Developing your team the “Edward Jones” way

For the past few months, my youngest brother has been going through the hiring process for the hardcore Edward Jones PASS program. I had the opportunity to sit and talk with him about the steps he took to get the position, and it honestly floored me at all the hoops he had to jump through to even be considered as a serious candidate. The more I thought about it, the more I realized that EJ had put some serious thought into the process and what they wanted their final candidates to look like.

Here’s the basic process to go through for the highly competitive PASS program:

• Apply on website
• Lengthy web application process
• Someone at EJ performs resume review
• If considered qualified, you are notified via email to call in and listen to PASS conference call and Q&A (~40 applicants on the line at once)
• If you attended the call, you are notified via email to call and schedule your own phone screen
• During the phone screen, the EJ representative asks how you would build a sustainable investing business, what your plans are, what you understand of the PASS program, etc.
• If you pass the phone screen, they send you the job description again for review, then you are notified to schedule your own phone interview
• During the phone interview, the EJ asks fairly standard interview questions. This lasts 45-90 minutes based on your responses. If you do not understand the job requirements (multiple questions based on the job description you’ve been furnished previously), you are not considered qualified. At the end of the call you are given an immediate verbal yes/no notice
• You receive an email a few days later and are provided a task to complete. Once you complete the task, you report back on your results. If you did not meet your goal, you are eliminated from the process
• If you complete the task successfully, you are notified to schedule a face-to-face interview to discuss the task and answer a few routine interview questions
• At the end of that meeting, they tell you that you’ll know if you are still being considered within 4-5 days
• Someone calls you to make sure you are interested specifically in the PASS program and provides conference call info
• You call into PASS conference call again to listen to the program description and have a chance to ask questions
• You call into a conference call only for PASS-qualified candidates a few days later
• One month before your scheduled start date, you must turn in this information: fingerprints/drug screen/paperwork/background check
• If you pass each of those hurdles, you are considered qualified to join the early stages of the PASS program

I don’t know about you, but I didn’t have even half as much difficulty getting my current job. I think having a process like this leads to several things:

1. Your final candidates are fairly knowledgeable about the company, their role, and how that fits into the organizational structure (I’ve met people in previous jobs with 5 years of experience who don’t even know those kinds of details!)
2. The remaining candidates are deeply committed. They’ve invested several months of sweat equity into the process, and they won’t just walk away from the position halfway through the hiring steps
3. The people who don’t make it in still realize it’s a good company with high standards for filling its positions

This article only covers the pre-hire steps involved with developing your team. Hopefully I’ll have some time soon to write on post-hire steps you can take in developing a highly committed workforce. For more on the topic, be sure to check out how to develop managers by getting them involved.

Anyone else have a long, difficult hire process? Did that leave you feeling more committed to the organization? Less? 

Developing Your Team-Commitment Matters is a post from: UpstartHR

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Interested in growing your employee referral recruitment but not sure how to get started? Today we’ll look at a few ways to encourage the process as well as a few ideas to keep it from getting out of hand (the “good old boy” system, people trying to circumvent the process, etc.).

What and Why

Employee referrals are a great way to save time and effort in your recruiting. According to the annual CareerXroads surveys on sources of hire, referrals are the #1 source for recruiting new employees. When it comes down to it, using referrals can shorten the recruiting process, fill positions with better-qualified candidates, and save money on advertising and other related costs.

In their survey on employee referral practices, it’s apparent that nearly every company provides some kind of referral bonus, so that needs to be considered if you’re setting up a plan.

Be Aware

As is almost always the case, some people will take something good and try to bend it to their own will. Employee referrals are no different in that regard. A few things I’ve run across (and how to combat them):

• “I have a friend who applied for the job. When can he interview?” My first reaction is always the same. I explain the hiring process and how it is dependent on the hiring manager. If it’s the hiring manager who comes to me with this request, it gets a little more tricky. I might have to start from scratch and explain the hiring process to them, emphasizing the importance of an unbiased selection for OFCCP/EEO purposes. I hate having to rely on those types of things to get someone to behave, but sometimes there’s no alternative.
• “I interviewed this guy a while back and now I want to make an offer. How much can we give him?” It might sound like a broken record, but I again repeat the hiring process and how it works. Sometimes people seem to forget that we can’t just hire someone without documentation and a lot of preparation (some of our new hire actions as a government contractor require 7 days to get completed).
• “I don’t want to hire this guy, but he was referred by someone so I don’t know what to do.” This is an easier situation to handle. We typically interview all referrals, whether they are super, or only marginally, qualified. Once that’s completed I make sure to both call and mail a letter to the referral so they feel like even though they missed out on the job, they are still on good standing with us as a company.

Remember, even if someone is a referral, they still need to fit into your company culture or it shouldn’t happen. On a side note if you’re looking for another resource, Jobvite put out a nice, short eBook titled “Increase Employee Referrals in 5 Easy Steps” if you’d like to check that out (it’s free).

Anyone else have a referral program out there? I’d love to hear some of the details. How much of a bonus do you provide? How is your system managed?

Employee Referral Recruitment-Pros and Cons is a post from: UpstartHR

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It was true in 2011 and it’s going to be true in 2012 as well. Companies are realizing competitive pay isn’t enough and that they need to compete on culture. That’s why I was drawn to this old CNET post detailing how one company offered these special goodies as a hiring bonus:

A briefcase filled with $11,000 in bacon-wrapped cash. A year’s supply of Dos Equis. An oil painting of yourself. Those are just a few of the hiring lures Los Angeles-based Scopely has bestowed upon “the most interesting engineer in the world.”

While software engineering isn’t in my future, I wouldn’t mind the briefcase. Or the bacon. Or the cash.

Faulty logic

One part of the article seemed to be based on faulty reasoning.

Startups spend lots of time looking for engineers because most of the ones looking for work aren’t the ones startups want.

“If an engineer has submitted a resume, I know it’s no good,” says Adam Pisoni, co-founder and CTO of Yammer, an internal social network for companies.

If someone applies to your company, you ignore them as a candidate? Seriously?

The article goes on to talk about how the company’s recruiters instead try to poach talent from other companies. Honestly, how is looking for a hotshot employee at Company A going to help support and grow the culture of Company B? How is that in any way different from posting jobs for people to apply at your company and sorting through those candidates?

We often look for solid candidates who will fit into and help grow our culture. We don’t exclusively seek out superstars who are so self-consumed that they could easily diverge from the carefully cultivated culture. It’s not just us, either. Looking only for experienced candidates flies in the face of the “candidates wanted: experience not preferred” mentality that companies like Chipotle believe in.

Companies that take the time to focus on how their culture differentiates them from the competition will be able to recruit and retain better talent over the long haul. Now about that money/bacon…

Does your culture suck? Here’s how to fix it…

Cash wrapped in bacon (and other recruiting goodies) is a post from: UpstartHR

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Can HR learn something from marketing about treating candidates like customers?

When I was at the Hire Minds event this past fall (more Hire Minds Summit coverage), the moderator asked me if I thought the Marketing department should work closely with the HR/Recruiting department at any time. My response was one I’d considered before, and I think it still applies now:

Of course HR/Recruiting should work with the Marketing department if they can. HR is trying to sell ideas internally. Recruiters are trying to “sell” open positions to candidates. Marketing is trying to sell products/services to the public. Why not work together when the opportunity arises?

Since then I’ve started thinking of candidates as customers. Most HR and recruiting pros don’t have a chance to meet customers of the business on a daily basis. They don’t get a chance to make a good impression for the company, provide great service, and do it all with a smile on their face. But they do interact with people looking to get a job with the organization.

What if they started treating those candidates like customers? There would be a little difference in that these customers are not always “right.” They can’t get whatever they want.

But you can offer them a sympathetic ear. You can treat them with respect. You can give them a clear, concise picture of what the hiring process looks like so they are not stuck wondering if their resume disappeared into a black hole.

I’ve learned that even if they are not chosen, candidates sincerely appreciate knowing the disposition of their application. It’s just a small touch that means so much to someone who has been out of work or looking for a meaningful job.

If you’d like to learn more about my philosophy on “high touch” recruiting and what it’s like being the solo recruiter for a small business, click here to hear about small business hiring on my DriveThruHR appearance from HR Florida.

Treating your Candidates Like Customers is a post from: UpstartHR

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Ever play Tetris before? The goal is to line up geometric figures in complete lines to earn points. Making things fit is the name of the game.

The image on the left is a joke, because it’s simply not possible to complete a line with the rounded bottom.

In other words, success is impossible.

As recruiters and HR pros, we do our best to get people into our organizations that fit our culture. Sometimes it’s extremely frustrating when you find someone who looks like an all star but isn’t the right cultural fit for your business.

Trying to force a fit in this situation isn’t going to make things work. And that isn’t necessarily your fault.

Sometimes people just won’t fit.

But it’s not necessarily a bad thing. That’s what separates Zappos from Wal-Mart. Keep that in mind.

Image credit: XKCD

Originally written as a guest post for Chris Ferdinandi over at RenegadeHR.net.

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Internal promotion is a valuable, yet underutilized, tool to engage employees and managers in the recruiting process, provide career growth, and save on costs associated with bringing in external talent.

As I alluded yesterday, the content covered at Hire Minds was astonishing. The first session was an interview/case study of Chipotle restaurants and how they use internal promotions and development bonuses as incentives to bring in great people and move them up through the organization as they grow. The examples below are pulled directly from that session content.

Reduce employee turnover by 64%

When they started promoting from within instead of looking for talent outside the organization, turnover for salaried managers dropped from 52% to 35%, and turnover for hourly managers dropped a whopping 64% (111% down to 47%).

HR pros often wonder if we should share succession plans with employees in case something doesn’t work out and it demoralizes them. However, in this case, all of the employees know that they are eligible for leadership positions if they are willing and able to put forth the effort.

Pay managers to mentor new leaders

As an incentive for managers within the organization to train the next generation of leaders, Chipotle offers people development bonuses of $10,000 for managers who bring someone up into a managerial position from within the ranks of the staff. Because they are rapidly growing and expanding into new markets, Chipotle is able to use these bonuses to lure seasoned veterans out to the “front.” Because the areas grow quickly, it offers the leaders multiple opportunities to earn the bonuses.

When asked by the audience how often the bonuses were paid out, he replied that Chipotle paid out over $1 million in people development bonuses in 2010. That’s significant! The bonuses are structured where the referring leader receives half up front, and half after 6 months of solid performance from the new manager candidate.

How to keep recruiters busy if you start promoting internally

Everyone in the audience laughed when a recruiter stood up and asked where his job was going if the company achieves its goal of 100% internal promotions into leadership positions. The speaker told us that since the recruiters are no longer spending their time sourcing candidates for management/leadership roles, they are working directly with store owners to develop better hiring practices for their hourly workers.

I’ve said it before–I’m a fan of internal recruiting (video) if it’s possible. Anyone else?

Internal promotion-how Chipotle reduced turnover by 64% is a post from: UpstartHR

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AKA: How to use employment videos for social recruiting

Social recruiting is discussed often, but one of the lesser mentioned facets is video. While many companies know it’s something they should pursue, they don’t know how to be successful. Below you’ll find some ideas to pursue in the area of employer videos. Just a quick word of warning, I’m going to be technical at times, because the subject warrants it. However, I’m happy to help if your organization is looking to make a move into the video arena.

First off, you want your videos to be found when people search Google, right? That’s where search engine optimization comes in. It’s a methodology for getting your videos indexed in a way that makes them easy to find by searchers.

Five tips for Video SEO (search engine optimization)

1. Make the video something people want to share (more detail on this below).
2. Don’t dilute your videos by posting on multiple sites (YouTube, Vimeo, Viddler, etc.).
3. Titles, tags, and descriptions are useful when uploading and posting videos online, but backlinks to the videos (with relevant keywords in the anchor text) are more important for search engine rankings.
4. YouTube is the #2 search engine in the world and the #1 for videos. Use that to your advantage.
5. If you’re using WordPress as your content distribution platform, create a video sitemap and submit it via Google Webmaster Tools. Every little bit helps!

Now, let’s elaborate on #1 above. That’s usually the first question people have: what do the videos need to be about? Well, there are several ways to go with that, but I like to think of two kinds of people when considering these types of video: customers and potential job candidates. Think about what they would like to know about your company and give it to them!

Five ideas for your employment video content

1. Interview employees and ask what they do and what they like about the job, dept, or company
2. Get staff members to discuss the culture and how that affects what they do.
3. Ask employees to talk about their favorite benefit/perk that you offer.
4. Film the fun, unique events that make your organization special.
5. Create content that is outward facing and valuable to your industry. Hint: if you’re providing thought leadership and value at a level that entices competitors to link to you, then you’re on the right track.

This list certainly isn’t all-inclusive, but it’s a great start to generating ideas that would specifically benefit your company.

Thinking about creating some employer branding videos for your company and looking for some help? Feel free to contact me if you’re looking for assistance. 

Employment videos: how to get traffic (and candidates) is a post from: UpstartHR

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