Strategic Staffing 17 Oct 2019, 8:13 pm

Contingent staffing, outsourcing, behavioral hiring. All have become commonly used buzz-words among human resource and staffing industry professionals. While the terms refer to different activities, their intent is the same: gain competitive advantage by implementing new tactics and strategies in the hiring and use of labor. If you are familiar with the current trends in staffing, that’s great. If your organization is benefiting from their implementation, that’s even better. If you are interested in learning more about current strategies and tactics in staffing, read on. This article outlines several popular staffing trends and provides an introduction to their use.

CONTINGENT WORK FORCE

Companies are turning to contingent workers—the people who are called in on a short-term or project basis— for a variety of needs. The idea driving this trend is simple: bring in people to meet the demand for labor or expertise only when those people are needed. Companies executing this strategy are able to reduce fixed expenses by maintaining a smaller direct (or permanent) staff. When workloads increase, they are able to bring in top quality temporary workers using a human version of a just-in-time inventory system. As an added benefit, the cost of a contingent worker is often lower than that of a full-time employee due to the elimination of benefit expenses.

Today’s contingent workforce crosses all lines of business and areas of functional responsibility. While temporary help used to be thought of as clerical support, the term has now come to encompass industrial, engineering, information technology, and professional positions. In many parts of the country, the fastest-growing category of temporary workers are interim executives—from marketing and financial experts right up through CEOs.
The following are the major staffing trends associated with the contingent work force.

Supplemental Help
Fill-in for short-term demand such as a vacation or special projects. Using supplemental help allows existing staff to focus on more pressing business. It frees them from time- consuming tasks that disturb workflow and do not add much value.

Peak & Project Management
Strategic use of temporaries to accommodate cyclical workloads and projects. This results in consistency between the amount of work to be done and the available number of employees, keeping direct employees working at peak effectiveness.

In some instances, employers have actually developed a shared workforce that rotates from one business to another to accommodate each company’s unique seasonal needs.

Contract Staffing
A client company brings in experts (managers, executives, HR, and information technology professionals, etc.) on a temporary basis to do work requiring specialized skills. Contract staffing allows businesses to complete vital projects without adding fixed expenses, or to smooth a transition when a key executive must be replaced. Currently, these workers comprise the fastest growing sector of the temporary workforce.

On-Site Management
The staffing supplier provides an on-site coordinator for supplemental employees at a client company. Typically, these arrangements are made by large volume staffing users to simplify coordination, and increase both productivity and quality across a variety of departments.

Single Source Management
The client company places all orders for staffing with one provider. This arrangement simplifies staffing for the client, by providing them with a single source for coordinating all their staffing needs. Occasionally, the primary staffing provider may not be able to fill a staffing request because of volume requirements (i.e., the client needs several people at once), or because the request is outside the provider’s area of expertise (e.g., the client needs an electrical engineer, but the staffing provider does not provide technical staffing).

Sometimes, the single source provider will subcontract to other vendors to meet the client’s needs. In some cases, the preferred vendor may have a presence at the client’s site, similar to an on-site management arrangement. Or, the primary provider may coordinate staffing activities from their own offices.

Facilities Staffing
The temporary help supplier assumes responsibility for staffing certain jobs or departments with disproportionately high turnover, driven by routine or mundane work. Employees are “rotated” into and out of these positions based upon productivity. As a result, performance and quality increase, while the employer’s liability and headaches are reduced.

HIRING OPTIONS
The demand for good people is certainly not something new. Executives commonly complain about the difficulty in finding and hiring producers. So many companies are taking new approaches to making the hiring decision. The following provides an overview of two major tactics being used.

Behavioral Hiring
Have you ever selected a job candidate based almost solely on that person’s past work experience? Have you ever ignored a nagging doubt about a job prospect’s personality, hired them anyway, and regretted it?
According to Ed Ryan, president of MPR Consulting, companies put too much emphasis on education and experience while neglecting behavioral traits and chemistry.

When filling a position, managers often prepare a job description detailing the duties. But, most people stop here. Missing is a description of the types of behavior necessary to execute these duties. To develop a behavioral traits profile, identify the company’s top performers in that position. Determine what makes these people so good and you have the behavioral traits necessary to succeed in this position.

After preparing a profile, the hiring process can begin. Behavioral hiring requires every candidate to go through a structured interview. The interview questions are designed to determine if a candidate possesses the desired personality traits. The skills and experience of those with the right attitude and traits are then reviewed.

The next time you have a need to hire, try considering behavioral traits and chemistry, as well as experience and skills.

Temp-to-Direct Hire
Temp-to-direct enables companies to test an employee on- the-job before committing to direct employment. This trend has become popular because it alleviates some of an employer’s fears of making an incorrect hiring decision. This strategy is an excellent way to lower the risk associated with hiring. On the downside, however, many of the best applicants for a given job opening may be currently employed. These people are rarely willing to leave their current job for a temporary position even when the opportunity for permanent employment exists.

PROFESSIONAL EMPLOYER ORGANIZATIONS (PEOs)

Employee Leasing
Employee leasing is a service provided by a PEO or Professional Employer Organization. According to the National Association of Professional Employer Organizations, a PEO is a company that provides “integrated business services which more cost effectively manage critical human resource responsibilities and employer risks for its clients.” More simply put, a PEO firm takes over the responsibility for a significant portion of the employer’s functions for the workers assigned to their clients. The PEO firm contractually assumes the employer rights, responsibilities, and risks. Included in those rights and responsibilities are payroll processing, tax withholding, workers’ compensation insurance, employer’s share of social security tax, unemployment tax, and benefits provision and administration for the leased employees.

Payrolling
Payrolling is a service offered by most temporary staffing firms. Unlike leasing, which is relatively new, payrolling has been around for a long time. In many respects, employee payrolling is like employee leasing. The mechanics are almost identical—a current employee is placed on the payroll of another firm. The payrolling firm is responsible for the payroll processing and administration including creating the paycheck, handling the statutories and governmental reporting, and supplying unemployment compensation. One major difference between payrolling and leasing is that most payrolled workers do not receive medical benefits.

What most often differentiates payrolling from employee leasing is the scope of the agreement. Payrolling is frequently a project-based service used for temporary and other short- to medium-term personnel requirements.
Leasing, in contrast, is designed to be used as a permanent solution to payroll and benefit administration needs. The question facing employers is: Why use either service?

A number of forces in the marketplace cause companies of all sizes to look at alternative staffing arrangements such as employee leasing and payrolling. One such force is the increasing regulatory burden of being an employer.
Government reporting, compliance and administration are consuming an ever-increasing share of businesses’ time and resources. At the same time, these organizations are being forced to “do more with less” due to increasing global competition and decreasing product life cycles.

Is employee leasing or employee payrolling right for you? It depends on what your company is trying to accomplish. Both can increase productivity and reduce risk.

Payrolling and employee leasing eliminate the paperwork, reporting, and administrative burden of human resource management. For many small to medium-sized companies, these services provide key managers the freedom to focus on those activities that are most critical to the success of their businesses.
Employee leasing or payrolling may provide your firm with solutions to the headaches of personnel selection and administration.

OUTSOURCING

Outsourcing has become a popular cost-effective method to manage non-essential functions while maintaining focus on the company’s core competencies. What is outsourcing? Simply put, outsourcing is having an outside company take over a specific component of your business. Some business functions have always been outsourced.

Accountants, attorneys, and consultants are essentially providing outsourced services. The difference now is that companies are taking a hard look at their business and determining which functions are most critical to their success. All the non-critical activities are then turned over to an outside provider (or providers) who can perform the function either at a lower cost or with greater productivity. Many market forces continue to drive the need for outsourcing:

1. Accelerating technology has provided new product and systems capability. Taking advantage of this phenomenon, however, requires ever-increasing levels of expertise.
2. Heightened customer expectations in areas of quality, service, and price performance have required increased attention to detail.
3. Declining product and service life cycles and an increasing need for customization has produced many added headaches for business.
4. Globalization has created new challenges, as well as new markets and new economic rules.

In short, competition and a changing marketplace are squeezing businesses from all sides. Companies must spend more time concentrating on the specific products or services they represent. They must reduce costs, reduce head count, flatten the organization, and redirect and focus management to increase profitability. Outsourcing offers one way to reduce management involvement by eliminating specific administrative activities. The outsourcing partnership between the company and the service provider can:

1. Reduce the cost and hassle of labor-intensive activities. For example, telemarketing may be an important part of a company’s marketing strategy; however, it is plagued by high turnover. Rather than suffer the expense, aggravation, and morale problems that result from frequent turnover, this could be successfully outsourced to a company specializing in recruiting and training. The service provider will take away the administrative burden of the HR functions.
2. Lead to improved performance in areas impacted by improved technology. A service provider like EDS in information technology or MCI in telecommunications has state-of-the-art expertise in the hardware and software needed to enhance a company’s technological operations. For many small to mid-sized companies, technology investments can be cost prohibitive. By outsourcing, the costs of technology are shared with the other users of the service provider. Even for larger companies, the service provider’s expertise with the technology helps assure greater efficiency.
3. Add extra value through a risk-sharing relationship. For instance, outsourcing a mailroom off-site might allow the service provider to run multiple shifts using existing equipment. By selling mailroom services to other firms in need, the outsourcing provider can turn this support function into a profit center. The risk and the reward may be shared through a partnership between the outsourcer and the service provider.

To determine if outsourcing is a viable alternative for your company, you must create a well-defined plan. Conduct an internal assessment to define your firm’s core functions. In doing so, you may discover non-core functions which are appropriate for outsourcing.

If you discover areas to be outsourced, the next step is to determine which service providers offer the expertise you require. In selecting a service provider, you are choosing a partner for your company. Be very selective! Find a partner with experience, traits, and chemistry that blend well with your company. Interview and reference check all candidates to ensure that the provider can do the job and will provide the level of service you want.

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The Top 10 Ways to Retain Good Employees 17 Oct 2019, 7:57 pm

1. Share the results of good work, tangibly.
   Bonuses, cash, and non-cash rewards need to be tied to results so that, in receiving them, the employee knows that he or she is being rewarded for his or her specific contribution. Gifts given at the whim of the CEO can be regarded as actually demeaning in that they bear little relationship to actual contribution.
2. Let your employees know they are part of a team.
   Employees have heard the old saw; people are our biggest asset, so much so that they nearly vomit when it is repeated. Letting them know means having direct, regular, and personal contact. I recall walking around the plant with Jim Lincoln, president of Lincoln Electric, many years ago. Every single one of the 604 employees knew and addressed their president by his first name, AND he reciprocated!
3. Follow the CFH rule; be candid, frank, and honest.
   Somehow, the higher one gets on the executive ladder, the more the misconception seems to exist that you can get away with not telling the truth to your employees. That simply isn’t so. As Abraham Lincoln said: You can fool some of the people some of the time, etc. Being less than honest means that you’ll get less than the best from your people.
4. Don’t spare the bad news.
   Some CEOs have a penchant for spreading the good news and hoarding the bad on the grounds that their employees won’t be able to take it. The surprising thing is that, given a chance, most people are more resilient than we think.
5. Little things mean a lot.
   Have you ever received a card or note out of the blue, when you were down or having a hard time, from someone who knew and simply took the time to let you know that he or she cared? Take time to find out what’s going on with your employees (yes, after 5:00 PM). Letting them know you care-with a card, a call, or simply a word can make a huge difference.
6. Recognize that suspicion is normal.
   As a CEO, you may not want to hear it, but one of the unfortunate effects of downsized America is that CEOs are, in general, not regarded as believable! So, it takes patience, fortitude, and a good deal of practice to get to the point where your people believe you. Don’t become dismayed; just keep at it, as long as what you do and say is real.
7. Distribute choice perks.
   As long as you are in business to make a profit, no business can afford to operate as though all people and positions are equal, because they’re not! Some people are more talented than others; some have more energy, drive, and concern; and some demand more because they can get it. For those in this latter category, the true high achievers, you will have to treat them differently or lose them. They don’t need your guidance so much as your recognition that they are outstanding.
8. Set your boundaries and make them clear.
   Every single person who reports to you as a CEO should be absolutely clear about two things: (1) what you expect of them, and (2) what they can expect of you. It pays to have a formal written boundaries statement to discuss personally with everyone who reports to you.
9. Make it clear that, in your organization, continued growth is a condition of continued employment.
   Too many organizations, especially in government, tolerate average-ness, the hewers of wood and carriers of water. In the long run, everyone, including the employee, suffers. In the twenty-first century, there is less and less room for those who do just enough to get by.
10. Be genuine and be a model.
    You would think that this is obvious. Unfortunately, it’s not. I’ve seen so many executives and CEOs who follow the dictum: Do as I say, not as I do. One of the surprising results of chronic reengineering has been that those employees who are truly self-directing have become less willing to tolerate unacceptable conditions. The average performers will hang around, but the outstanding ones will bide their time and leave.

About the Submitter

This piece was originally submitted by Shale Paul, Executive Coach, who can be reached at shale@shalecoach.com, or visited on the web. Shale Paul wants you to know: I work with individuals who are committed to getting ahead, changing direction, or simply growing! The original source is: Written by Shale Paul, Executive Coach. Copyright 1996, Top Ten Lists, Inc. May be reproduced or transmitted if done so in its entirety, including this copyright line.
http://www.durstandassociates.com/ topten1.html

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Workplace Conflict Resolution: What’s Creating Workplace Conflict and 9 Easy Ways to Resolve It 17 Oct 2019, 7:34 pm

By Arlyne Diamond

A radio interviewer recently asked me if I thought there was more conflict in the workplace
today than in the past. After thinking about it, I replied, “Yes, I think there is more conflict today.”

Here are three main reasons:

1. Today’s workplace is much more egalitarian. We have flatter chains of command, dotted line relationships, and primarily knowledge workers who are capable of making decisions themselves and have the freedom to move on to another job if they don’t like the way they are being treated.

   In prior years, the workplace consisted of a clear authoritarian structure and chain of command. Workers obeyed orders, kept their gripes and personal issues to themselves, and did their work. If they failed to perform effectively, they were immediately fired and replaced.

2. Today, people of all ages from all over the world have come to work together. They have different values, goals, behavioral expectations, and prior experiences. Yet they are expected to work together without really understanding why all the misunderstandings between them occur.
3. Women are now in the workplace in equal numbers to their male counterparts. Although we’ve come a long way towards understanding
   each other and working harmoniously together in the workplace, there are still behavioral differences in teasing, flirting, confrontation, aggression, and simple communication styles.

Solutions to Conflicts in the Workplace
Clearly, these workplace issues are here to stay. How can we handle them? How can we change certain elements? Here are some of my ideas:

Dealing with Different People in the Workplace
Your organization is going to continue to have people of all genders, ages, cultures, styles, and expectations working together. You need to provide them with:

• A common culture with clearly defined behavioral expectations. This includes policy, procedures, statements of corporate values, and culture – and the follow through to hold people accountable.
• Diversity training that teaches how to manage different people as well as how to get them to cooperate at meetings and other group forums. Your organization needs to delve into training. Trainers need to understand cognitive and communication styles, values around politeness, and dealing with superiors, as well as issues of pride, humility, conformity, and all the other differences that cause conflicts in the workplace.
• Acceptance and recognition of differences, so your organization doesn’t try to have a “one size fits all” method of managing.
• More attempts to help each other clear up disagreements and misunderstandings
  – rather than passing judgment and deciding who is right and who is wrong.

Management Style and Hours Worked
When management creates a clear set of guidelines as to work expectations, and measures success rather than time spent, it will be easier for people to know what to do because the parameters are clear. Here’s what your organization can do to avoid conflicts in the workplace related to management styles:

• Publish policy, procedures, values, expectations, and guidelines. Since there no longer is a supervisor with a whip looking over each worker’s shoulder, it is these documents that guide your employees’ behaviors.
• Managers need to learn how to correctly manage different individuals to enable each person to be successful. Some people need more instruction and others need to be left alone to create. Some are more trustworthy than others and can be relied upon to know their own limits and decision-making authority. Others need to be managed more tightly.
• Reward the quality and the quantity of the work, not time. Managers need to stop the subtle and not-so-subtle remarks about not seeing a worker on a Saturday or early in the morning.
• Employees need to have flexible time whenever possible. Some jobs require attendance at set hours. Most do not. People with young children at home might want to go home for a few hours in the late afternoon and return either to work, or to their home computer after their children have been put to bed.
• Recognize that less is often more. If people get to relax, have a family life, recreation, and pleasure, they are almost always more productive and creative during their working time.

Although conflict is here to stay, it certainly can be mitigated by taking the needs and differences of people seriously and by teaching them about each other and how to work together. Stop being afraid and start being kind.

About the author:

With 30+ years of experience in specializing in people and processes in the workplace, Organizational Development and Human Resource Consultant, Arlyne Diamond, PhD can teach your management team how to
manage your organization effectively and efficiently. For more free tips that will help your organization increase its productivity by cutting the number of conflicts in the workplace in half go to: www.diamondassociates.net/articles

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10 Strategies for Controlling Costs with Staffing 17 Oct 2019, 5:30 pm

Looking to improve operating margins in your business? Then take a look at your staffing strategy.

From the assembly line to the executive office, effective staffing is essential to maximizing profitability.

Below are 10 practical strategies for using staffing to reduce overhead, manage operating costs, and improve organizational performance.

1. Convert Fixed Cost to Variable

If your company is like most, labor is the biggest line item on your P&L. To minimize that expense, implement a planned staffing model. Reduce core staff to levels necessary to maintain normal operations. Then partner with qualified temporary staffing vendors to supplement your staff to meet peak production demands as needed. This strategy is particularly effective for industrial labor, as well as for technical and professional projects.

2. Eliminate Overtime

Overtime is an extremely expensive way to get work done. Using temporary employees in place of overtime can reduce labor costs by 20% or more.

3. Limit Benefits Expense

On average, benefits cost 20% – 25% in excess of payroll expenses. Where appropriate, use temporary and payrolled employees (employees who are paid through a staffing firm or professional employment service) to eliminate benefits expenses. This option is most often used for interns, project professionals, and other short-term employees. Using temporary and payrolled employees in place of independent contractors will also reduce your employment risks.

4. Reduce Training Costs, Scrap & Rework

Training is expensive—and not just the hard dollar cost of the training program. There are also the soft costs of lower productivity and poorer quality that result from employing novice staff. Cut training costs and improve productivity by employing skilled temporary employees. By working closely with your staffing partner, you can gain access to candidates who are well trained and have experience in the skills you need. To enhance productivity further, partner with your staffing firm to create an initial orientation and training program for new hires.

5. Shift Administrative Burden

When you use temporary staff instead of direct hires, all costs associated with processing and administering payroll and benefits are transferred from your company to the staffing firm.

6. Prevent Unemployment Claims

Unlike short-term direct employees, temporary personnel work for your staffing partner—not you. Consequently, their unemployment claims don’t affect your rating or your bottom line.

7. Reduce the Risk of Hiring Mistakes

A bad hire can cost you between two and seven times the employee’s annual salary. Staffing firms follow rigorous screening procedures for both temporary personnel and direct hires, which increases your chances of getting the right person. They will most often provide candidates who not only possess the skills and experience you require, but who also have the personality traits needed to thrive in your work environment. To further reduce your hiring risk, you can also take advantage of your staffing partner’s temp-to-hire services and direct placement guarantees.

8. Take Advantage of a Staffing Firm’s HR Capabilities

If hiring duties are sidetracking your key employees, use your staffing partner to handle screening, testing, interviewing, and reference checking. Their expertise can free your personnel to concentrate on critical activities and can reduce your time to hire.

9. Cut Costs by Hiring

Capacity constraints are a significant source of cost. Constraints may affect the throughput of a plant or the productivity of an executive. To eliminate the bottlenecks, consider adding temporary or full-time staff. Bringing in administrative support frees key personnel to focus on core job duties (not only do you get a more productive employee, but the administrative work gets done for significantly less cost). Add labor to relieve process constraints and improve productivity. Use technical and professional temps to keep projects on track. By adding the right people, work will get done more efficiently, with less administrative headache, and for less cost.

10. Avert Costs Associated with Burnout

Many companies may take the concept of “lean thinking” too far. They push direct staff to produce more with fewer resources. And as the stress increases, so do problems with quality, productivity, absenteeism, and turnover. Take the pressure off by using temporary employees. The additional personnel will help your staff avoid burnout, reduce the cost of defects, avoid productivity losses, and limit turnover expense.

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10 Interview Questions to Avoid 17 Oct 2019, 4:58 pm

A young female candidate comes to your office for an interview. You notice an engagement ring on her finger, and you begin to wonder, “When is she going to start a family?”

An obese gentleman arrives for his interview, and you begin to worry, “Will this man’s health get in the way of his job performance?”

When you’re interviewing, you can’t always control the thoughts that pop into your head; however, you can – and must – control the words that come out of your mouth!

Interviewing is a tricky situation. On one hand, you want to ask probing questions that will help you discover shortcomings in a prospective employee. On the other hand, if those questions cross the line, you can get yourself – and your company – into serious trouble.

So what should you avoid? Here are 10 questions you should NEVER ask in an interview.

Do you have any health conditions?
According to William Wilson, Esq., “Under the ADA, a bona fide medical examination can explore legitimate interests of the employer such as safety or job qualification, but only after a conditional offer of employment.”

In addition, it is illegal to exclude handicapped applicants as a class on the basis of their type of handicap (Handicap Discrimination Guidelines). You may ask if the applicant is able to perform the essential functions of the job with or without reasonable accommodations, but only if the interviewer thoroughly describes the job.

How much do you weigh?
Besides being rude, issues of weight and height are irrelevant, unless minimum standards must be met to safely do the job. For example, you may ask, “Are you able to lift a 50 lb weight and carry it 50 yards?” only if it is an essential part of doing the job.

Can you work on Sunday?
Religious discrimination is illegal, and questions that can be construed as related to a person’s religion must be avoided.
Employers are required to make reasonable accommodations for their employees’ religious beliefs and practices. If you need someone to work on Sunday (or over religious holidays), make sure to also state that accommodations will be made
if necessary.

Is that your maiden name? (Translation: Are you married?)
Any and all questions related to marital status are illegal. By asking a woman about her maiden name, you are setting yourself up for a potential lawsuit for gender discrimination. In the most extreme cases, this question can be misconstrued as a “come-on,” and you could end up being liable for sexual harassment.

What are your plans for children? Do you have any kids?
Questions about children can be seen as a form of gender discrimination. While you may be genuinely interested in a person’s family life, do not ask about it during your interview.
If you are asking questions about kids because you are concerned about long work hours, a person’s need for time off, travel, overtime, or relocation, it is okay to ask about those issues directly. For example, what percentage of the time are you willing to travel? Or, our work frequently requires starting very early and/ or staying at the office very late. Are you able to comply with these requirements?

How old are you?
According to the Age Discrimination Act of 1967, it is illegal to ask the age or age range of an applicant. It is also illegal to request a birth certificate prior to hire.
Even going around the question by asking, “What year did you graduate,” may pose problems. You are allowed to ask a candidate if he/she is over the age of 18, if this is a condition of employment.

Have you ever sued anyone?
According to Wilson, “It is illegal to retaliate against an applicant for having participated in a case concerning many kinds of unlawful employment actions.” A candidate’s past legal history is not relevant in evaluating fitness for future employment.

May I have a copy of your military records?
It is illegal to ask for copies of military records, what the discharge status was, or to ask about military service for any other

country besides the US. It is okay to ask if the person has served in the US Armed Forces, which branch and rank he/she achieved, and any job related experience he/she gained from their service.

How many times have you been arrested?
It is illegal to ask if the applicant has been arrested. However, it is okay to ask if the person has ever been convicted of (insert crime here), if the crime in question is reasonably related to the performance of the job available.

Can I take your picture?
You may not ask to photograph or video tape a prospective employee due to the potential for race and gender
discrimination. You may take a person’s picture for identification purposes or your corporate website ONLY after that person is hired.

Think Before You Ask
The bottom line is that you want to avoid asking about any topic that could be viewed as the basis for discrimination, such as race, gender, marital status, birthplace or national origin, religion, or sexual preferences.
The best strategy to protect your firm is to plan interview questions well in advance. This policy not only helps you avoid problematic questions, it adds structure to your hiring process and helps ensure that a consistent methodology is followed, which further helps protect you from liability.

And in the unlikely event that an illegal question slips out, it does not mean that a crime has been committed. It is ultimately up to a court of law to determine whether the question or the resulting information was used in a discriminatory manner.

Disclaimer:
The information contained in this article is intended to provide useful information. It is published with the understanding that the publisher is not engaged in rendering legal services. For specific legal advice, please consult your attorney.
References:
Wilson, William T. Esq. “Ten Questions Not to Ask In an Interview.” MacElree Harvey. www. marcelree.com/resources/labor_10questions.html

Office of HR Management, SUNY Albany. Legal/ Illegal Interview Questions. hr.albany.edu/content/ legalqtn.asp

USATODAY.com: “Illegal Interview Questions.” 1/29/2001 – www.usatoday.com/careers/resources/ interviewillegal.html

CollegeGrad.com: “How to Handle Illegal Interview Questions.” HYPERLINK www. collegegrad.com/ezine/23illega.shtml

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Interview Mistakes That Will Keep You From a Job Offer 3 Jan 2018, 4:24 pm

You have a great resume, a cover letter that dazzles, impeccable references–the only thing left is the interview. So make sure you don’t make these mistakes:

1. Don’t show up late!
   The easiest way to look bad right off the bat is to show up late. It gives the impression that you’re irresponsible and makes the interviewer feel that their time isn’t important to you. When planning for your interview give yourself enough time for traffic jams, a late train, bad weather and whatever else could happen. And if you arrive early you’ll have more time to relax and prepare.
2. Don’t appear disinterested.
   There may be some points in an interview when you determine this job simply isn’t the right fit. It that happens, do NOT show it! Remember that the interviewer does not exist in a vacuum. He or she has friends, relatives, and associates who may influence future job opportunities. If you behave poorly, the interviewer will remember and will share the story of you and your unprofessional behavior with others. Haven’t you shared bad job search experiences with people close to you? The interviewer is probably no different.
3. Don’t be unprepared.
   There’s nothing worse than interviewing someone who doesn’t even know what your company does. Take some time before your interview to conduct research. Learn about the company, try to talk with existing employees, gain insight into their industry. Excellent sources of information include the Internet, periodicals, and experts in the field.
4. Don’t forget to be polite.
   No matter how old fashioned it appears to use words like please, sir, ma’am, and thank you, do not delete these words from your vocabulary. These simple words can work wonders towards making a positive impression. Always use a respectful tone of voice. Do not unnecessarily interrupt the interviewer. Maintain eye contact and a pleasant expression. Leave the slang, slouching, and gum chewing at home. Good manners signal respect for yourself and the people around you; never underestimate their importance.
5. Don’t dress down.
   No matter how laid back or casual a company is, always “dress up” for an interview and remember it’s not time to express your individuality. Always remember that your goal is to gain employment, not to make a fashion statement. Accordingly, you should not dress in any way that will distract attention from you and your qualifications. Things to avoid include unconventional hair colors, excessive jewelry and makeup, and any clothes that you would wear to a nightclub. Do your best to dress accordingly. If there is any doubt, err on the side of being overdressed.
6. Don’t lie.
   Never, ever lie during an interview. Mistruths have an uncanny habit of catching up to people. If the interviewer catches you in a lie during the interview, you have seriously damaged your chances of being hired. After all, would you hire someone that you couldn’t trust? If your employer finds out you lied after you have been hired, it could be grounds for dismissal. Even if they do not dismiss you, you are still in serious trouble as you have damaged your integrity in the eyes of your boss. The bottom line is that you should always be truthful when interviewing.
7. Don’t be modest.
   When searching for the right job, put your modesty aside. Don’t be afraid to confidently describe your skills and accomplishments. After all, if you don’t sing your praises to your potential boss, then who will? Don’t count on your resume to do all the work; it is only a tool to help you land the interview. Once you get your foot in the door, it is up to you to convince the interviewer that you are the ideal person for the job. Worried that you will come across as conceited instead of self-confident? Then practice how and what you will say with a friend or family member who can provide honest feedback.
8. Don’t forget a thank you note.
   Once the interview has concluded, take a few moments to jot down your impressions of the interviewer, what you talked about and any interesting points that were brought up during the meeting. The ideal time and place to do this is in your car as soon as you have exited the building, as your thoughts will be most fresh at this time. Use this information as you compose a well thought out thank you note to the interviewer. Mail this note no later than the day following the interview. Remember, promptness signals interest.

By avoiding these eight simple mistakes, you can improve your chances of having a successful interview and landing the job of your dreams. If you’re ready to take that next step, contact us today!

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Get Motivated! 3 Jan 2018, 3:42 pm

Ready to get out of that negative mindset that’s holding you back? Are you ready to move into your dream job? Today, we’re going to focus on 5 ways to turn negative thoughts into positive action.

1. You have a lot of potential – start recognizing it!
   You may not be built like Arnold Schwarzenegger or be mistaken for a supermodel. But with positive thinking, focusing on your strengths, and self-determination you can achieve some truly amazing things.
2. Decide what you want – and set goals along the way.
   Remember the old saying “Rome wasn’t built in a day”? Well, it wasn’t!  When setting goals, it’s important to keep your long-term goal in mind, but set smaller goals along the way. This will help keep you motivated and patient.
3. Get focused and discipline yourself.
   Nothing in life is free. If you want to meet your goals, you’re going to have to work for it. Focus your attention on your goals and don’t stray. Make sure each day you do at least one activity that centers around your goals.
4. Stop doubting your abilities and develop self-confidence.
   Strike the phrase “I can’t” from your vocabulary-because “you can”! Don’t complain or get frustrated with little roadblocks. Instead visualize your success.
5. Avoid negative people.
   Negativity is contagious. One of the easiest ways to become successful is to surround yourself with positive, successful people.

Let us help get you into that perfect job!

Contact Us

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