Onboarding Tips for Managers

Every once in a while I share things here that I’ve put out to our managers. Why? Because I know that many of you struggle with getting your managers on board in some areas, too! The message below is one that I recently passed to our supervisors in order to help them understand the end of the recruiting process.

I see this as a critical juncture, because as the in-house corporate recruiter, I’ve developed a rapport with the candidate and have their trust; however, to ensure that the working relationship goes smoothly, I have to transition them into the care of their supervisor for any future needs. Here’s how I try to set the managers and employees up for success:

Next time you have a new hire coming onboard, please take the time to look at the steps that they will be going through. The HR, security, and accounting teams are working closely with the new hires to make sure they are as ready as possible for their first day of work, but you have a job to do in that regard as well.

You'll notice that there is no specific training to help the new hire fit into your team. Oh, there is an orientation session for new hires, but that is for answering benefits questions, gathering paperwork, etc. The moment they leave the orientation session, they are starting to gather input and learn more about the company and person they will be working for.

Here are a few tips that you can use to help get the employee productive (and profitable) while making them comfortable as well:

1. Email the person a few days before their start date to see if they have any questions, concerns, or comments. Be sure to mention how excited you are about them starting with you.

2. As soon as their orientation session is over with HR, consider implementing your own short orientation session to help get the new hire engaged with regard to team dynamics, communication styles, workload, and anything else they might not think to ask about. (Check with HR if you want some help with developing a department-specific orientation session; we’re happy to help!)

3. Take time often in the first days to ask and answer as many questions as possible. The more time you invest in the person, the sooner you'll be able to “take off the training wheels” and let them do what you hired them for!

More questions? Contact me at HR@….

This isn’t an all-inclusive list, but if I can get managers to understand, accept, and practice these three items, then it will go far in helping them to have a happy, well-adjusted staff from the earliest days of work. If you’re looking for additional ideas, check out the free New Hire Orientation eBook.

What tips and ideas do you share with your managers about onboarding, orientation, etc.?

Seriously? How Not to Use LinkedIn

One of my friends forwarded me this private message they received from someone on LinkedIn. This was an unannounced, out-of-the-blue message from an HR person at a company they previously worked with. Check it out:

What is your employee headcount and who is your HR leader? I used to see Pinnacle in the news quite often, but have not recently.

Um, really? You get a limited number of characters to reach out to someone, and that’s what you put into the message?

Sigh.

In case you didn’t know, that’s not really the appropriate way to approach someone that you don’t know well. It’s insulting and falls solidly into the “rude” category.

Thankfully the person who received the email is a good friend and laughed it off. She likes her HR leader. :-)

If you’re using LinkedIn for networking and connecting with others in your industry, please keep this in mind as a great example of how not to connect with others.

Have you seen other issues with LinkedIn etiquette? I’d love to hear some other stories…

Coaching Job Candidates-Should You?

(Just a quick FYI. I’ll be moving to my “summer hours” on the blog starting next week. Instead of the regular Monday, Wednesday, Friday schedule, I’ll be posting on Monday/Thursday. I’m trying to spend more time with family this summer, and I hope you are doing the same. It’s going to be a busy summer at work for me, including some new and exciting experiences, so look for some fantastic content, just a little less of it. Thanks!) :-)

Tell me if you’ve done this before.

You’re talking with a candidate that you genuinely like. They seem likable and qualified for the position, and you have a natural rapport.

They ask what’s next in the process, and you give them a quick rundown on the process as well as some tips and hints for dealing with the hiring manager during the interview.

Should you have done that? Should you have coached the candidate?

One of my friends is very open about this and absolutely believes you should offer as much help as possible. She even goes as far as sharing links to blog posts with candidates on how to craft a cover letter and resume, how to prepare for the interview, etc. Her thought is that a great candidate for the job might perform terribly in the interview, so she tries to level the playing field.

Another friend believes that coaching someone provides an unfair advantage when they might not even be the best candidate for the job. What happens if you help them have an edge, only to find out that they really weren’t the best candidate for the role in the first place?

I’d love to hear your thoughts on how you approach this. It’s a minor detail in some ways, but if you end up hiring the wrong person, that can turn into a major problem!

How to Manage Old People

Old people are special. They require special treatment. You should treat them differently than the rest of your employees. They need extra care so they don’t leave. If you don’t cater to them, then you are missing out. Let me list all the ways they are different from the “rest of us” and how you should handle them from this point on…

Huh. Weird to see that spelled out, right? The strange thing for me is to consider how it’s perfectly acceptable to look at young employees and talk all about how they need special care, but it’s somehow taboo to do the complete opposite of that. Let’s cut that out, shall we? It’s annoying and serves no purpose.

People talk about the many, many faults of “Gen Y,” but they seem to forget that it’s not a generation, it’s an age group. All 20 year olds are goofs, whether the year is 1953 or 2013. More on that here.

No, seriously…

On to the real topic of today’s discussion, I was listening to a podcast the other day, and a reader had asked a question about managing new employees. The guy was looking to hire some more senior level employees, and he asked for ideas on how he should hire and manage his older staff when he was only 26 years old himself.

I’ve heard many comments on previous occasions from “experts” on how to manage that type of situation, but the comments from the speaker were the best I’ve heard yet.

His solution?

Hire for coachability.

And that’s it.

It’s not about age or experience. It’s about, as I have said numerous times before, making sure the people have the right attitude. The most experienced software engineer in the world is useless to me if nobody can work with him without having a nervous breakdown.

Let’s make a pact

I’m not interested in talking about generations in the workplace. Trying to lump everyone into one group or another is silly in most cases and illegal in some. People are individual, and each of us has our own strengths, weaknesses, needs, desires, etc.

Let’s talk about culture fit. Let’s talk about coachability. Let’s talk about attitude. When we all learn how to properly screen and hire for those attributes, then we can move on to more useless demographic-focused discussions.

Job Search, Recruiting with Keywords, and #ALSHRM

Okay, so I had to eat my words last week. It actually wasn’t bad, and I am hoping the result was worth the effort. One session I attended during the 2013 Alabama SHRM Conference was focused on using keywords in job ads to find more applicants. I was interested in learning 2-3 new tips, because I assumed that I already had a good handle on search engine optimization, utilizing keyword searches, etc.

recruiting with keywords

Let’s be more high tech than this in our recruiting practices, okay?

Then I realized how much I knew but wasn’t putting into action. And that’s a humbling sensation.

I can’t remember the speaker’s name, but he was fantastic. If someone remembers please drop a comment below and I’ll edit the post later. 

Six key points

As a blogger, I have a good handle on keywords, search engines, optimizing content for search, etc. But I’ve been lazy with my job postings online. Confession over, now let’s move to the good stuff.

  1. Studies show that the first search result in Google gets over 50% of clicks. That’s major. The same theory could be extended in part to job boards. The top results in a search will get the majority of the traffic. That, of course, brings us to the question–where do your job postings show up in job board keyword searches?
  2. Go to the job board where you posted your job and do a few searches for related terms, words in your posting, etc. For example, if you posted an “accounting intern” job, search for “accounting intern” or “accounting internship” or “entry level accountant” and see how many times, if any, your job posting shows up.
  3. Those other terms I used are related terms, and you should have them in your job postings to ensure you cast the widest net. Some people will never search for your exact job title, so try to broaden your title to be generic while still being narrow enough to reach your target candidates.
  4. Don’t use job titles as position titles in a job board posting. Nobody goes to Indeed.com looking for “accountant II.” They do go looking for “junior accountant” or “accounting specialist” or “staff accountant.” So try to incorporate some of those words into your position title when you post it online. I’m restating myself here, but it’s critical.
  5. Location is key. If you are in a small town next to a big city, be sure to use words for the city in your job ad to get traffic from those sources as well. Nobody is looking for software engineers in Nowheresville, IL, but if Chicago is 20 minutes away, then use Chicago as your job posting address.
  6. If you get nothing else from this post, think of it from this perspective: write job postings like job seekers think/search, not like you categorize them. Write about what the person does, not what the job is. A great example given was “accountant jobs” and “accounting jobs.” People search 20 times more often for “accounting jobs” than they do for “accountant jobs” in Google.

Use metrics and measurement or risk failure

Recruiting is a competitive game

Using Twitter to post jobs

Twitter job search testimonial

Final thoughts

As I said early on, I didn’t really learn anything that I didn’t already know, but taking the time to apply what I know to recruiting is the key takeaway for me. I’d love to hear some thoughts from others who have done this successfully!

Best Place to Work? You Still Have to Do the Work

The local Best Place to Work event was held recently, and I’ve been thinking a lot about the companies that everyone see as attractive to work for. For example, Google is often discussed as a company with a great culture. In many of the “top ten best practices for business” articles, you’ll find a mention of Google and other similar companies. Everyone seems to adore the scooters, free lunches, and other perks that come with being an employee of these types of organizations.

But do you know what most of those “best place to work” lists don’t mention?

Work.

best place to workSomehow, despite all the amazing products and services that come out of Google, people seem to forget that there is a lot of work and effort represented in those tools. People actually sit down, think up solutions, write code, have meetings, etc. They work.

That’s one thing I sometimes find interesting. When people talk about wanting to work at XYZ company, they say that from examining the culture, benefits, etc. There’s never a clear insight into the actual taskings, action items, etc.

Creating a great place to work

I ran across a great article a while back where the person being interviewed (he works at one of those “best place to work” establishments, by the way) threw out this answer (emphasis mine).

What advice do you have for peers as they seek to fill the skills gap and foster job growth at their organizations?

In terms of filling the skills gap, it's about creating a workplace where special people want to show up and do great work. The only way to win the talent war we are currently in is to start with great people to begin with. This means you have to have a culture where people want to show up and volunteer their best. After that, it's about taking the time to really invest in people so that we can close whatever gaps are present. We need to hire people who have the capability and then invest in that capability so that they can follow through and deliver. Source

Notice he didn’t say “create a culture where people have fun and play table tennis all day.” He wants a workplace culture where employees want to show up and work their tails off to serve customers, accomplish goals, and meet deadlines.

Sometimes I wonder if we should be higher on those “best place to work” lists, but then I think about this side topic and realize that no matter what, we try to create a place where people actually like coming to the office. It’s worked well for us so far, and I don’t see that changing any time soon.

What are your thoughts? 

Employee Leave Management-It’s a Manager’s Game

Yesterday I attended day one of the Alabama SHRM Conference. The pre-con session on employee leave management was an interesting one for me, and I quickly saw three key areas where many companies can trip up if managers are not properly prepared. Just a word of warning–none of them are a quick fix. They require training, patience, and more training.

HR’s not the center of the employee leave management universe

employee leave managementWith the managers on the front lines with regard to employee communication, your organization can be in trouble before you ever know what hit you. It’s critical to train managers on what Family Medical Leave Act requirements are and how those should be routed to you or the appropriate person for employee leave management purposes. You should also cover the other key legal areas (Americans with Disabilities Act, etc.) so they know to come to you whenever one of these potentially sticky areas presents itself.

If you assume managers will know what to do, you’re kidding yourself.

Handling the “favorite” child

Another discussion I had today was around ADA accommodations for employees who request them. I think we understand the implications of offering accommodations, and some managers even seem to have a grasp on that side of the equation. I think one of the challenges that spins out of that is how the other employees see the accommodation.

Maybe someone gets an office on the first floor because they can’t climb stairs. Maybe they get a nicer chair because they have back issues. Whatever the case, it’s important to head off any commentary from the unaffected employees if it crops up.

All the work put in to provide accommodations and assist the employee can be undone by insensitive comments from other peers. I’d hope that nobody would say anything, but I’ve been around long enough to know it’s always a possibility. Situations where people think someone else is getting a benefit they don’t have, even when it’s related to employee leave management, tend to cloud peoples’ judgement at times.

Changing the mindset

Picture yourself as a supervisor with an employee on intermittent FMLA status. That’s a pretty typical employee leave management situation. When it comes time to rate employee performance, how are you going to keep the leave separate from the actual performance on the job? If I was in that situation, I admit that it would be a difficult proposition.

I think supervisors need support and encouragement to continue focusing on the work accomplishments and getting people back up to full productivity, not looking at what is not getting done due to someone being on leave for some protected status.

It would be very difficult not to, in some corner of your mind, consider the employees on FMLA as slackers compared to the rest of the staff. In this example you can substitute USERRA or ADA just as easily. I think it’s important to get it out there and off the table as soon as possible when discussing with managers.

“I know Katy’s leave is making it tough on you guys to get your deliverables completed on time, but let’s focus on the positive side of things and work to get her back up to speed as quickly and safely as possible. She’s a good worker and wants to get back to work full speed as soon as she can.”

Simple, easy, but probably a rare conversation.

Again, these are only a few of the key areas that I’ve seen can become issues if not dealt with early in the process. Have you seen these play out well (or not so well) in your own organization? Care to share any best practices around employee leave management?