a potential candidate for an entry-level receptionist position asked this, the second in a line of questioning that began, “Why should I accept an offer to work for this company? Obviously, you’re not Google, with candidates sending you flowers, balloon telegrams or banging on your door to get it in.” Lesson learned: Not only did the candidate’s attitude reveal that she would not be a good fit for the company and that “phone screens are essential!” but it also seemed to confirm what NL already knew: It’s more than okay to not be Google. “Considering that every other candidate had heard about us prior to even applying…we are doing something right.”
• “Will you be keeping in touch? WILL you?”  It’s easy to forget how heavily candidates depend on that post-interview phone call from you…until one of them actually says so. Such is what happened to one commenter, J., who was met with bitter disbelief after promising to keep in touch with one candidate, who had apparently been (falsely) told one too many times by recruiters that she’d be called back.  Lesson learned: The confrontation taught J. ”that a response to a candidate is not a courtesy, it’s an essential part of the process and should never, ever be overlooked or taken lightly. We are dealing with real people with real lives and very real concerns and challenges. Every one of them deserves respect, and a response.” Couldn’t have said it better myself.
• “How many healthy choices do you offer in your vending machine?” When Eileen Hershkowitz received this question as well as many others about various working conditions at her company that promoted a healthy lifestyle, she realized that the candidate was seeking affirmation that her company not only talked about employee wellness, but truly executed that in its culture. Lesson learned: Eileen writes, “The candidate really had a valid point in my mind and made me re-think how important areas such as break rooms, and choices in vending machines and/or cafeterias can affect how your employees view your organization in the commitment to its most valuable resource.” In other words, it’s in the every day things things companies do – not just through quarterly bonuses, annual awards or periodic celebrations – that communicate to your employees that you sincerely value their efforts, support them and want to ensure their success. 
• “What are the specific steps you as my manager take to ensure my success in this position, and what are your procedures for preparing for my termination if I’m not?” After getting this question at the end of a sales position interview, reader James was understandably thrown off guard. After all, not many people ask about the firing process; however, James wrote that it made him consider how his accountability practices play into his goals for his team’s performance.   Lesson learned: “Interviews (especially for sales positions) need to include detailed expectations for success and ‘how’ the candidates will be held accountable for that success so that he/she knows exactly what will be expected of them should they get the job.”
• “Why isn’t anybody that works at your company happy?” Sure, it’s not the most eloquently phrased question, and perhaps a tad on the presumptuous side, but when a candidate  threw this question to one anonymous reader, rather than take offense and immediately dismiss the candidate, the interviewer instead took the opportunity to find out where the candidate had gotten such an impression and clarify any misconceptions about the company. Lesson learned: The interview process provides an opportunity to find out how well your company is executing its employment brand, and give insight into how to better execute it. 
• “What do you do if he (the owner) dies?” Despite its bluntness, reader Brett found this question to be smart once he realized that the candidate was thinking long term, and was concerned about the company’s viability should he be hired. Brett writes that this question “made me start to think – we prep for a lot of things like talking salary & benefits because we think about what we’d want to know… but you never know who’s sitting on the other side of the desk and what their wants/needs are…”  Lesson learned: Brett brings up a good point about the importance of doing the right research to understand candidate attitudes, behaviors and perceptions when recruiting and trying to sell your company to candidates.

The overall lesson?
At the very least, questions like these can give you insight into how an individual thinks and his or her motives for taking a job, as well as a glimpse into their soft skills, what kind of employee they will make and how, if hired, they would potentially sell your company to others, to name just a few additional benefits.

At the most, these questions can help prepare you for future interviews and give you insight into something about your company that needs to be addressed (see “Why isn’t anybody who works at your company happy?” above) – whether it’s better communication about the company mission statement, or the fact that you need to better manage or build your external employment brand.

What about you? Any questions of your own to add to the list? And if so, did you learn from the experience?

We’ve all heard stories about “difficult” interview questions. Rarely, however, do those stories focus on the interviewer, so…For our latest “We Ask, You Win” contest, The Hiring Site is asking you to share with us: Has a job candidate ever asked you a question that you found particularly difficult to answer? 

• Perhaps, for example, a candidate asked a question that threw you off-guard and made you change the way you prepare yourself or your team for interviews…
• Or maybe a candidate asked about something you never would have thought would be important to them (like your corporate social responsibility or green initiatives), thus making you rethink how you sell your company to job candidates…
• Or perhaps a candidate asked about something your company didn’t currently offer (like a certain benefit), that you had never considered before…

Whether you didn’t know the answer, didn’t know how to answer, or perhaps you knew that the answer wasn’t what the candidate wanted to hear…We want to hear from you to tell us the question, how you handled it and, most importantly, what you learned from the experience.

By sharing your experiences of how you handled a difficult interview question – or how you later wish you’d answered it – you will be helping your fellow hiring managers and recruiters…

• Prepare better for the interview process
• Gain a better understanding of what potential employees want in employer
• Enhance your overall recruiting process

And just to sweeten the deal….Just by telling us how a job candidate “stumped” you – and the lesson that came out of it – you’ll automatically be entered for the chance to win a 5^th Generation iPod Nano.

 (Free advice and the chance to win a new toy? Doesn’t seem like such a bad deal.)

How to enter:
Simply answer this question – “What interview question from a job seeker has ever stumped you, and how did it change the way you think about your company’s recruitment process?”– in the comments section below, and you’ll automatically be entered to win a brand new 5^th Generation iPod Nano.  (Feel free to post anonymously, too. It won’t hurt your chances to win – so long as you abide by the terms and conditions.)

Contest details:
Entries will be accepted from 12:00 a.m. CST on Monday, April 19, 2010 until 11:59 p.m. CST on Friday, April 23, 2010.  Each account may only submit one answer for consideration; subsequent entries will not be considered. Spam responses will not be considered. The winner will be picked at random and notified via e-mail the week of April 26, 2010. Please read the full list of official contest rules and regulations.

What is your compensation strategy — or do you have one at all? In many workplaces, employers are often just throwing darts to ultimately decide upon the monetary figure which becomes an employee’s salary. Last week, we asked all of you to answer the following question for a chance to win a Talent Compensation Portal report for two job positions: “What do you think is the most important factor in determining compensation?”

We received some excellent and diverse answers from you, our readers, and here are a few:

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I believe work experience is the most important factor in determining compensation. Likewise, job performance should be the #1 determiner for raises and promotions. –Heather

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The most important factor is the value the employee brings to the company. It’s not an exact science because there are multiple things to consider but at the end of the day you don’t want to be paid more than the value you are giving to your company or else it will be a short-lived situation. –Joe

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I see experience along with certification/education as the biggest factors, but someone showing initiative and doing work beyond their job duties to better the company is deserving of a raise or promotion. –Stephanie

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A person’s earnings at his/her most recent employer. –Jaime

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A like position should not pay the same in NYC as it will in rural Nebraska since the cost of living are no where even close to the same. HR departments must know what their competition is offering for like positions “down the street” to be competitive and attract the best person for their company. A company that offers excellent benefits needs also to promote this to the candidates. –Lisa

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When determining compensation for a new hire – experience, drive, passion, and aptitude play a role in compensation. If I can tell the new hire is applying or interviewing because they are just looking for a paycheck, I will not compensate them at the same rate initially as someone who is coming to the position with the same experience but is thirsty to grow. –Allison

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The single most important factor in compensation is relevant job experience. Education is important, but someone with a degree and no relevant work experience, should not recieve as high a pay scale as someone who was working in their chosen field while getting their education, even if it was an internship. Attitude, drive, flexibility, vision, achievable goals all should be considered at the time of performance evaluation or promotion time. -_DG

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Results, ROI, Performance – whatever you want to call it. New hire or veteren – it’s the one with a proven track record that should get the greatest compensation. –Brenda

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There is a salary range for various “job titles w/descriptions/qualifications” in every industry area which is usually a boiler plate for compensation. Based on these salary ranges, employers will negotiate a compensation package within that range or sometimes higher to recruit and retain the best talent for all positions. –Sherry

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The mention of a “boiler plate” is interesting, as are the answers we received from many of our readers, precisely because the idea of what compensation strategy is, or should be, is so varied. As we’ve seen from the responses, many employers think of  compensation strategy in terms like  “experience,” “past performance,” or “recent salary.” While these are definitely important and part of what makes up a strategy, it’s also important to think beyond these factors to questions like:

• What are you measuring a candidate’s experience against to determine the right salary?
• What are your competitors doing?
• What is the most frequent salary for the position you are filling, in your geographic area and industry?
• Do you have any idea whether your number is on the low or high end of the scale?

Compensation strategy is essential for attraction and retention

Obviously, your company doesn’t just pull a number out of thin air (right?), but it is important to understand which factors are involved in deciding upon a fair salary – and how those factors are determined in the first place. Assigning weight to factors arbitrarily without research off which to base it and back it up can be a dangerous decision.

If you want to position yourself as a best-in-class organization, it is wise to start thinking now about which compensation factors are important to your company, then use the most current and accurate compensation statistics to develop a strategy around your company’s compensation decisions.

Compensation is not only a big expense to businesses of all sizes, but is also crucial in both attracting and retaining your best employees. If your company doesn’t know the right compensation for a particular position, it is difficult to compete for a stellar candidate. And if your current employees find out that your company doesn’t realize their true worth, they’re not going to be sticking around for long.

As the employment market is constantly changing, your company, too, must continue to evaluate and adjust your compensation strategy to ensure you’re remaining competitive and balanced. With the most fresh and comprehensive compensation data at your side, your company can start putting method behind your money – and reaping the rewards.

The time has come! Enter for a chance to get a report with the most accurate, fresh, and complete compensation data available today.

How to Enter:
Simply answer this question in the comments section below: “What do you think is the most important factor in determining compensation?”

Once you submit your answer, you’ll automatically be entered to win a report generated from CareerBuilder’s Talent Compensation Portal product for (2) job positions (a $300.00 value).

What will that get you, exactly? The most up-to-date compensation information available for two of your most pressing job positions. No joke. Check out the video demo of Talent Compensation Portal here.

What’s a star performer worth…

…And why should you care? Well, as it turns out, compensation is the single largest expense for companies of all sizes. According to the Bureau of Labor Statistics, U.S. corporations’ total employee compensation expense in 2007 was approximately $7.51 trillion. Staggering, isn’t it? Yet, few companies have a real strategy around their compensation. Have you thought about the factors influencing compensation? How much is a great new hire “worth”? How about a company’s best employees?

Having the most accurate, fresh, and complete compensation information enables a business to:

• Optimize its salary budget
• Attract and retain the best people at the right price
• Keep up with the latest compensation trends
• Manage compensation during times of change
• Reduce turnover

It’s smart to start thinking about the factors important to you in determining compensation — it’s not only a big expense to businesses of all sizes, but compensation is crucial in attracting and retaining your best employees. If employers don’t know the right compensation for a particular position, how can they compete for a star employee? And if employees aren’t aware of what they are worth, they could be missing the right opportunities. Alternately, if they find out that a company doesn’t realize their true worth, they’re not going to be sticking around for long.

Contest Details:
Entries will be accepted from 12:00 a.m. CST on Monday, March 15, 2010 until 11:59 p.m. CST on Friday, March 19, 2010.  Each account may only submit one answer for consideration; subsequent entries will not be considered. Spam responses will not be considered. The winner will be picked at random and notified via e-mail the week of March 24, 2010. Please read the full list of official contest rules and regulations.

Thanks to everyone who – in response to last week’s “We Ask, You Win” contest – shared their company’s biggest challenges in recruiting and retaining workers.  You gave us some great feedback, and I’d like to share some of those answers with the rest of our readers.

Challenge: “I have too many resumes to sort through.”  The influx of resumes recruiters and hiring managers are receiving right now can be both a blessing and a curse. As one reader puts it, “It’s great to have lots of choices [as far as resumes go], but the burden of time spent on this can be touch to manage.”  (Burden might be an understatement: One reader reported receiving as many as 800 resumes for a recently advertised job opening.)

Solution: “With the economy the way it is anyone and everyone applies for jobs regardless of title or description,” says reader Michelle, a source of frustration for many readers.  Michelle gets around this challenge by pre-screening applicants by asking them to answer detailed and specific questions.  Customized screening questions saves you time by enabling you to quickly distinguish between those applicants who actually meet the qualifications for the job and those who are simply “applying to anything and everything in hopes of the chance of just finding work,” as reader Shannon Crone put it.

(FYI, if you’re a CareerBuilder client, you should know that you can take advantage of free screeners – personalized questionnaires that job seekers fill out as part of the applciation process – to help weed out unqualified applicants.)  

Challenge: “We can’t offer competitive compensation to retain and attract valuable employees.” Due to tighter budgets and fewer monetary resources, many companies (understandably) are wondering how they’re going to attract and retain valuable workers unless they can offer competitive rates. 

Solution: First, make sure you’re aware of today’s going compensation rates. Many employers today are relying on old salary reports or historical data – which do not account for today’s economic situation and are therefore outdated.  Utilizing third-party talent compensation reports to pull real-time data from industry and area competitors will give you a clearer idea of what your competitors are offering – and the results may surprise you.

Second, think about what you can offer them that won’t cost as much.  Can you offer  relocation fees? A signing bonus?

Third, realize that salary isn’t everything for today’s job seekers. They also want a place that respects their need for a work/life balance.  Consider any unique benefits you offer – anything from flexible schedules to recognition programs to wellness benefits – and make sure you emphasize those anywhere you can – beginning with your job advertisement.

Kelly, a reader who says her company’s greatest challenge is competing to retain and attract employees at a time of reduced salaries and a frozen 401k match, says her company plans to stay competitive by communicating the value of the experience employees gain by working at the company and being part of a leading and growing company in its industry.

Not wanting to lose their top performers and well aware of the need to engage their employees, another reader, Angela, says her company recently implemented an employee recognition program to improve employee morale, engagement and retention.  

Good call, Angela: Employee recognition programs effectively lead to lower turnover rates, according to The Carrot Principle: How the Best Managers Use Recognition to Engage Their People, Retain Talent and Accelerate Performance, based on 10 years worth of data on 200,000 managers and employees. According to studies cited in the book 79 percent of employees who quit their jobs give “a lack of appreciation” as a key reason for leaving. 

Challenge: “I can’t find the qualified candidates I need.”  For some of you, it’s not that you can’t offer candidate the right price, it’s that you can’t get the candidates in the first place. This is especially true for those recruiting for candidates with highly specialized skills, which is the predicament one reader has found himself in when looking for a particular type of health care professional. 

Solution: Frustrated by the current supply of candidates, he has started reviewing psychology industry publications to source candidates.  (A tactic that isn’t unlike what Seattle-based Tableau Software recently did when it needed a Web developer with extensive knowledge of Drupal:  the company’s recruiters began surfing niche social networking sites that catered to Drupal enthusiasts, where they eventually found their new hire.)

For reader Nick Tompkins, geographic location is an obstacle to finding qualified candidates, who are hesitant to consider relocating to his company’s rural location, where there is a limited availability housing market. To counter this challenge, Nick is working to change relocation benefits for professional hires, as well as partnering with the local chamber of commerce to build more affordable rental housing.  Last but not least, the company is focusing on its stability and “strong industry position in the current economy” to sell itself as a desirable place to work. 

Challenge: “We can’t respond to candidates the way we want to.” Reader Keil Werner says that, as a recruiter, his greatest challenge – bigger than sorting through the plethora of resumes he’s getting – is making the time to respond to these candidates in an effort to maintain good relationships with these candidates and build a network from which he can source qualified candidates in the future.  

Solution: Keil brings up a good point about the importance of not only fulfilling the immediate need to hire, but also working to grow your talent pool so you’ll have an easier time filling positions that open up later on. Not to mention that maintaining ties with candidates can be good for both your employment brand and your business.  One way to keep the lines of communication open with candidates is to set up automatic e-mail alerts that tell applicants that their resume has been received and where it is in the review process – either through your company’s internal careers site or with the help of a third party.  If you use CareerBuilder’s Resume Database, for example, you can use the free ”My Letters” tool to create and save up to 20 different automatic response letters to send to job seekers after they submit an application to your job.

Care to add your two cents? Got any advice of your own to share?

How are you navigating your biggest recruitment challenge this year? Share with us for the chance to win a Garmin GPS Navigator! (See what we did there?)

With a new year comes new hope for improved economic conditions, but it also often comes with new challenges – as evidenced by CareerBuilder’s recent survey about the staffing challenges employers anticipate having this year.  Among the challenges mentioned are the ability to provide competitive compensation, maintain productivity levels, and retain top talent. (Any of this sound familiar?) 

In light of these results – and in an effort to help generate ideas to help others overcome these challenges, we’d love for you to weigh in with your biggest 2010 recruitment challenge your plans to navigate that challenge.  One lucky participant will be chosen at random to win a brand new Garmin GPS Navigator.

The payoff (aside from the chance to win a helpful little gadget)?  By sharing your experiences in the comments section below, you’ll gain more insight into the challenges your industry peers are facing, and in return, gain new ideas and insight into how to respond to your own biggest challenge.

How to enter:
Simply answer this question – “What do you foresee as your biggest recruitment challenge this year, and what are you doing to overcome it?”– in the comments section below, and you’ll automatically be entered to win a brand new Garmin GPS.  (Feel free to post anonymously, too. It won’t hurt your chances to win – so long as you abide by the terms and conditions.)

Contest details:
Entries will be accepted from 12:00 a.m. CST on Monday, February 8, 2010 until 11:59 p.m. CST on Friday, February 12, 2010.  Each account may only submit one answer for consideration; subsequent entries will not be considered. Spam responses will not be considered. The winner will be picked at random and notified via e-mail the week of February 15, 2010. Please read the full list of official contest rules and regulations.

In Part I of  “How does your company sell itself to ensure you win over your ideal candidates?” we asked all of you what exactly you’re doing to snag the attention of your ideal candidates. There were many great responses, and in sifting through them, I realized that while many of the ways you compete for candidates you want are conceptual, many others are so tangible you can pet them (dogs in the office, anyone?)

How Are You Getting An Edge?

Some of you said your company keeps abreast of new technologies to get an edge over your competition, and that you utilize social media like Twitter and Facebook to engage with candidates and promote awareness of your brand. Others talked about the importance of your company’s longevity, stability and growth in light of our current economic climate. Some said they swear by their employee-written company blogs and employee video testimonials, and more than one person mentioned job shadowing as a great way to not only introduce candidates to the company culture, but also give employers a genuine feel for the candidate and potential for a fit.

But wait — Do you know where your competitors are? As we’ve mentioned before, while these are all excellent examples of how to set your company apart from your competition and reach your ideal candidates, it’s all for naught if you don’t first know who who and where your competitors are. Once you are armed with this knowledge, you can tackle your competitive gaps head-on and more effectively employ your candidate “sales” strategies. How do you find out this information, you ask? Check this out.

Perk Up

Unique perks that entice your ideal candidates range significantly, and include:

• A healthy work/life balance
• Flexible or alternative work schedules
• Corporate volunteering groups and efforts
• Cross-training in various areas of the business
• “Green” building design
• Tuition reimbursement
• Health benefits for an employee and his/her family
• Casual dress code
• Dogs in the office
• Employee trips
• Candy at the reception desk
• Free yoga
• In-house massage
• Learning opportunities
• Fun contests to promote recognition
• 15 days off during the holiday season
• Profit sharing
• Onboarding programs

In your own words, a few of the ways you’re bringing unique back into the workplace:

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“There are usually one or two employee dogs roaming the office daily offering their own brand of therapy and if that doesn’t do it, we have free yoga classes. Great atmosphere, open and honest dialogue, and good benefits makes us a pretty easy sell.” ~Stacy
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“When we find the right candidate, we immediately send him/her a large box of Godiva chocolates (or special Hershey Kiss package if the candidate has kids)with a warm note telling the candidate how much we enjoyed meeting him/her and why we want him/her to join our team. As a result, we stand out in the crowd. Works every time.“ ~Julie
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We provide a full overview of the benefits that we offer, which are competitive. We also focus on work/life balance offering an alternative work schedule which is a very desirable benefit. ~Lauren
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Our company offers excellent benefit packages, continued training and advancement, and the ability to cross train in various divisions globally. ~Janine
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We post as many details about our jobs as possible. Careerbuilders job posts allow this detail. We include a link to our job board as well. At our website candidates can find complete information about our credit union as well as the benefits we offer. Our site lists all the charitable organizations we support. Any questions that applicants have can be discussed at the interview. ~Barb
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Our firm is on Facebook, Twitter and Linked In to engage candidates with news about our company. Every external signature on email contains our links so ensure the word gets out. ~Laura
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We share our information with candidates on all the “little” benefits we offer (outside of health insurance, etc.) such as an employee referral program, gym on campus, holiday party, employee recognition dinner, perfect attendance awards, etc. We also have a very generous Paid Time Off program. We may not be able to pay the best but we try to make up for it in other ways. ~Nicole
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A simple tour of our state of the art facility will let any potential employee know we mean business and are serious about growth. ~Matt
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Environment! Fun!  Opportunity! We place fun high on our priority list, and being on our staff is like being in the “A-List” crowd. We are all friends, and choose to spend time outside of work together because of our group dynamic.
Our patients “sense” the energetic camaraderie in our office and want to be here to simply bask in our warm, fun glow. As a result, we never have a problem hiring the “right people”, and no one ever quits. Even in 2009, we grew 6% over last year, and added staff. ~Melissa
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It is all about the candidate! What do they want, not what can I fit them into. Knowing their career goals and matching that with the clients needs creates a win/win/win for candidate/client/recruiter. ~Scott
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We are embracing social media! Twitter and Facebook for sure. ~Elizabeth
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We differentiate ourselves when it comes to hiring by really showing a prospective candidate the advantage to our products and technologies. We primarily recruit civil engineers and like to show the opportunities for them to really advance and get more out of this company than any other experience before. We have a uniquely open culture and we also like to talk on that as a good fit to any one looking for a progressive company. ~Chris
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We sell ourself through promotion of our excellent insurance benefits, safety record, corporate spirit/values, and job stability/security. Cash always talks too. If you want the best, you have to pay a little more. ~Josh
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We foster an entrepreneurial environment and make sure everyone enjoys a piece of the profits derived from their hardwork. ~Kelly
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We are always paying close attention to our candidates needs and concentrating on what will drive them once they become an employee: salary, benefits, work-life balance and career development. Several programs are inplace to ensure that once a candidate transitions into a new hire, they will want to stay until retirement. ~Trina
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And “Adam” quite possibly summed up the spirit and pride of many of you well with his statement:

-We are AWESOME
-We are FUN
-We have free drinks for everyone
-We are stable
-We have a great business model
-We have candy jars at the Receptionist’s desk
-We pretty much RULE THE WORLD. ~Adam

Do you want to see what other steps your peers and competitors alike are taking to attract candidates? I couldn’t mention all of the comments in this post, but many excellent minds contributed. Read all the comments here.

Last week, The Hiring Site ran a contest in which we asked you, “How does your company sell itself to ensure you win over your ideal candidates?“ Honesty, Family, Growth, Culture, Reputation, Respect, Listen, Communicate, Relationships, Understanding, Connect, and Fun — These are all words that, when reading through the near-600 comments to write this post, I came across more than once. In fact, you all talked about these concepts quite a bit when describing your companies — and that’s a good thing. This post focuses on the value-related responses I received; I’ll cover the more tangible ways you sell your company to candidates in Part II of this series.

You are fiercely proud of your companies — that is evident — and you have many ideas about how you’re getting an edge over your competitors, and what you think is important to candidates. Some of you even called out your competition in the comments themselves (we won’t mention any names).

There were so many great responses that it would be nearly impossible to talk about them all — but here are some highlights:

Honesty.

“We are honest with our candidates and don’t make outlandish promises. As one of my candidates said the other day, ‘You are the first recruiter to call me and actually tell me real information about a position.’ We also get to know our candidates, not as a candidate, but as a person. We want them coming back to us in the future.”
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“We use one on one conversations that are truthful and forthright to let our candidates know the true market they are facing.”
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“We make a point of being upfront and honest about our expectations for the position and who we are as a company. Starting with everyone on the same wavelength is absolutely vital.”

Family.

“Prior to a job offer, the candidate is invited to visit any of our six locations and talk with any crew members and/or manager, to experience our family oriented philosophy in action.”

Growth.

“Salary/benefits are black and white comparisons. It is the way a person perceives their place in the organization that will create a desire for them to be part of it.”

Culture.

“Our culture promotes a relaxed atmosphere that stimulates creative thinking, which leads to empowerment.”

Reputation.

“Even in times when we are not actively hiring, we continue to market ourselves in our community to keep the pipeline of interest open. Good community relations, name recognition, and good reputation are all very important in the efforts to continue to attract quality talent.”

Respect.

“We remember that all candidates have the potential to be or may already be customers. We treat all candidates in exactly the same way we treat customers – respect, gratitude and never taking them for granted.”
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“Every candidate receives a response to their job application – ALWAYS AND WITHOUT EXCEPTION.”
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“If we treat our candidates with respect and really listen to them — and find the right position for them — our company ’sells’ itself.”

Listen.

“We strive to change the negative image so many people have of the staffing industry. We are able to do this through creating a culture of responsiveness and empathy with our candidates and clients.”
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“Success begins by hearing the candidate first.”

Communicate:

“We’ve held several focus groups with diverse sorts of employees and engaged them in interactive discussions to understand what they like and dislike about our company, what keeps them here and what may cause them to leave. The information gathered was very consistent and defines our employment brand. We win over our ideal candidates because we have a very good self awareness and clearly communicate to candidates our strengths and weaknesses. It all adds up to new hires who are great cultural fits.”
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“We only use the internet and search engines for initial contact, after that we “go old-fashioned” and actually talk to our candidates. We build relationships as we’re in business for the long haul. You’d be surprised how many candidates make comments such as “I can’t believe I’m actually talking to a real person!”

Relationships.

“Simply stated, its about building a relationship with your candidate/customer.”
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“When we’re not hiring, we always conduct informational interviews to reference back to when a position opens up matching their skill set.”

Understanding.

“It is important to convey to the candidate that they are now your customer. In any good customer relation experience, the sales person/recruiter/etc. will seek to gain and understanding of what the customer wants and will seek to build a solution to satisfy that want.”
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“We’ve spent a lot of time and energy over the last couple years to understand our employment brand. The key here is to truly understand the brand – not what HR thinks we are, and not what we want to be, but what our current employees think we are.”
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“Most of us have been where our candidates are in terms of being out of a job. We can directly relate that to them if necessary.”

Connect.

“We win over ideal candidates by making sure the opportunities we present them with are a strong match for them technically and personally. It is one of the most basic expectations, yet is rarely done by most recruiting firms and wastes candidates’ time.”

Fun.

“We strive to keep our workplace a fun place to be. We constantly benchmark ourselves to other similar companies regarding benefits, compensation, and morale boosting activities. We actually do more “off-the-clock” get togethers than the norm to thank our employees and their families. One of my favorites is our annual truck rodeo. The winners go to the state competition. While they are competing, their bosses, including the President, is on the sidelines grilling and waiting on the employee’s family.”

Reality Check

While these are all excellent examples of how to set your company apart from your competition and reach your ideal candidates, it’s all for naught if you don’t first know who who and where your competitors are. Once you are armed with this knowledge, you can tackle your competitive gaps head-on and more effectively employ your candidate “sales” strategies. How do you find out this information, you ask? Check this out.

One Last Word…

I think this, from one commenter, really sums up the essence of a strong workplace — a workplace that cultivates candidate attraction from the ground up:

“No company can successfully run without happy employees.”

Agree with comments above? Disagree? What elements do you think are essential to win over your ideal candidates?

Calling all recruiters and hiring managers:  Keep warm this winter season (or at least listen to good tunes in the cold) with a brand new 4G iPod Shuffle or CareerBuilder Full-Zip Fleece! Read on to find out how and enter.

Very few spaces exist in which there is a lack of competition for consumer dollars — and the same is true of the competition for talent. It’s not just job seekers who are competing for a job, Trump-style, either — your business is, in fact, competing for candidates all the time. Competition for quality employees is fierce in our current economy, and it’s necessary for companies to consider unique perspectives and find original — or at least noticeable –- ways to identify their ideal candidates. Everyone from small business owners to President Obama is brainstorming ways to get more innovative about job creation. How does that creativity and innovation extend into recruitment — namely, how do you find creative, yet cost-effective ways to connect with the candidates you want?

Do you know who you compete with for top talent in your industry? You may be surprised to find out that you are actually competing for candidates not only in your own industry pool, but in several other industries as well. Many companies are reaching further than before to widen their pool of candidates, and on the flip side, many candidates are exploring new fields and types of positions. Have you thought about what other industries might find your ideal talent appealing? If so, what exactly are you doing to snag the candidates you really want?

Share your thoughts with us, and you could win a 4G iPod Shuffle or a CareerBuilder Full-Zip Fleece! (Two 4G iPod Shuffles and two CareerBuilder Full-Zip Fleeces are up for grabs.)

How to Enter:
Simply answer this question in the comments section below: “How does your company sell itself to ensure you win over your ideal candidates?” Once you submit your answer, you’ll automatically be entered to win a 4GB iPod Shuffle or CareerBuilder Full-Zip Fleece (There are four prizes total; two people will win an iPod Shuffle and two people will win a CareerBuilder Full-Zip Fleece.).

Contest Details:
Entries will be accepted from 12 a.m. CST on Monday, December 7, 2009 until 11:59 p.m. CST on Friday, December 11, 2009.  Each account may only submit one answer for consideration; subsequent entries will not be considered. Spam responses will not be considered. The winner will be picked at random and notified via e-mail the week of December 14, 2009. Please read the full list of official contest rules and regulations.

How does your company sell itself to ensure you win over your ideal candidates?