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?

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?