Blue Signal Search

Engage. Connect. Hire.

  • Home
    • COVID-19
  • Industries
    • Wireless & Telecom
    • Internet of Things (IoT)
    • Medical & Healthcare
      • Hospitals & Healthcare
      • Biotechnology
      • Lab Diagnostics
      • Telehealth & Telemedicine
      • Medical Devices
    • Finance & Accounting
    • Emerging Technology
    • Cloud & Managed Services
    • Manufacturing & Industrial
    • Logistics & Supply Chain
      • Food & Agriculture
    • Human Resources
  • About Us
    • Staffing and Recruiting
      • Retained Search
      • Contingent Search
      • Engaged Search
      • Contract Staffing
    • Our Stats
    • Awards
    • Diversity and Inclusion
      • Letter from our CEO
    • Privacy
  • Candidates
  • Clients
    • Our Search Process
    • 12-Point Interview Process
    • Recent Placements
  • Blog
  • Contact
  • Jobs

Coffee with a Recruiter, feat. Jonathan Lee

December 15, 2020 by Amber Lamb

From professional development, to management, and even having experience recruiting himself, Blue Signal’s Senior Manager of Operations has extensive experience working with recruiters, candidates, clients, and the industry overall. In our newest installment of Blue Signal’s Coffee with a Recruiter series, Jonathan Lee shared with us a two part segment on some key things people should know when working with recruiters - as both candidates and clients. Watch and read on to gather the intel you need to make the most of your recruiting experience. 

Working with Recruiters as a Candidate 

Question: “As a candidate, what should you know before reaching out to a recruiter?” 

Answer: “As a candidate, what you really should know before reaching out to a recruiter is really more about the recruiting company itself. They’re going to be representing you to the new company you want to work at, or maybe new companies that you’ve never heard of but could have your dream job, so you want to make sure the company has good reviews online. More importantly, you want to be sure they specialize in your industry or in the functionality of the role you are currently in. This is really really important. They might have a really good reputation in the industry and those big, target companies will tend to utilize those companies more. Just keep in mind that they will be representing you, so make sure who is representing you is who you want to.” 

 

Q: “Should you have anything prepared beforehand?” 

A: “As a candidate, there are actually things you should prepare before you reach out to a recruiter. This is going to be a simple tip, but I feel like there is a lot of value. Of course you should have your resume prepared and most up to date with your current job experience, current responsibilities, things like that. But also, I think it’s a really good idea and will up your chances of you being placed at that dream job if you have something like a brag sheet of rewards that you’ve won, patents you were granted, quotas that you’ve overachieved, things like that. 

Recruiters are so inundated with resumes that the more additional information that you can provide, the better and the reason is this. So whenever you send in your resume, cover letter, things like that - recruiters will put it in their ATS system. This is how they keep track of all the applicants, all their resumes. Now these systems are able to search for specific keywords. So if the recruiter has the dream job you’re looking for, or they get that dream job later on in the future, they are going to search their ATS. So the more information that you can provide the recruiter, the more chance they can reach out, the more they can better represent you, and the more likely that you’re going to get that dream job.” 

 

Q: “What is a common misconception candidates have when starting to work with recruiters?” 

A: “I think a big misconception that people have when starting to look for a new job with recruiters is that the recruiting companies find jobs for you. In reality, logically speaking, it really is a free service for the candidates. So recruiters technically find their clients people to fill their jobs and not the other way around. I’m just being straightforward and honest. So what I recommend is having patience. To really try to get ahead of that curve if you know something has changed in your current job situation, the right time to reach out to a recruiter is not when you need to find a job now, it really is a month out in advance. So keep on applying, keep on reaching out to recruiters. Make sure those recruiters are in your industry, have good reviews, are really good at what they do - and you will find your dream job.” 

 

Working with Recruiters as a Client 

Q: “As a client looking to hire, what should you know before reaching out to a recruiter?” 

A: “As a client looking to hire, there are really 3 things you need to keep in mind before reaching out to a recruiting firm. These 3 things that differentiate recruiting firms from each other are cost, speed, and quality. One recruiting firm really can’t have all 3 of these things so you really need to understand which is most important to you. All of these have their own merits and there are many different situations where one of the three would be more valued than the other. So you really just need to understand and have that alignment with the recruiting firm on which is important and they can definitely help you create that good hire that you want.” 

 

Q: “Knowing the search, what should you have prepared for your recruiter?” 

A: “Knowing the search, there are really two things you should know before reaching out to a recruiter, and these are really about your own company. The first thing is your weak points, and really being transparent when you talk to the recruiters about weak points. These weak points - whether it be bad reviews, whether it be a bad reputation in the industry - will come up throughout the interview process as candidates conduct their own research and talk to people in the industry. Having the ability as a recruiter to counter it or show that you’re having that level of transparency with the willingness to improve will always help the recruiter bring that talent and really address those weak points right up front, and help you create that good hire. 

The second point is your strengths. Now a good recruiting firm will take candidates away from their companies, not just find the ones who are unemployed. (Not to say that there isn’t good talent who are currently unemployed.) We call these strong points the sizzle. It is incredibly helpful to attract the best candidates in general, not just the ones who are available.” 

 

The Key Takeaways 

As a candidate, it’s important to do your research and make preparations before reaching out to a recruiter. Since finding you a job is essentially a free service, it helps to support the recruiter through updating your resume, setting goals, and getting on the market early. Recruiters need to know how to best represent you for the job you want, so communication is essential. 

As a client, transparency should be your priority when working with recruiting firms. You’ll need to know your goals, and know what you are willing to prioritize in order to reach them. Recruiters are masters at marketing opportunity - but in order to best market your company and the role you are looking to fill, they need to know both its strengths and weaknesses so they are fully prepared to tackle any objections as they arise. 

Blue Signal Search has over 150 years of combined recruiting experience, proving we have the knowledge you need to land that perfect job or hire. Contact us today to discuss your options and see if Blue Signal is the right fit for your next search. 

Jonathan Lee
Jonathan Lee

Jonathan Lee

SR. MANAGER OF OPERATIONS

Jonathan supports a range of customer-facing and strategic functions. He heads the operations and technical support departments and manages IT initiatives and sales support goals. He also acts as our database administrator. He excels at building customer-focused action plans to help companies reach their business goals.

Filed Under: Blog Posts, Recruiter Tips Tagged With: best practices, candidates, coffee, recruiting tips, tips, working with a recruiter

A WAR FOR PEOPLE – AMERICA’S FIGHT FOR SKILLED WORKERS

November 8, 2019 by Lacey Walters

For years, there’s been a significant gap in the amount of job seekers and the amount of available jobs. Many people believe that this is due to an abundance of job seekers and not enough jobs. In actuality, reports show that job opportunities are at an all-time high, with the labor shortage leaving nearly 1.4 million roles open. 

For a consistent record of nearly 18 months, the number of open jobs has been significantly higher than the amount of people applying. According to data released by the US Department of Labor, there were 7.4 million job openings in June but only 6 million looking for work. So where are those 1.4 million people and why are they not being hired? 

US EMPLOYEES AND LACK OF SKILLS

According to the results of a new American Staffing Association Workforce Monitor survey by The Harris Poll, approximately 54% of Americans agree that adults aren’t getting hired because they don’t possess the necessary skills needed for the jobs they want. With jobs requiring more prerequisites than ever before, job seekers are simply not matching up to what companies are looking for. 

This continued trend of open jobs is not only limiting job seekers, it’s limiting employers. If not resolved, the skill gap is expected to branch across multiple industries and companies, affecting more than just the blue-collar and lower-paid industries. 

Approximately 54% of Americans agree that adults aren’t getting hired because they don’t possess the necessary skills needed for the jobs they want.

There are already more open jobs that people seeking work in nearly every industry. Some companies have resulted to raising pay, adding perks and eliminating restricting requirements like drug screening to fill their roles. But should that be the answer - employers lowering skill expectations to fill roles with subpar candidates?

EXPERIENCE AND THE SKILLS GAP

Another contribution to the increased amount of open jobs is the amount of baby boomers retiring this decade. Boomers account for over a third of the workforce, leaving millions of jobs in their wake till 2029. With the rise in retirement, Gen X, Millennial and Gen Z workers are needing to step up to make up for the shortage. This is compounded by lack of experience throughout the Gen Z and Millennial populations. These workers have little real-world experience and typically do not bring enough experience alone to make up for the older generation.

Although it is majorly believed that the skills gap is what is causing the labor shortage, others contribute it toward strict job requirements. It is believed that the millions of unfilled jobs are the result of outrageous employer skill set expectations. Data indicates that 61% of full-time entry-level jobs require at least 3 years of experience. This greatly limits college grads and people without degrees who may not have the ideal traits when you need experience to gain experience.

AN INSIDE LOOK

While there have been many studies about the long-term work and financial benefits to obtaining a college degree, recent college grads and people without degrees are affected the most by this skills shortage. Nowadays, a degree isn’t enough to score your dream job and desired pay. People with more experience are being paid more money with better benefits than those with/without a degree and limited experience.

Blue Signal had the opportunity to speak with recent Arizona State University graduate, Alexander Klampert, about his recent graduation and job search. He has been looking for work for a few months now, but to Alex it feels like a lifetime. When asked why he hasn’t found the right fit, Alex showed frustration with the advanced skill requirements for jobs he was seeking.

“There were a ton of jobs that peaked my interest and seemed like a good fit,” Alex stated. “But a lot of the jobs that were listed as entry level positions required years of previous experience.”

Although Alex does have previous internship and real-world working experience, his background does not compare to someone who has been working for years. Whether or not the skills gap is a result of too many strict background requirements or the simple lack of qualified applicants, it continues to be the common denominator.

A FINAL NOTE

The cycle of finding employees in a flourishing job market calls for a deep dive into required skills. In order to compensate for this gap, it’s expected that companies will need to start putting in more effort, time and money to attract the right candidates. Without distracting from the real work hiring managers are tasked with in their roles, recruiters can support this talent hunt with the expertise, market knowledge, and focus needed to find the perfect candidates. When taking advantage of the services recruiters have to offer, companies are able to find quality candidates without sacrificing the traits they desire in an employee. Recruiters have the time and experience needed to look past a resume, and to the real value a candidate could bring to a role. Although difficult to find, those people are out there. Recruiters use their entire 9 to 5 to dig through the under-qualified to find the qualified.

It’s more important than ever to take advantage of the resources around you and to not settle for employees with lower skills just to fill a role. This will result in high employee turnover rates and dissatisfaction, leaving companies right where they started. The job war occurring throughout America and its workforce is real, and it doesn’t seem to be coming to a resolution anytime soon. The skills gap may continue to widen, but those prepared companies that have invested in their talent searches will have a better chance of winning the battle, if not the war.

Want to get in on the action?

Drop us a line or follow us on social media!

Contact Us!

Filed Under: Blog Posts, Recruiter Tips, Uncategorized Tagged With: candidates, employment trends, job market, recruiting, skills

Your 4-Step Guide to Adopting New Hires into Company Culture

August 27, 2019 by Lacey Walters

As a hiring manager, you’ve done the hard part, going through endless levels of interviews to find the perfect candidate and now, it’s the start date. For a new hire, starting a new job can be exciting, overwhelming, and nerve wracking. Some people approach their new career with elation and confidence, ready to take on their responsibilities. However, some employees dread the first day - worried about the people they’ll meet, their supervisors’ management style and even where they will sit at lunch. Successfully integrating new hires into company culture is one of the most important hiring processes and can be a determining factor in your new hire’s career-span within the company.

Your new employee has already had a great first impression with their candidate hiring experience, now, it’s more crucial than ever to continue to impress  them with your company culture and keep that excitement and momentum going. Here’s a 4-step guide to the process of making new employees feel comfortable and part of the team from day 1.

New Employee Onboarding

 

1. Begin Onboarding Before the Official Start Date 

One way companies can introduce company culture to new hires is to start the process before they even arrive. When sending out materials to introduce them to the job, include internal materials that gives your new employee an inside look into the personality of the company. Take advantage of what is typically a to-the-point welcome letter to prepare your new hire for what they can expect on the first day in a fun and creative way. Providing them with a FAQ sheet, recommendations around the area, and a set first-day agenda can eliminate some of the worries and questions they may have upon arrival.

2. Create Fun Opportunities to Meet Fellow Coworkers

We’ve all played getting-to-know-you games as kids in school, and whether we liked them or not, they were undeniably effective at breaking the ice and encouraging interaction. Icebreakers and team facilitation activities are a great way to ease some of the tension your new hire may be feeling. Social media is also becoming a new and innovative way to create connections between employees. Help your employees merge into the company by encouraging them to follow company social media accounts, along with adding them to a private social network for your company. A private social network, such as a private Facebook group, allows employees to participate and feel active in conversations in a less formal setting. Ultimately, it comes down to implementing interactive opportunities to create a strong dynamic for your company culture.

3. Put Yourself in Their Shoes

Regardless of the amount of time your company has been established, company culture is something that is present from the very beginning. Unless you are the CEO or have been with the company from the ground up, chances are that you have had to go through the onboarding process as well once upon a time. It’s easy to forget the impressions and questions you had on your first day, but it’s critical to put yourself into their shoes and make them feel as comfortable and supported as possible. Remember, as a new employee, questions will be asked and mistakes will be made; these are expected and should be looked upon as a learning experience for both the new employee and manager. Putting in effort to realize that you were in the same position at some point in time allows a certain level of respect and rapport to be built.

4. Follow up

The number one place where companies fall short in the onboarding process is following up with your new hire to ensure they are understanding and enjoying their work. One of the easiest ways to guarantee long-term employment is to onboard them correctly and not let employees fall off your radar. According to the 2018 Recruiter Nation Survey from Jobvite, 39% of talent professionals dedicate between 1-3 business days to onboarding. Although it may involve increased efforts from larger companies, onboarding should be a priority and last weeks or even months as necessary. In addition to habitually checking up on your new hire, a simple follow up email is a valuable way to gain feedback and opens up an honest communication forum between all levels of authority.

Some of the biggest onboarding challenges are inconsistent applications, manager accountability and competing priorities. Adapting a new employee to the company culture and ensuring their success needs to be a priority to guarantee a positive experience. Keep in mind, helping your new hire fit into company culture can be simplified with these 4 easy steps: begin onboarding before the start date, create fun opportunities to meet coworkers, put yourself in their shoes, and follow up. 

We Are Here to Help

Are you a hiring manager or talent acquisition professional looking to expand your team? Ask us how we can help coach your onboarding process as needed! Blue Signal’s search process continues to impress our clients and our recruiters are dedicated to finding top talent within any industry.

 

Ready for a free hiring consultation?

Contact us today on ways we can help your organization.

(480) 939-3200

Filed Under: Blog Posts, Career Advice Tagged With: candidates, company culture, hiring, hiring manager, hiring process, hiring trends, hr, human resources, new employee, onboarding, onboarding program, recruiters, workplace

Believe it or Not: Recruiting Edition

November 15, 2018 by Amber Lamb

People can be full of surprises. And there is nothing quite like the stress and excitement of a new job. With a combined 99 years in recruiting – here are some of the worst (possibly best?) recruiting stories Blue Signal has seen.

(Disclaimer: Names and details have been altered to protect privacy.)

 

A Retention Tactic

My candidate went for an in-person interview – and it went really well. Got up, shook hands with the interviewers. They left ahead of him so he could gather his things, and unwittingly locked him in the conference room.

Embarrassed, the candidate had to call me on his cell from inside the room so that I could contact the hiring manager, the receptionist, or literally anyone to let him out.

He got the job. I guess they liked him so much they didn’t want him to leave!

A Classic Case of Telephone

I had just received news from a hiring manager that they wanted to meet with my candidate, Bob. I called him up immediately to congratulate him and caught his voicemail instead.

An hour later, my other candidate Robert gave me a call. I thought it was Bob, as they both have the same area code.

I proceeded to tell “Bob” that he had an interview. Robert was very excited for the opportunity – one he hadn’t even applied for.

The whole thing was a little embarrassing, but after calling then to clarify, they understood and we all had a good laugh.

 

Celebrated Too Soon

When I first started, I had one candidate who seemed like a Rockstar – good phone presence, good technology sales experience, etc. The client skipped the phone screening based on their resume and our glowing feedback and got an immediate in-person interview.

Shortly after the interview, the hiring manager called to let us know that the candidate seemed to be on drugs/alcohol for the interview. He explained they were completely out of it. Obviously, the candidate was cut and both me and the PM on the role were stunned based on how well they were on the phone during our initial screenings.

Guess we should start booking interviews before happy hours.

 

You Again

I once set up a candidate for an interview in Chicago. To get there on time, he was making some super risky moves – “Chicago” moves – to get in and out of traffic.

After one particularly close lane change, he cut off some guy and really ticked him off. The guy started to follow him, roaring up behind him red-faced and yelling. The guy passed him pulling into the parking lot, and the candidate gave him the bird.

There was one parking spot left, so the candidate’s final move was to cut the guy off once more and steal the spot. It paid off though, because he walked in to the building on time.

He thought he was in the clear and waited in the office for the hiring manager. Turns out the hiring manager was the same guy he had cut off in traffic. He did not get the job.

 

The Perfect Fit

Back at my old firm, I once received a call from a candidate about a job inquiry. He had all the relevant experience and perfect qualifications, but after talking to him for a while I slowly realized the situation. He applied for a job we posted – without knowing the job he applied for was the job he currently had.

The hiring managers were doing a highly confidential replacement to line up a candidate before letting the guy go.

 

A Request for an Advance

During my previous recruiter job, I once had a candidate as average as ever go in for one interview with a hiring manager that went as normal as expected. This was the first time they had met. As is standard, the client and candidate exchanged contact information in case there would be next steps, however I was contacted by the client and informed they would take a pass. No real reason other than he wasn’t qualified to the level they were looking for.

Before I got the chance to contact the candidate and tell him the news, I got another call from the client.

The candidate, after the interview, was involved in a car chase with police. He had called the hiring manager asking for help – during the pursuit. Needless to say, his request for bail was swiftly denied. Yikes!

 

An Important Detail

My first solo Wall Street run was the worst day of my recruiting career. Back in my financial recruiting days, I was sent to visit a notoriously difficult hiring manager at a banking client who had shot down my managing partner and my recruiting manager. Now I, the little junior recruiter, was ordered to see if I could show up uninvited and convince her to have a meeting. Because I was so junior, my recruiting manager told me to name-drop another managing partner in a different office, “Vicky.” I’d never met Vicky, but they filled me in on some details and sent me on my way.

I took the train into Manhattan, I was wearing my very best suit and was frightened out of my mind. I didn’t feel prepared to do this alone, and I didn’t want to name-drop someone I didn’t know well. I arrived on Wall Street, got upstairs, and sat outside the client’s office. She sent out her assistant to tell me she was busy and didn’t want to see me. It already wasn’t going well.

I did what I had been instructed to do: mentioned that I worked with Vicky and went into some detail about how she and I worked together and how great she was.

The assistant stared very hard at me. “Vicky is a man,” she said.

I sat frozen for a moment, as the realization washed over me. Then I stood, quietly gathered my things, and left.

 

The Blushing Bride

One of our contractors had recently started a very lucrative software engineering contract and was performing well on the job. He was thrilled and so were we.

Suddenly, he missed two days of work in a row. No call, no show. The client called us, furious. We scrambled to try to track him down. Another day went by, and we still couldn’t reach him.

Turns out, he had flown to the Philippines to pick up a mail-order bride without telling anyone. No one would have known, except they had both been detained at the border with visa issues. He and his bride were stuck in Manila until their visa paperwork cleared.

He did eventually make it home and finished the contract with no further issues, but he never would tell us if he was able to bring his wife with him.

Filed Under: Blog Posts, Our Company Tagged With: blue signal, candidates, hiring, hiring manager, humor, interview tips, interviewing, recruiters, recruiting

Millennials in the Workforce

August 17, 2018 by Lacey Walters

For years, people have argued over how millennials will fall into the professional world, and how the generation of technology and diversity will change the way we see business. Over time, research has started to indicate how some of these changes may take shape.

Millennials are the largest generation in the United States labor force. According to Pew Research Center, U.S. Census Data shows that one-in-three American labor force participants (35%) are millennials. As of 2017, 56 million millennials were working or looking for work. Research suggests that the millennial population, accounting for immigration, will peak at 75 million.

Millennials became the largest generation in labor force in 2018.

 

The Disillusioned Generation

Millennials are the first generation to have less consumer sentiment and optimism than older generations. Baby Boomers entered the workforce believing the future would hold a better world. Millennials lack that confidence and feel compelled to instead “save the world.”

Millennials - Third of WorkforceResearch states that, “49% of 18- to 29 year-olds hold the view that the next generation will be worse off, while 61% of Americans aged 50 and over believe the next generation will be worse off.”

Contrary to popular belief, this lack of sentiment doesn’t reflect millennials’ tenure. According to Pew Research, millennials aren’t job-hopping any more than Generation X did in their early careers.

Actually, among the college-educated, millennials have longer track records with their employers than Generation X workers at the same age.

Sadly, this increased tenure does not correlate with job security or higher wages. As a result, millennials are the most likely to leave their jobs in the next 12 months if the job market improves.

With this information, it’s no surprise that the workplace will change over the coming years to better reflect millennials’ ideals and goals. It seems that the general attitude of millennials in today’s workforce is realistic – they know what they deserve, and what they need to achieve, and aren’t willing to compromise for less.

Desire for Purpose

The largest problem facing anyone in the workplace, no matter the generation, is engagement. Unengaged workers pose a threat to productivity, and in turn lead to higher turnover and loss of profit. Gallup estimated the cost of disengaged employees at $350 billion/year in lost productivity. Gallup research also shows that millennials are the least engaged generation; 72% are disengaged in their work. Lots of factors can affect this measurement, yet Gallup’s research shows that focusing on “opportunity to do best” and “mission and purpose” are the strongest factors for retaining employees. In addition, “opportunities to learn and grow” is an important element for millennials. Currently, only 28% feel their organizations are making full use of their skills. More alarming – 42% of respondents believe they will not be able to learn the skills they need for their careers at their current job.

Millennials feel unengaged in their jobs, yet they are confident that better options exist. Research shows 63% of respondents believe they could find a job as good as the one they have if they left their current company. Therefore, a focus on engagement initiatives will certainly begin to take precedence over other tasks of management and companies.

 

Communication with Upper Management 

Another way to combat loss of engagement is to create more communication between employees and management. Research has shown that “the process creates buy-in and helps employees define success in their roles. Accomplishing goals created with a manager feels even more gratifying to employees because they are ‘our goals,’ not just ‘my goals’ or ‘your goals.’ This shows in their engagement. While a mere 30% of employees strongly agree that their manager involves them in setting their goals at work, those who do strongly agree with this statement are 3.6 times more likely than other employees to be engaged.”

Millennials hold 20% of all leadership roles, and this number is growing. They will define a new standard for leadership, with conviction, collaboration, flexibility, and open communication.

 

Greater Diversity

Millennials are the “diversity generation.” Millennials actively pursue philosophies, politics, and social equality in all aspects of their lives — even the workplace. Reports show that 83% of millennials are actively engaged when they believe their organization fosters an inclusive culture. Only 60% of millennials are actively engaged when their organization does not foster an inclusive culture.

Millennials make up 27% of the minority population, including 38% of voting-age minorities and a whopping 43% of primary working age minorities. This means diversity in the workplace will not only be more prominent but will define the corporate culture of many companies. The number of millennial leaders is growing, and they want to expand inclusion in the workplace. The general belief is that past generations have handled diversity poorly in the past. Two out of 3 millennials chose their current company because of their organization’s overall purpose. Without a shared set of values and ethics, they are unlikely to engage with a company.

How do millennials feel about automation

 

Millennials + Automation

A major trend in the last 20 years is the increased presence of artificial intelligence, machine learning, and automation. Will millennials embrace or regulate the use of AI and other automation when it comes to business practices?

Research shows a split sentiment. Automation is more consistent, measurable, manageable, and cost effective than many traditional work allocations. However, people will always drive products and services. Technology cannot compare to people’s ability to tell a compelling story, communicate with color, recognize and respond to context, make and maintain connections, be emotionally competent, and of course guide with an ethical focus. It is up to the next generation of leaders to shape this technology.

The torch has passed to the millennials. They have made their desires clear – more purpose, collaboration, innovation, and flexibility. Companies that wish to survive the new age of business will have to adjust accordingly. Only the future will tell what millennials do with this new influence. But if research holds true, the future will be more inclusive, collaborative, rewarding, and technologically advanced.

What do you think? How can society empower millennials to make a positive impact? Let us know in the comments!

Filed Under: Blog Posts, Career Advice Tagged With: candidates, career advice, employer, job, job market, millennials

5 Signs that it’s Time for a Career Move

August 10, 2018 by Lacey Walters

Something they don’t teach in college is how to know when to move on. After graduating, many people’s initial focus is finding a job – pretty much any job, particularly if they have debt looming over them. If it’s relevant to their studies, all the better. This causes people to settle early and often, making the promise of skills being applied be enough to sign on to a company. And once you’re in it, there is always the fear of losing tenure if you move on too quickly. Shockingly, research has found that 70% of the US workforce is not reaching its full potential, with 52% of those workers unengaged, and another 18% are actively disengaged in their current jobs. This costs an estimated $450-550 billion in lost productivity each year.

Here’s how to decide if a career change is right for you.

1 – “My heart isn’t in it.”

Sometimes, the work that you thought you signed up for can fall short of expectations. You may enter a job and realize that this sort of position may not be right for you. This can be discouraging, greatly impact your productivity, and make it hard to keep work exciting. Especially when starting your first career-path position, you can be surprised by how the job compares to your expectations.

job pressureThe best way to go about these apathetic feelings is to define what you want from the position. Maybe you were looking for a certain skill set or were looking to advance within a company. Whatever your initial motivations, list them and look at them critically in accordance to what you are gaining currently. Make a list of what the job provides you, mirror that against what the job promised (maybe in a job posting or offer letter) and identify the focus.

For example, if you took a sales job to gain experience working with a certain client, write that down. Did the hiring manager promise this client to be part of your job scope? If so, and you haven’t made contact with them, it could be time to reach out to a superior and ask about your responsibilities. Having this initiative will show how prepared you are to move forward within the company, and achieving this initial goal will surely revitalize your drive. However, if the company can no longer provide you this opportunity and network, consider whether or not it meets your other career needs and think about how you could achieve this goal, even if it is with another company.

2 – “I’m not receiving proper reward or recognition.”

If you take a job that promises promotions, bonuses, and other compensation or movement and you have been with the company for quite some time, you may be wondering when those perks will appear. It’s hard to approach this topic with a superior, because you know that these things are earned, not given. However, if this was what drew you to the company and it has not been attained, you may start to second-guess your employment decision.

The first thing you need to do is know your facts. Dig out your offer letter from the company and find any material you can on their compensation scheme and benefits. Go online and use tools like Glassdoor’s Compensation Analyst or LinkedIn’s Salary Estimator to see how your compensation package compares to what other companies are offering in your industry and location. Set your expectations based on real-time facts and figures and analyze how your company may meet or exceed these standards.

If you are making above average in your qualifications and title, this should give you a new appreciation for your company and position. You may be luckier than you think! Perhaps your job has fallen short of industry norms or your company hasn’t fulfilled their promises of retention bonuses or perks. Approach your manager or HR and discuss your concerns in a respectful and constructive way. The worst thing you can do is remain inactive in your worry.

3 – “I don’t trust the company” or “I don’t fit the culture.”

This can be a tough situation. What people typically run into with a new position is the insider’s view they can get of a company’s philosophy. Something you must remember when starting a new job is that the first 90 days isn’t just the company watching to see if you’ll be a right fit, but for you to watch and see if the company is the right fit. Research shows that, “only 41% of employees felt that they know what their company stands for and what makes its brand different from its competitors’ brands.”

Culture fit - career change.

There are a few outlets to research the culture of a company, including looking up their employee reviews on Glassdoor; reading their client reviews on Yelp, Google, and Indeed. Look at the company’s website, social media pages, and LinkedIn to see how they interact with their industry, community, and employees. These give you an idea of what the company stands for and prepares you before accepting the offer.

However, just as individuals post idealized images of their lives on Facebook, companies can construct the perfect workplace image online. When your company turns out differently than you expect after signing on, you can approach HR and discuss your concerns. The same applies if you are uncomfortable with your company’s ethos or atmosphere. A big part of career satisfaction comes from the workplace environment. If you are uncomfortable with it, chances are you are not the only one. Speak up. Use your resources. Consider moving elsewhere if no improvements can be made.

4 – “I’m not living up to my full career potential.”

According to Gallup research, “an alarming 70% of American employees aren’t working to their full potential.” This feeling is something many people have but are reluctant to face. Perhaps when you entered the position, you thought you would be gradually given more responsibility and/or visibility and have since felt like your hard work has gone unnoticed or doesn’t support your company’s goals. The important task here is to define what you want to be doing, and then plan ways to get there.

What is your potential? What skills can you offer that aren’t being put to use, and how can they be put to use? Know your worth and become your own biggest supporter. If you think you can handle a larger portfolio, ask your manager for an extra client. If you want to showcase your abilities in design, ask. Take a stab at a proposal before the company presents to the client. Sometimes it may not be a lack of management’s interest or confidence in your abilities. Your potential can be overlooked if it goes unknown to the company’s decision makers.

However, it can always be possible that this position does not fit your capabilities. Maybe you are meant to be in another role with more clientele or creativity. If that’s the case, a change could be the answer to living up to your full potential. Never assume you are undervalued if you haven’t proven your value, but never settle if you aren’t challenged and engaged.

5 – “There’s no room for upward movement.”

Upward movement - Time for a career changeA greater problem still can come from a position where you are familiar with the company, have gained a lot of rewarding experience, and are passionate about what you do. Yet, you’ve moved to the top of your department and cannot experience any more vertical growth. This is always heartbreaking, because it’s likely that if you have been with the company long enough to grow that far, you are comfortable with all other aspects of the company.

But maybe that’s the problem. Being too comfortable can limit your achievements. If you have asked all the right questions, gone to the CEO about further growth, and have gotten everything you can from the position, it may be time to search for another career opportunity that can provide you with new experiences.

 

No matter the case, making a career move can be difficult. If you relate to any of the issues above and have not been able to find a fix within your current company, know that the job pool is large. We want to encourage you to look for your perfect fit.


Need help in your search? Have questions? Contact us at [email protected].

Filed Under: Career Advice Tagged With: candidates, career advice, guide, job, job market, linkedin

How to Speed Up a Hiring Cycle by 50% or More

June 28, 2017 by Lacey Walters


The average hiring cycle has risen sharply in the past few years (from 13 days to over 23 days). Some positions take even longer—2 months or more to make a hire. All of this lost time slows down team momentum and actually leads to a sloppier hiring process, not a more careful one. Not only that, many of the top job candidates are off the market in 10 days or less. Companies that take a long time to hire are depriving themselves of the best talent in the industry.

This year, aim to slash the hiring time by 50%. Here are the best ways to cut down lag time on a new hire:

Diagnose the problem areas

Start by taking a quick look at the numbers. How long did it take to hire the last 3 employees? Break down the hiring process into role creation, role approval, applicant tracking/sourcing, screening, interviewing, and extending the offer. Which takes the most time? Where can the process be sped up? Most companies lose steam in screening and interviewing candidates.hiring cycle

Plan out the hiring cycle

Set a deadline for onboarding the new hire. While most hiring cycles do not go exactly according to plan, having a deadline creates an incentive for good time management and fast responses. It is a common pitfall to subconsciously underestimate the time it takes to make the hire.

Start by coordinating the schedules of everyone involved in making the hire. Most companies try to get too many people involved in the hiring process, which can create confusion and delays. Best practice is to include the person who will be directly managing the employee, someone who can drill them on the technical skills, and preferably one team member who would be working alongside them.

If one of the hiring managers will be traveling, overloaded, or working on a complex project, consider reassessing the hiring timeline or cutting them out of the hiring process altogether. Good candidates may stick it out for a long hiring process, but most won’t.

Urgency bonus

Sometimes, a long hiring cycle happens when a manager is afraid of hiring the wrong person. This is a valid concern, because bad hires are expensive—but so is a long hiring cycle. A delayed hire can mean expensive overtime, overworked team members, missed deadlines, or even falling behind in market competitiveness.

For companies that work with recruiters (internal or external), an urgency bonus is a great incentive to keep things moving. The bonus should be enough to overcome the temptation to procrastinate, but not so big that the hiring manager is tempted to rush the hire.

Resist “Mini Me” and “Queen Bee” Syndrome

Most hiring managers want to hire someone with a similar industry background and skill mix, essentially, someone whose resume looks just like their own…minus 5 years of experience and 25% in salary, give or take. The reality is that it’s more comfortable to hire “mini me” people with a similar background, but the strongest and highest-performing teams are diverse—in strengths as well as in personality.

Mini me syndrome - hiring cycle

Avoid “mini me” syndrome in a hiring cycle. The best teams have diverse work histories.

 

The other pitfall to avoid is “queen bee” syndrome. It can be tempting to always go after the perfect candidate with the strongest career path, best leadership qualities, impeccable background, and every skill under the sun. Not only are these “queen bee” candidates rare and expensive, but they also often are not what is needed. Most teams are made up of worker bees. Resist the urge to insist on every skill, and assess what is truly needed in the role.

Training Skills and “Bend” Points

In today’s market, there is a resistance to on-the-job training at nearly every seniority level. Many hiring managers overestimate the amount of experience they need in a candidate, but they underestimate what someone can learn on the job. Keep in mind that a newly hired person is more likely to put in extra hours and extra work to close their skills gap. In many cases, hiring managers wait around for an extra 3 months for the perfect candidate, when they could have hired someone slightly less senior and trained them on the job in less time than it took to find them.

Backfills vs. New Roles

In the staffing industry, recruiters know that backfills nearly always get filled faster than newly created positions. In fact, many new roles change several times during the hiring process. Many never get filled at all. This is because backfill roles are under pressure to fill. Keep this in mind when creating a new role. It is a huge time drain to get everyone involved in a hiring project that may change three times and still take six months to fill.

Most hiring managers prefer to focus on their projects, not on drawn-out hiring cycles. Cutting down the hiring cycle time benefits everyone. It takes dedication, so set multiple milestones if necessary. By slashing wasted time in the hiring process, companies will boost morale, get on top of projects faster, and hit their goals at a better rate than the competition.

Filed Under: Blog Posts Tagged With: candidates, customer experience, hiring process, job candidates, recruiters, recruiting, strategy, tips

Why Customer Experience Should Matter to Recruiters

June 15, 2017 by Lacey Walters


Recently I was asked, “When you are working on a search for one of your best clients, and the resumes come to you, how quickly can you determine if it is someone your client will be interested in?”

I was honest and admitted it only took about five seconds. He gasped on the other end of the phone and asked what I do with the people who don’t cut the mustard. I told him our process was telling candidates that they are not a fit for our current role, but that I will keep their information for other opportunities and imply that we will likely have something for them in the future.

He calmed down, but pointed out that what really frustrates him is that quite a few hiring managers only look at resumes for a few seconds after many of them prolong the application process, which can take candidates multiple hours to submit. It is no longer just sending in a resume. He said it disgusts him that they are only spending five seconds looking at an application that likely took two hours to apply to.

He made a great point; it’s not a fair tradeoff. This got me thinking; are we really being fair to people who want to work for us? Candidates have spent two hours of time filling out an application for the chance to join your company, yet we are only giving them five seconds of review before we make a decision.

Today, everyone is talking about customer experience management; creating a consistent, desirable and differentiated experience across all touch-points with your organization. According to a Walker study, by the year 2020, customer experience will overtake price and products as the key brand differentiator.

Customer Experience 2020

 

The reality is that every time you or someone in your company engages a customer, it creates an experience that they remember. A positive emotional experience anchors them to you, whereas a negative experience will encourage them to head straight to your competitor. Where are the hidden opportunities to add enough value for our customers that it begins to offset the effort they’ve expended for us, thus forging a more equitable exchange?

Big box industries say that the key is Voice of the Customer (VOC) tools like reviews and surveys. Hotel chains and software companies ask their biggest customers, “What can we do differently?” and “How did we do?”

But how do you encourage your customers to take the time to volunteer this type of feedback? You try to dangle a carrot. Entice them with a discount, money, gift card or future services. Valuable comments are only going to be offered if something is in it for them, right? Never is a customer going to say they will drop everything to give a company advice on their service. Everyone is money-driven, and everyone is time-driven.

In recruiting; we are trying to best service our clients and candidates. But rarely do recruiting firms solicit clients  to ask how they can service them better. From a recruiting perspective, a question that is always asked from our clients is, “How do you differentiate yourself?” We go into recruiter autopilot, explaining very quickly what sets us apart: “We offer a full year guarantee, access to great candidates, we are fast, and we have a winning success rate. We are available 24-7 and offer a human touch, etc.….”

Yes, these are all positive ways to set your firm apart. But are they really differentiating? Probably not.

When it comes to customer experience management how do we as recruiters better ourselves and put the client first? The answer can be applied to every business interaction, and that is:

Ask better questions.

Questions such as:

  • “What can we be doing differently?”
  • “What are you looking for from a recruiter?”
  • “Can you fill the role on your own?”
  • “What type of talent are you searching for?”
  • “Does a full-year guarantee mean anything to you?”
  • “Do you want your industry’s #1 sales player in this industry? Or do you need someone in the chair who’s capable of doing the job?”

I have learned over the years that if we ask the right questions and understand the client’s needs, we create better relationships and earn long term results.

The truth is that dangling a carrot in exchange for reviews doesn’t work. Once you have formed a relationship with them, they will offer genuine feedback and ways to help. The best way to manage your customer experience comes back to better questioning. Dig deeper. Ask questions like:

  • “What is important to you in your career?”
  • “Where do you want to be in ten years?”
  • “How will you get there and why?”

Over 90% of professionals won’t know the answers to these questions. But that is okay, because we as recruiters are here as sounding boards to help them better understand companies, industry trends, and even their own needs.

At the end of the day, the most valuable reviews come from asking the right questions. No one truly tells you how to do things differently until they are upset or realize that things went wrong.

When you think of customer experience management, are you really listening to your customer? Here at Blue Signal, we pride ourselves on asking the right questions and are always open to hearing how we can improve.

Feel free to hear our full line of questions on the client side by reaching out at [email protected] .

Filed Under: Blog Posts Tagged With: candidates, customer experience, hiring process, job candidates, recruiters, recruiting, strategy, tips

Job Ads Should Look More Like Dating Profiles – Here’s Why.

May 26, 2017 by Lacey Walters


Picture seeing an online dating profile like this:

Requirements:

  • Must do all chores (laundry, all cleaning, bills), plus more as needed.
  • Must be willing to make sandwiches on demand and cook all meals 5+ times per week.
  • Minimum 700+ credit score and excellent budgeting skills required.
  • Must be able to handle difficult in-laws.

Who would swipe right on a profile like that? Any sane suitor would swipe left on that person as if their life depended on it because no one in their right mind would list requirements like that on a dating profile. It just isn’t a feasible way to find a successful match. So why are job ads being written like this?

Take a look at the description below, taken from real job postings:

Requirements:

  • Minimum 10 years of experience.
  • MBA required.
  • MUST be willing to work long hours on nights and weekends.
  • Must handle all regular duties plus others as needed.
  • Self-starter who can work with minimal direction.
  • Proven success in consistently landing top-level enterprise clients.
  • Natural ability to thrive under high pressure.
  • Please do not apply if you do not have qualifications listed above.

 

More like a prison sentence than a job ad. Not a single top performer would be tempted to apply to a job like this, and yet this continues to be the standard in the job ad world. Instead of showcasing a company’s passion, mission, and opportunity, they aim to scare off all but the most dedicated candidates. Demanding job ads became the norm during the 2008 financial crisis. Job ads were full of intimidating lists of hefty requirements, because the labor market was so bad that even top people were willing to take any jobs they could get.

The trouble is, this approach has stopped working.

The economy has shifted to a candidate-driven market, and companies are finding that the talent market is more competitive than ever, especially in fast-growing market segments like emerging technology, wireless/telecom, and programming. And due to tightening work visa restrictions, employers cannot always rely on the pool of H-1B workers. As a result, companies are having a harder time attracting talent.

 

Better to have too many choices than not enough.

Of course, there are some non-negotiables in both dating and employment. Everyone has standards. But highlighting the negative aspects of the job to “scare away” unmotivated applicants will make a top candidate question why they would bother applying to an apparently horrible job.

Experts estimate that up to 80% of candidates are passive. This means they keep options open but usually stay put unless something great comes along. Companies who write hardline job ads cut out 80% of their possible applicants. The best employees almost never have to make a career move, so companies with bad job descriptions automatically eliminate the best candidates right off the bat.

 

Ernest Shackleton's 1901 ad for the North Pole expedition. Not exactly a welcoming job description.

Image: Ernest Shackleton’s 1901 newspaper ad for the first successful trip to the South Pole.

Writing more attractive job ads will naturally cause an uptick in the number of applicants. Sometimes this is the reason companies write harsh job ads – they want to reduce the flood of applications. However, this strategy is flawed. In the world of easy online applications, companies who demand too much will still get flooded with applicants, but the majority will be desperate or underqualified applicants. It is better to have too many choices than not enough.

By the way, getting overwhelmed by applications is one of the best reasons to consider using a recruiter to weed through hundreds of applicants. Recruiter fees are expensive, but so is a hiring manager’s time.

 

Bad attitudes are expensive.

Focusing on the minimum qualifications is insulting to top candidates who have worked hard to build their skillset and bring extra to the job. Telling someone that they have met the minimum standard is hardly motivating in the dating world, and even less in the professional world. It is far better to tell them what the reward will be if they exceed expectations. Instead of focusing on the minimum bar, focus on the things that will set the job apart and how the company rewards its best people.

If employees have to jump through hoops during the hiring process, expect to pay a lot more than market rate to attract high-performing employees. Even then, many people will eventually leave a high-paying job for a job that treats them well. High turnover might work for minimum-wage employees, but it gets very expensive for salaried employees. Consider the direct costs of replacing an employee (advertising the job, interviewing, travel costs, background checks, and onboarding), plus the indirect costs of low morale, poor branding, decreased service quality, and the negative effects of stressed and dissatisfied employees.

Just like in real life, there is a spectrum of what works. Antagonistic, authoritarian work relationships can sometimes produce results (take Amazon’s notorious work culture, for example), but candidates in today’s market have lots of options. Companies who take a hardline attitude should not count on attracting top performers.

 

Show personality, not gimmicks.

Once upon a time, “Coding Ninja” job titles and ping-pong tables were the hottest way to attract up-and-coming talent. It worked for a while, but in the end, employees mostly want to make sure that a job will meet their real needs. That means money, time off, career advancement, and a good workplace environment.

What should companies focus on instead? Start with opportunities, rewards for top performers, career paths, benefits, work culture, and brand ideals. The top attractors in the United States have strong branding around how they’re changing the world. They don’t always pay the most or have the best benefits, but they maintain strong ideals about their mission.

Most companies only put effort into considering what they want out of an employee, and no time thinking about why anyone would want the job. This is unfortunate, because every company has something unique to offer. Start with the hard numbers, like salary package, benefits, PTO, and bonus structure. Go on Glassdoor to see what people are already saying, and pick out some of the top positive comments describing the culture. Plan out the realistic career path for the person who will fill this position, and note in the job description what opportunities they will have.

 

Focus on the relationship.

Even the most formal professional relationships are still relationships. They are based on people understanding each other and cooperating. When someone takes a job, they sign up to spend hundreds or thousands of hours of their life to pursue the company’s goals, and the company agrees to be that employee’s livelihood.

Investing in employees is expensive, but it also produces great results. Many studies have shown that unhappy employees do a bad job at work, and happy employees give better service. It takes time, effort, and hard work to attract top people, but the payoff is enormous.

Want more tips on how to write a great job ad? Check out Blue Signal’s top 5 tips for building a better job description.


Filed Under: Blog Posts Tagged With: candidates, company culture, guide, hiring process, how to, how to interview, job, job market, strategy, tips

Sales Reps: Ask These Questions in Your Next Sales Interview

May 11, 2017 by Lacey Walters


Many sales reps are great interviewers, since they excel at building relationships and having targeted conversations. One of the best ways a sales rep can stand out from the competition in an interview is by asking great questions. Research the company’s products and brands well ahead of time (try out the products firsthand, if possible), and then spend the interview time asking questions that will help both parties to determine whether the job is a fit.

These questions are designed to jumpstart conversation about company culture specifics. Listen carefully to what is said, and what is not said. Be ready for a range of possible answers, and have responses to guide the conversation.

 

“What is the usual progression for top performers in this job?”

Sales roles often have high turnover, especially at the lower levels. But asking simply about tenure can give a bad impression in an interview. Instead of asking a question that focuses on the worst performers, ask about the best performers. This question does double-duty: it demonstrates a commitment to succeed, and it also uncovers how the company treats its highest-performing salespeople.

Another variant on this question is, “What do the most successful salespeople do in their first month on the job?” Both variations of the question emphasize that the candidate has every intention of doing a good job.

 

“If you had an extra 20% added to your budget, how would you spend it?

An engaged hiring manager will know what they would love to spend more money on – product training, marketing materials, extra reps, prospecting software, or extra incentives, for example.

There is no right or wrong answer to this question, but it will indicate the top priorities (and possible pain points) of the team’s management. Someone from a technical background may prioritize product knowledge and technical support.  A manager who is actively engaged with their team may focus on skills development. A data-driven manager may invest in analytical software and tracking tools for the team to find out where the problem is. Listen carefully to the “why” in the interviewer’s answer, and think about what was not said as well as what was said.

“What is the top skill you wish you could improve in your sales team?”

Every team has weaknesses, and most sales teams struggle with a similar set of challenges across the board. This question gives insight into which weaknesses the manager focuses on. Common answers to this question include: product knowledge, prospecting, actual salesmanship, and better documentation/follow-up. An engaged hiring manager will answer this question in detail because they know where the team’s weaknesses are.

A sales rep who is interviewing can use this information to guide future questions, especially if they are strong in an area where the rest of the team is weak. It pays to follow up with a question about how the sales department compensates for this weakness—additional training, regular coaching, bigger incentives? It says a lot about the overall approach of the team.

 

“Which departments does the sales team work with on a regular basis?”

Some sales teams operate in a bubble and focus purely on selling, selling, selling. Other companies have a more collaborative culture, and their sales teams meet with R&D to brainstorm solutions to common customer complaints, or with marketing to come up with better materials and marketing strategies to help reps sell better. Neither approach is right or wrong, but it says a lot about how the company integrates sales into the rest of its culture.

“What kind of support personnel does your sales team have?”

Sales is not an easy line of work, and it gets even harder when reps are bogged down with non-sales work. Support personnel help a sales team to run like clockwork. This includes sales engineers, technical support, customer service, admin, data entry, product managers, and pre-sales/post-sales support coordinators. Even a small number of support personnel can mean a huge difference in a rep’s workload, and that translates to more sales and more commissions.

 

“What percentage of reps hit their quota each year? How does the top 10% perform?”

Not all sales departments set realistic quotas for their team. If the annual quota is $5 million, but the average rep only closes $3 million, the target is unrealistic. A very high OTE is great, but only if it is achievable. This question also helps to feel out how in touch a hiring manager is with their team’s numbers.

It pays to know how the top 10% performs compared to the average rep, to get a realistic idea of how much to expect in sales and commissions.

 

“What is the sales workflow?”

This question gives the hiring manager a good opportunity to talk about what tools and procedures the company uses in its sales process. A good sales funnel is straightforward and simple. Beware of a complicated process with unnecessary twists and turns. Another red flag is a high amount of follow-up, which takes a rep’s time away from selling.

Get an idea of the company’s sales stack. Even the best salesperson can have a hard time selling if the company’s software platform is outdated or difficult to use. On the other hand, a modern fully-loaded CRM shows that the company is serious about investing in its sales team.

 

“Why are you hiring for this role right now?”

The easy answer to this question is, “We’re growing,” which is what most hiring managers will answer. But instead of stopping there, dig a little deeper. Ask how much they have grown, and how it compares to past growth. Why now? This is also a good opportunity to find out the size of the sales team.

The other possible answer is that someone left. This is not automatically a bad thing – the hiring process usually moves much faster for replacement roles than for newly created roles. If the role is open because someone resigned, see how the hiring manager responds. If they speak negatively about the employee or air grievances (which tends to be uncommon), take it as a red flag. The best professional response is to briefly explain that the person moved on to other opportunities.

 

“What is the biggest challenge your team has faced in the last year, and how did your team overcome it?”

The sales profession is not easy, especially in the roller-coaster market of the past 10 years. Every team has faced challenges. Find out how they responded, and more importantly, how the hiring manager speaks about the difficulties on the job. Some managers ignore or minimize problems, some face them head-on, some like to get their hands dirty on the front lines, and others like to analyze the problem carefully and take a targeted approach. Again, this question is all about getting down to the personality and work culture of the team.


“Tell me about some of your key metrics.”

Selling is a numbers game, and a great hiring manager is on top of their team’s metrics. Good metrics to talk about include the cost of acquiring a new customer, conversion rates, and average deal size. For long-cycle sales, be sure to get an estimate of how long deals usually take to close.

The interviewee should have their own numbers ready to discuss, so that once the hiring manager begins talking about their metrics, the interviewee can respond with how they can improve those metrics. This is a good opportunity to trade stories about big milestones and key successes in the past few years.

 

“What keeps you motivated and excited to come to work every day?”

This is an easy one to pull out to break tension or to follow a complex question. People who work in sales are all about motivation and excitement (if not, they are probably in the wrong profession). What they say is less important than how they say it. If their answer is motivating and exciting, they are probably a good match.

 

Interviewing soon? Read more about how to excel in a sales interview. Find even more interview tips here.


Filed Under: Blog Posts Tagged With: candidates, career advice, company culture, guide, hiring process, how to, how to interview, interview etiquette, interview skills, interview tips, interviewing, job, job market, sales, salespeople, strategy, tips

  • 1
  • 2
  • Next Page »

Copyright © 2021 · Dynamik-Gen on Genesis Framework · WordPress · Log in

logo
BLUE SIGNAL OFFICES
Phoenix (HQ)
4545 E Shea Blvd – Suite 250,
Phoenix, AZ 85028
Phone: 480-939-3200

Chicago

8770 W Bryn Mawr Ave, #1300
Chicago, IL 60631
Phone: 847-227-8287
RECENT POSTS

Coffee with a Recruiter, feat. Jared Wenzel – Resume Best Practices

Read More

If You’re Not Looking Forward to Mondays: Why You Might Need a New Job

Read More
AB_logo_270x103
LinkedIn
Twitter

Copyright 2021 All Right Reserved - Blue Signal | Designed by Sting