employee feedback Archives - Blue Signal Search

Blue Signal Named “Top Companies To Work For In Arizona” For 2 Years in a Row

July 11, 2022 by Aylish DeVore

Arizona Capitol Times, Best Companies Group, and BestCompaniesAZ announced today that Blue Signal has earned a spot on the 10th annual list of 2022 Top Companies to Work for in Arizona, for the second consecutive year. This highly selective list is the result of anonymous and comprehensive employee surveys. These surveys were measuring culture, work environment, leadership, and employee pride and satisfaction. This was combined with rigorous evaluations of workplace practices, policies, perks, and demographics.

“This year’s Top Companies were selected based on the results of a very high favorable employee survey scores. These scores averaged 90% overall survey results and an impressive 91% overall employee engagement. This level of performance for Arizona companies is about three times the national average when compared to Gallup’s recent reporting of US engagement at about 33% favorable,” says Jaime Zepeda, EVP Best Companies Group. “These winners should be very proud of their Top Companies status for this presents a powerful opportunity to attract and retain the very best talent.”

The “Top Companies" will be honored at a virtual event on August 23^rd. Additionally, a special supplement listing of the rankings will also be published by Arizona Capitol Times and BestCompaniesAZ on August 26^th.

For complete details, visit www.TopCompaniesArizona.com.

About Blue Signal Search

Having successfully completed over 1,700 search projects, it’s no surprise that Blue Signal has the experience, relationships, and tools to help you grow your career. Our deep industry knowledge – from 215 combined years of recruiting experience – and streamlined processes help clients to secure high caliber talent within tight timeframes. As a top executive search firm, we have been a driving force in our clients’ professional successes. At Blue Signal, we immerse ourselves in our clients’ businesses and our candidates’ careers to fully understand top priorities and the best direction of both parties. In turn, our reputation is built on our ability to consistently incorporate these priorities into all of our searches to make long term, impactful connections.

About Arizona Capitol Times

Arizona Capitol Times is the only media organization solely devoted to public policy and politics in Arizona. Independent and nonpartisan, we are the most trusted news source covering Arizona’s governments. Our physical proximity to the seat of power and unparalleled access to sources in the Capitol mean we consistently cover legislative and state government actions quickly, accurately and comprehensively.

About BestCompaniesAZ

BestCompaniesAZ is a marketing agency that specializes in employer branding. With more than 30 combined years of industry experience in public relations and human resources, BestCompaniesAZ elevates award-winning organizations through digital marketing, events, communication and award consultation services.

About Best Companies Group

Best Companies Group is dedicated to establishing Best Places to Work programs to distinguish leaders in workplace excellence. As a research firm, BCG collects data about participating companies as well as employee feedback, analyzes that data, and produces a “Best” distinction that makes each recognized organization, the selected region (or industry) and the organizing partners proud. Overall, Best Companies Group identifies and recognizes places of employment that lead the way in defining the employee experience of the 21st century.

8 Questions Successful Managers Ask Before the End of the Year

December 8, 2021 by Aylish DeVore

The end of the year is filled with annual performance reviews, P&L reports, end-of-year budget meetings, a never-ending to-do list, and a thousand other holiday errands. As busy as the end of the year wrap up may be, the opportunity of a fresh start and a new strategic perspective on the coming year is something all leaders should take advantage of. That being said, good business strategy cannot be reduced to a quick planning meeting. It is important to prioritize the time to self-reflect and ask yourself the right questions, because the strategy you plan now has a direct and lasting impact on what your next year will look like. Palena Neale emphasizes that it is vital that leaders make time to reflect on the past year in relation to business goals, actions, values, successes and, of course, their "best" failures.

As you sit down to review the last 12 months and begin planning future strategies, it’s common to feel overwhelmed and left asking, “where do I start?” We’ve gathered a list of the top eight questions successful managers ask before the end of the year to ensure you get started on the right track in the year ahead. These questions are designed to zero in on the important things that tend to get overlooked in the holiday haste. As a best practice moving forward, you can also implement opportunities to review and follow up on these questions quarterly. Checking in on these main ideas will lead to a more realistic view of the overall year and in turn be a more productive use of your time.

8 Questions Successful Managers Ask Before the End of the Year

Question #1: How would I Summarize the Year?

Looking back on the entire year can seem daunting but it’s a great first step in your reflection process. Take a step back and review the past year as a whole. How would you summarize the outcome? Check in with the business goals you had set for the year and see what was met and what fell short. Take this time to dive into the overall performance of your team, individual employees, and most importantly, yourself as a manager.

When looking at the overall performance as a team and individual employees, it’s important to remind yourself to humanize the workplace. It’s okay to report on highs and lows of the year and have open conversations around both. Collaborate with your team about next steps and break down the work that comes from it. When evaluating yourself, don’t be afraid to be brutally honest and truly look for areas of improvement. Once you gather your findings in each area, ask yourself what you can learn from each. List out clear takeaways that you can turn into actions items to accomplish in the future.

Question #2: Where was the Majority of My Time and Energy Spent in 2021?

Pull research and look back to find where your time was allocated the most and where it was lacking in the past year. Are these findings sustainable going forward? Do they make sense in relation to your business goals? When looking at how time was spent, try to pinpoint what caused stress and be aware of signs of burnout.

Stress in leadership can lead to more negative effects than just personal wellbeing – businesses in the US suffer a $300 billion loss every year because of workplace stress. Additionally, almost 60% of leaders reported feeling tired at the end of each day, which can be an indication of burnout. One recent survey found that 44% of leaders who felt worn and used up planned to move to a new company in order to advance their careers. When deciding how to disperse your time, remember that when you’re at your personal best, the company can succeed. Inga Bielińska, a coaching and consulting mentor, recommends looking at the coming year’s agenda and planning for family events to participate in, friends’ reunions or routine outings to go to, winter holidays, summer holidays, and regular “me time” to help combat stress.

Question #3: What Areas Can I Take a Step Back From?

According to a recent survey, developing the next generation of leaders is the top challenge for 55% of CEOs. In most cases, taking a step back will create the opportunity to delegate tasks and responsibilities to those who are ready to step up in the company. This allows you to encourage individual growth on your team and it frees up your time for overall business development opportunities. It’s a win-win. Remember it’s your team who has led the company to its success so far. Trust them to take on more responsibility and show you what they can do!

Once you identify areas you are able and willing to delegate, set aside the time and resources you’ll need to properly train the individuals taking them on. Avoid throwing anyone in the deep end and make sure they are confident in their new role and expectations. Additionally, schedule future meetings to follow up on how things are going after team members have had time to settle into those new responsibilities. This will allow them the opportunity to ask questions and will ensure you are both on the same page moving forward.

Question #4: Where am I in My Personal Five-Year Career Plan?

This is the time to be a little selfish. Just as you would evaluate business performance, it’s equally important to conduct personal evaluations. Check-in with yourself and your business goals – more specifically, where you are in your 5-year plan. You can do this by conducting a personal SWOT analysis and looking at it from a technical standpoint. Loren Margolis, from Training & Leadership Success LLC, suggests asking yourself questions such as, "What are my top leadership strengths and weaknesses?", "What are my growth opportunities?", and "What are the internal (mindset) and external (marketplace) threats to my success?"

In the same sense, take this time to revisit your long term goals. When answering these questions, you’ll determine if you’re on track with your goals and certain areas that need more attention. Remember that all goals are works in progress and you can add and adjust them based on where you are today. Once you’ve reflected and updated, you’ll need to develop an actionable plan to continue on the path to meeting those milestones.

Question #5: How is Overall Employee Engagement?

Once you take a look at your personal progression, the next step is to do the same for your team. This starts with evaluating employee engagement. Studies show that 78% of business leaders are focused on improving their engagements with employees. In turn, engaged employees outperform their peers that are not engaged – and overall, companies with high employee engagement are 21% more profitable. A good place to start asking the right questions is during employee performance reviews. G. Riley Mills, from Pinnacle Performance Company, shares that “despite common conceptions about workers receiving performance-based feedback, research shows that they not only want it, but they also want to give it to you. A whopping 65% of workers want more feedback – and that number swells to 80% for younger workers (76% of which also want to give their bosses feedback).”

Before the new year, carve out the necessary amount of time to meet with employees one-on-one to touch base. Take this opportunity to notice anyone starting to show symptoms of burnout, or those who need more of a challenge. Be sure to set the necessary follow ups to discuss next steps and note who will need more attention in the coming year.

Question #6: What Gaps Does the Team Have?

No team is perfectly balanced all the time, especially when the company needs to make changes to stay competitive – and that’s okay. When looking for gaps, it’s easiest to tackle this separately from performance reviews. Individual annual performance reviews are critical, but they don’t give a holistic, big-picture view of a team. Meet as a team and create an open discussion regarding where employees are noticing gaps – be open to feedback.

Once identified, categorize them by priority. Which gaps are the most important to close and which are less urgent? Analyze what it would take to close them, such as incentives for the team to work harder, redistributed duties, improved technology, new hires, or more training. Prioritize which gaps to close based on projects and available resources. Oftentimes this can lead to the realization of necessary budget increases for departments. Going into that discussion with this tangible analysis can help increase chances of approval.

Question #7: What Technology Changes are Around the Corner?

Automation, smart devices, IoT, cloud computing, and other advances are changing the landscape very quickly, even in businesses outside the technology industry. No matter the industry, ask yourself how you will remain innovative in the near future. As remote work has taken off in the past two years due to Covid-19, technology and processes have advanced quickly to meet the communication standards among teams working across the country. Many businesses have identified software, programs, and devices to implement or better utilize for reliable internal communication, streamlining processes, remote work, etc. The innovation of 5G has brought a particular shift in advancing technology we use daily.

More specifically – cybersecurity has proven to be more important every year. It’s crucial to keep teams up to date about what skills they need to stay competitive. Additionally, pay attention to market trends throughout the year – last-minute technology upgrades are never convenient or cheap. After you reflect on these points, you may find it’s time to hire new IT professionals or teams to manage internal technology advancements. Remember that Blue Signal can help!

Question #8: What Would a Successful 2022 Look Like to Me?

After all the self-reflection and input from the team, the last step is to set business goals and intentions for the year. The hardest part of goal-setting is being realistic. Keep in mind – not all dreams should be goals. A great place to start when mapping out your business goals is to ask yourself what will stay the same, what will change, and how. All of these answers should lead to insightful follow up questions and provide you with the necessary steps needed to plan for success.

When setting these intentions, it’s important to focus on hard numbers and actionable projects. In turn, this helps outline expectations and clearly communicates what considers a goal complete. The best goals have benchmarks and key performance indicators to measure success along the way. A great tip is to dig up your previous business goals - not just from this last year, but 3-5 years back - and look for trends. Look for similar, overly ambitious goals you tend to make year after year and decide how to make them more achievable or choose to scrap them altogether. If you find yourself getting stuck and unsure of what’s important, ask your team for input! This will ensure all department’s individual business goals are represented in some way when it comes to the company’s future plans.

Once you’ve settled on your goals – memorize them. Throughout the year you should be able to clearly visualize what you’re going to accomplish – almost manifesting the outcome. Share company business goals with your team as well and remind them to refer back to them often.

In the busy month of December, it is easy to get buried in small tasks and miss critical opportunities to get ahead in the coming year. Optimizing these questions can help you stay organized and zero in on important business goals and action items to take. When reflecting, remember to celebrate the wins as a team and try not to tread on the goals you didn’t hit. A new year is the perfect opportunity to clean the slate and start fresh with an ambitious mindset. Alexsys Thompson, from Alexsys Thompson Intl., states that “as a leader reviews the wins and losses of the previous year, it is powerful to revisit the wins that were experienced, and acknowledging the misses through story will help ensure lessons are taken forward as valuable learning experiences.”

As you build out your 2022 strategy, remember Blue Signal can be a vital resource! Our seasoned recruiters can partner with you to help answer these questions and deliver action items related to hiring to hit your business goals in the year to come. Contact our qualified team of recruiters to learn more about the wide range of services we offer.

Blue Signal Ranked Among Inc. Magazine’s Best Workplaces 2021

May 13, 2021 by Amber Lamb

BLUE SIGNAL RANKS AMONG HIGHEST-SCORING BUSINESSES ON INC. MAGAZINE’S ANNUAL LIST OF BEST WORKPLACES FOR 2021

429 Companies that Make Work Worth It

Blue Signal has been named to Inc. magazine’s annual list of the Best Workplaces for 2021. Hitting newsstands May 18 in the May/June 2021 issue, and as part of a prominent Inc.com feature, the list is the result of a wide-ranging and comprehensive measurement of American companies that have created exceptional workplaces and company culture whether teams are operating in person or remotely.

Collecting data from thousands of submissions, Inc. singled out 429 honorees this year. Each nominated company took part in an employee survey, conducted by Quantum Workplace, on topics including management effectiveness, perks, and fostering employee growth. The organization’s benefits were also audited to determine the company’s overall score and ranking.

Blue Signal has worked hard to meet the changing needs of its workforce this last year. Founder and Executive VP Matt Walsh puts it best: “we take pride in our strong employee retention, and a large part of our success is due to our ingrained culture. Our culture is centered on five core values: excellence, transparency, integrity, commitment, and respect. Where only one in 10 in our industry go on to a career in recruiting, our tenure is well above the industry average. We have ensured that our company culture is prioritized and unwavering with consistent check-ins and virtual events that help us build community across our remote, nationwide workforce.”

“The definition of a positive workplace has changed drastically over the past year,” says Inc. magazine editor-in-chief Scott Omelianuk. “Stocked fridges and nap pods were no longer perks many companies could rely on once work went remote. So, this year’s list is even more important as it reveals organizations that continue to enrich the lives of its employees amid a pandemic.”

About Blue Signal Search

Blue Signal is a nationwide executive search firm that connects companies seeking the best talent in their respective industries with superior performers. The industries we specialize in include wireless, telecommunications, Internet of Things (IoT), medical/healthcare, finance/accounting, emerging technology, cloud, managed services, manufacturing/industrial, logistics/supply chain, and human resources. We build deep relationships with our consultants and candidates, providing career consultation and opportunities to help make a career advancement possible.

Our dedication to building relationships within key industries allows us to provide our clients and candidates with unparalleled access and a high level of expertise around market conditions. As a business partner, we will never compromise on professionalism, providing an uncommon level of transparency for our industry.

About Inc. Media

The world’s most trusted business-media brand, Inc. offers entrepreneurs the knowledge, tools, connections, and community to build great companies. Its award-winning multiplatform content reaches more than 50 million people each month across a variety of channels including websites, newsletters, social media, podcasts, and print. Its prestigious Inc. 5000 list, produced every year since 1982, analyzes company data to recognize the fastest-growing privately held businesses in the United States. The global recognition that comes with inclusion in the 5000 gives the founders of the best businesses an opportunity to engage with an exclusive community of their peers, and the credibility that helps them drive sales and recruit talent. The associated Inc. 5000 Conference is part of a highly acclaimed portfolio of bespoke events produced by Inc. For more information, visit www.inc.com.

About Quantum Workplace

Quantum Workplace, based in Omaha, Nebraska, is an HR technology company that serves organizations through employee-engagement surveys, action-planning tools, exit surveys, peer-to-peer recognition, performance evaluations, goal tracking, and leadership assessment. For more information, visit QuantumWorkplace.com.

Social Media Best Practices for HR

January 17, 2020 by Lacey Walters

In a world where 1 in 5 page views occur on Facebook, and Twitter users generate 6,000 tweets per second, social media is no longer a small element of the modern community life, it’s the beating heart of how we interact. It might be tempting to just leave social media totally in the hands of your marketing team, but the reality is that the whole company—including HR—needs to be on board.

While the social media landscape is still in a state of flux, success in this area isn’t random. Social media best practices go beyond marketing and PR: they’re about how people interact. Since HR is the industry of people, human resources professionals need to have a social media strategy. What can an HR professional do to harness social media for a positive employee culture?

1. Know the channels your employees use. Listen to what they say.

Together, customers and employees are the two groups that shape the reputation and image of your company. Their voice is much more powerful than any marketing or PR effort. Find out what platforms your employees use, and what they’re saying about you. It takes very little time to get an impression of what the public thinks about you as a company and an employer.

The easiest social media platforms for managing your reputation are LinkedIn, GlassDoor, and the first few pages of Google searches. These are the first places your job candidates will be checking before they decide to work for you. Facebook and Twitter are less straightforward, but you can track buzz and interactions around your company to get an understanding of where you stand.

Social media should already be part of your hiring process. Not only should you source candidates through LinkedIn (or work with recruiters who do), you should vet potential employees’ social media profiles during the hiring process. It will give you an insight into their personality that may not come out in a formal interview.

2. Celebrate on social media.

Embrace opportunities to celebrate your company on social media. Use your LinkedIn page, Twitter account, and Facebook company page to share promotions, new hires, company outings, fun traditions, perks, and milestones. Post often and at many levels — new and senior employees alike deserve recognition for hard work.

Include photos or videos to boost your views and humanize your company. Since your employees already use social media every day, show your appreciation for them where they (and the competition) can see. Make your competition envious of your workplace culture.

The key to this approach is consistency. Decide on a social media calendar, then design a process for selecting an employee to celebrate. Keep the process fair so that other employees don’t feel left out.

This personalized, grass-roots approach costs little time and money and dramatically boosts retention and your online reputation. When you paint a clear picture of your company’s selling points, you will attract and keep top talent.

3. Form strong bonds with your PR and marketing teams.

They’re the ones who manage your company’s branding and voice on the front lines. If you don’t communicate, you’ll miss out on insights into your people and potential candidates. Share your visions with each other. Talk about ways you can help each other reach those goals.

Your goal is a strong correlation between your brand and your employee culture. There is no substitute for keeping your finger on your company’s pulse. When individuals and departments are dissatisfied, they talk, and they may not talk to you first. A culture disconnect comes off as disingenuous to your customers and makes it hard for you to attract and keep your top employees.

4. Don’t try to gag people.

You can’t monitor everything (nor should you want to), but you can get an idea of your employees’ social media habits before and after you hire them. Trying to shut people down will only fan the flames.

A hyper-strict social media policy never goes over well (and may actually be illegal): “The National Labor Relations Board has concerns about companies that run with these very broad gag policies that relate to things going on in the workplace,” says Jon Hyman of the legal advisory firm Kohrman Jackson & Krantz.

Instead, integrate social media into your employee communications. Make a space for employees to talk internally and confidentially. Don’t rely on traditional methods (the anonymous comment box in the break room is outdated). Today’s employees are vocal and have many tools at their disposal to be heard. Let them know that you hear them so that you can solve problems together before they feel compelled to take their frustrations to public arenas.

If you notice a negative trend in what employees are saying, you have an opportunity to fix the problem and build on your strengths. Turning around an unhappy employee is a win for everyone, including you: workplace morale improves, productivity goes up, and you don’t lose an employee.

5. Ask for good feedback.

In addition to sharing successes from your own perspective, encourage employees to leave employer reviews on GlassDoor, Facebook, and other social media channels. Job seekers are more likely than ever to research company culture during the interview process, and positive employee reviews are a powerful tool to give you legitimacy. Dissatisfied employees speak up more often than happy employees. Avoid asking when your employees are likely to be stressed or nervous–such as close proximity to annual performance reviews, audits, or looming project deadlines.

Another great tactic is to create avenues for employees to share their own good news, such as a perk-related Twitter hashtag, or encouraging employees to tag themselves and share company event photos on Facebook. Your marketing and PR teams may have additional ideas and resources. One note: offering incentives in exchange for good reviews is not allowed.

GlassDoor is the top platform for workplace culture reviews. Many job candidates read through these reviews during their company research.

6. Know when to tune out.

Some people are determined to say negative things. Inevitably, some will stick. The best policy is to treat your people well.

Good news is the best antidote for bad press. Take advantage of opportunities to spread good news and fix problems promptly. Truly listen to your employees to clear up issues before they become exacerbated. Manage expectations and company policies right from the start to keep your employees happy. Most importantly, show your company in the best light by celebrating success.

Saving Face: Shaking Bad Brand Reputation

October 18, 2018 by Amber Lamb

Did you know it takes an average of 52 days to fill a position, and that US companies typically spend $4,000 to fill an open position? This data from Bersin by Deloitte includes findings from 412 organizations, and the results are stunning. It found that high impact organizations have a 40% lower new-hire turnover rate and are able to fill roles 20% faster than companies with tactical recruiting functions. This has a lot to do with reputation. Whether you are a hiring manager, an interviewee, or a recruiter – you have probably had to handle some bad press in the professional world. Here are some tips for best practices when approaching this sensitive topic.

As a Company

A study by Glassdoor found that 84% of workers would be willing to leave their current jobs for a company with a great reputation, and that this would only require a 1-10% pay increase. More and more, people are looking to work for companies based on the culture over the paycheck. Meaning that your brand’s reputation is worth more than you think.

If your company has a bad reputation, the biggest thing is to not sweep it under the rug. The internet is a very unforgiving place and bad reviews on Glassdoor or Indeed will leave your business driving away potential employees.

So, your first step should be to own up to your pitfalls. Respond to Glassdoor postings and ask questions. See where in the process you went wrong and work to alleviate it in the future. When it comes to new hires, it would be beneficial to discuss these bad reviews and tell them about how you are working to change, because if they do research like they should, they’ll find those answers and come to conclusions on their own.

Finally, after working to fix the internal issues that caused the bad reputation, make your employees your brand ambassadors. Just as bad ratings can drive people away, good ones can draw them in. Encourage (but not incentivize) employees to share their experiences online. Not only will this help potential new hires to familiarize themselves with your company culture and set their expectations for the position, it will also help your current employees feel heard, validated, and valued. If you give them a voice, they will be empowered to help drive your brand.

As a Potential Employee

As someone in the market for a new job, there is nothing worse than researching a company you’ve landed an interview with and finding negative reviews about them online. All that excitement of finding that new opportunity can easily wash away with a few frightening reviews from old employees. It’s that much more nerve wracking sitting in a room with a hiring manager and having to answer that question, “Why do you want to work for us?”

Instead of sitting there and thinking Well, I’m not so sure I want to anymore… while flashing back to your midnight internet FBI-type investigating, take some steps before going to their office to make sure you’re not missing an opportunity.

First things first, call it out. If you are working with a recruiter, ask them head on what they think about the company and its issues. It doesn’t benefit the recruiter to lie about it or talk around it. Chances are they have asked the company these same questions after doing their own research and have had to share this information with other potential candidates. Recruiters will be the best resource for knowing the inside scoop on the issue without harming your reputation with the company.

And, if you’re not working with a recruiter, know that it isn’t necessarily a bad thing to ask the hiring manager during an interview what the company has done about these reviews. Be respectful and try not to place blame. Try So I researched your company and I had some questions about your management team or There have been some rumors going around in the market and I just wanted to hear the truth from you. Chances are, if they are a truly good company, they will admire your ethics and recognize the courage it takes to bring up those concerns. Hopefully they will be able to address the issue and provide you with some answers about how they have moved forward to alleviate those problems. It’ll give you good insight into who their leaders are, and how they operate. Otherwise, if they push back or don’t provide answers, follow your gut and think about whether or not they are the right fit for you.

Most importantly, when you see these bad reviews, consider the source. Look closer at the review and see where the problem truly went wrong. Think about the last time you bought something off Amazon. You may have perused the reviews and come across a customer claiming, “this is the worst sweater on the planet, it showed up full of holes! Would never buy again!” Is this the only bad review among all others like “I bought 12!” and “Perfect fit!” Realize that in reality, the angry customer’s dog perhaps got to the mail first. Recognize that not all reviews are honest or hold the whole story. The single bad review from an employee on a Glassdoor page could be from someone who left the company on bad terms, or had their boss’s dog eat their sweater.

Finally, recognize the opportunity a “bad” situation can provide you. If you meet with a company, and hear their history and how it’s turned around, think about how you can elevate their reputation and work alongside them to build them back up. The companies in these situations are clearly in need of some new ideas, and there were probably several other applicants who read those reviews and turned away their offers without knowing the full story. Of course, never take a job that may be harmful to you or your career. But, if you see the company making a true effort you may be given an opportunity in disguise to grow with them. Don’t limit yourself based on someone else’s opinions!

As a Recruiter

This is a tough situation for a recruiter, because as the middle man there is nothing you can do to fix it. You are simply being employed, for a short time, by the company. On the one hand, you want to be selective of the companies that you place in because if they treat your candidates poorly, that can reflect on your firm. Depending on the issue it can also conflict with your company’s ethics. On the other hand, it really isn’t your fire to put out, and you should still maintain a good relationship with the company and its industry.

So your options are pretty limited. But you know it is important to not ignore the company’s standing, especially with candidates. As an industry based heavily on customer satisfaction, you cannot afford to be dishonest or misleading. It isn’t worth it to waste potential connections with a candidate or company for fear of stepping on toes. Which leads to the talk – with both the candidate and the company.

First, approach the company with the right attitude. There’s no way to possibly know the entire story surrounding bad press, after all it could be just a rumor. Try asking So I heard something in the market about your company surrounding ______. Give details, be specific and direct keeping in mind your relationship with the company. As the story unfolds, keep a neutral tone and avoid using statements that could be perceived as placing blame. Make sure to approach it with the candidate in mind, too. Ask What have you done to mitigate the situation? Or Moving forward, what will your philosophy be with new hires? What is your sizzle? Why should someone work for you despite this hiccup? More than likely, you aren’t the first person to bring the damaged reputation to their attention and as a company they have taken steps to repair their image. Let them be the ones to tell you their side of the story.

Hopefully your candidates do their research and can come to you with questions. But- even if they don’t- feel free to be proactive and let them know about the buzz in the market surrounding the company. If there is a turn-around story where the company has mitigated the issue, tell it. If there isn’t, discuss the candidate’s options. Worst case you scare them away from a “bad” company but build their trust in you and you can retain them for a future role. Ethical candidates = ethical business tactics = ethical growth.

All in all, be the closer. Ask the company the tough questions and relay the information accordingly.

Need help with your recruiting strategy? Contact us at (480) 939-3200 or reach out to info@bluesignal.com.

How America’s Most Popular Companies Are Winning the War for Talent

April 25, 2017 by Lacey Walters

LinkedIn recently released its report listing the Top Attractors, the US-based companies with the strongest power to attract top talent. This list of the 40 most popular companies was compiled from billions of actions of job applicants, employees, and industry professionals. Find the full list on LinkedIn here, along with data for the world and selected other countries.

How does a company become a Top Attractor—the employer equivalent of a celebrity?

Their brand is idealism.

The main driver behind the success of Top Attractors is not their financials—or even their products—so much as their mission. Top Attractors have powerful branding that supports a lofty mission statement.

In 2009, Simon Sinek gave a clairvoyant TED Talk that described how the top companies of the last decade had succeeded in doing the impossible. It was called Start with Why, and it described how “people don’t buy what you do—they buy why you do it.” Many Fortune 500 companies have a large market share but fail to inspire top talent because people cannot trust or connect with their vision. On the other hand, Top Attractors want to change the world, and they convey it clearly to their customers.

Two-thirds of the companies on the list are run by founders. This is important: entrepreneurial founders have strong ideals and a gift for inspiring people with their mission. Elon Musk famously said he focuses on company rules at Tesla, because company ideals are “fairly obvious.” But even at Tesla, lofty ideals reign supreme. Elon Musk excels in harmonizing an environmentally friendly problem-solving message with beautiful technology that customers feel good supporting: stylish electric cars, affordable solar panels, reusable rockets, and self-driving technology.

A $150,000+ investment in brand ideals. Tesla is #8 on the Top Attractors list.

Uber describes its mission directly in its job descriptions, offering applicants “the rare opportunity to change the way the world moves. We’re not just another social web app, we’re moving real people and assets and reinventing transportation and logistics globally.”

Top Attractors create meaningful buzz.

Company size matters a little, but not much. The more important factor is their reach. These companies employ just 1.6 million people altogether. By contrast, the #1 Fortune 500 company (Wal-Mart) employs 2.1 million people worldwide, more than all 40 Top Attractors put together. However, the company has to have a big enough reach to create buzz and reach people deeply and often.

Even the most popular companies are not above negative press. The New York Times sharply criticized Amazon in 2015 for its “bruising workplace,” and Tesla faces possible bankruptcy if its Model 3 does not perform to standards. Apple has showed up in the media several times for horrendous factory conditions in China. But these same companies know that if people believe in them strongly enough, no bad press is strong enough to deter them.

Many of the founder-CEOs are household names: Mark Zuckerberg, Bill Gates, Elon Musk, and Jeff Bezos. People follow them on social media and know what they think about politicians. They make outrageous claims about what projects they plan to tackle next. Sometimes they even tweet back. By comparison, Wal-Mart, Exxon Mobil, and CVS Health from the Fortune 500 list are faceless—and faceless corporations are not popular with many people.

Glamorous employers are stylish, surprising, and almost always B2C.

People want to work for the brands that make products they love, and so consumer-facing brands dominate the list. Out of the top 10 companies, 9 are omnipresent B2C brands, like Google, Facebook, Apple, and Amazon. All invest heavily in delighting customers and providing a seamless user experience loaded with helpful, free features. Their brands prioritize sleek innovation. People trust them because they always seem to be ahead of the curve.

Consumer products have the power to be status symbols, which holds incredible brand power. By contrast, B2B companies have a much harder time attracting top talent through brand value. People want to work for the companies whose mission and products align. Salesforce and Tableau are two notable exceptions. They achieve high brand visibility by putting themselves in front of top employees every day with a fresh, sleek product line and a forward-thinking philosophy.

Image: iPhone’s touchscreen technology amazed the world in 2007. Touchscreen technology was invented in the 1960s, and IBM released the first true smartphone in the 1990s, but Apple usually gets credit for both.

The element of surprise is fundamental to these brands. Apple’s culture of innovation has trained people to expect to be surprised and amazed at every new product. Each of the Top Attractors has magic in their brand, an appearance that they can do the impossible. This also drives competition. When competitors fail to delight and surprise their customers, Top Attractors gain both customer base as well as top talent looking to make a move to more exciting and popular companies. They are not loyal to the product as much as they are to the company and what it represents.

The most popular companies promise skills, not tenure.

Image: Jeff Bezos came under fire in 2015 for Amazon’s high turnover and troubled workplace culture.

Pressure is intense inside the halls of Top Attractor companies. Less than 15% of Amazon’s workforce survives beyond the 5-year mark. Even with huge perks, the fast-paced workplace forces many employees out after a short stint. Not only that, but salaries are not always the highest in the industry.

How do these popular companies continue to attract the best of the best? Because even a few years at a rockstar company like Facebook or Amazon can guarantee an employee success for years after they leave. The talent war has many layers, and companies compete strongly for alumni of top-performing companies to get access to their skills. Therefore, candidates feel that even if they burn out at a Top Attractor company, the skills they learn there will pay dividends for the rest of their career.

Need to attract better talent? Blue Signal can help. Contact us with your hiring need at: info@bluesignal.com.

How to Deliver a Better Performance Review

November 8, 2016 by Lacey Walters

Performance reviews are a discussion on what both the employee and manager can improve on, and how to create an action plan to accomplish those goals. While employers have traditionally given reviews annually, many companies are changing the format to allow for feedback on a more regular basis. The modern performance review is an optimal time to visit long-term goals and create an action plan to meet them.

Tips for giving effective performance reviews:

Set employee expectations.

Give the employee an agenda and an idea of what to expect so they do not feel nervous. Employers can provide an outline or topics ahead of time to allow the employee more time to think about detailed responses to questions.

Every review should include an action plan for the future. Agree on a set of goals with the employee, and use it as a roadmap for their performance. That way, they know what metrics the manager expects from them, and the manager has an agreed-upon guide for the employee’s future performance.

Pick a good date.

Give plenty of warning. Never surprise someone with a performance review. Preferably set them at regular intervals through the year so that employees know when they are coming up.

Avoid scheduling reviews during busy project deadlines.

Give them often, and on time.

Frequent feedback helps the employer to resolve problems and improve morale on a regular basis, before they become serious. A brief weekly or monthly meeting keeps communication open, is better for employee morale, and reduces the pressure for annual reviews.

For formal performance evaluation, consider giving employee reviews each quarter, rather than on an annual basis. Employees (especially millennials, according to a study by PwC) want to know how they are doing =in real-time, not just once a year.

Give reviews in a timely manner. Once a review is scheduled, honor the commitment and do not reschedule or cancel it.

Keep it relaxed and brief.

Employees rely on their jobs for their livelihood. They have a lot at stake during a performance review. Even good performers are often very nervous before a review. Try to put them at ease with a relaxed tone. Start positive, get right to the point, and end on a positive note, even when the review covers uncomfortable topics.

Set an appropriate amount of time for the review and stick to it. Reviews should not last multiple hours. If the discussion gets thorny, set a follow-up meeting to allow both parties to regroup.

Encourage honest feedback.

Just as employees should not take criticism personally during a review, managers should also be open to hearing where they can improve. Aim to prompt honest dialogue about how the role can improve. When employees are unhappy or feel suffocated, everyone hurts. Productivity drops, and dissatisfied employees may leave in frustration.

Avoid simplistic yes/no questions such as “Are you happy?” or, “Is the project going well?” Why? Because smart employees will often say what they think employers want to hear, in order to protect themselves and avoid a difficult conversation. A better approach is to ask open-ended questions that encourage the employee to share their perspective.

Open-ended questions to ask:

“What are your goals for (the year, a project, their team, etc.)?”
“What can we do to help you with your project?”
“What do you see as our strengths, and what can we improve?”
“What is the one thing we can change to make your job better?”

Anticipate emotional reactions.

Employees can react strongly to changes in salary, benefits, rank, and responsibility—both positively and negatively. When possible, allow the employee time to process their emotions privately. Additionally, it is important to be totally clear. Do not be vague, and do no sugarcoat. For any positive or negative change, the employee will have immediate questions about the logistical details. Be ready to answer.

Do not cave in to emotional pressure during the review. An employee may say things they do not mean in response to an unexpected change. It is important to stay on track and not change course based on an employee’s reaction.

Document the conversation.

It may not be necessary to document regular informal feedback meetings, but formal reviews should be documented. Give the employee a copy of the agenda ahead of time to prepare, and give them the notes for the completed review. Revisit this same document at the next review to track progress.

Performance reviews are a critical tool for employers who want healthy and results-focused relationships with their employees. Instead of an annual stressful event, make it a continuous process to reduce tension and address problems as they arise, instead of once a year.

How to Talk Like a Two-Year Old and Still Win at Your Job

September 28, 2016 by Lacey Walters

“Mine, give it back!”

“No! I don’t want to!”

Have you ever heard a two-year-old say this? My son does—he says exactly what he wants, no questions asked. Over the next 20 years of his life, my son will learn to share his things, not just his feelings. He will come to understand that while his needs are important, so is caring about the feelings of others. He will apply discipline and filters to his emotions in order to cooperate with goals that are larger and longer-term than his immediate impulses.

As employees develop and progress in their early career, sometimes they mistakenly get the message that the most desirable kind of worker is a people-pleaser who will never disagree. When difficulties arise with their work, they keep struggling without bringing it up for fear of rocking the boat. In reality, people—not machines—are a business’s most valuable asset, and people have opinions, feelings, talents, and weaknesses.

The most successful employees develop effective interpersonal skills in addition to mastering their hands-on job functions. They learn how to disagree while remaining professional and result oriented. By taking an active role in their professional relationships, they are able to take advantage of more growth opportunities and to shape their career to a far greater degree than their more passive colleagues.

“Mine, Give it Back!”

Employees grow through their responsibilities and achievements. When a manager reduces your job responsibilities, or one of your major customers leaves for the competition, it can feel like a personal reflection on your abilities as an employee. It is sometimes appropriate to show initiative and take action to get back what you lost, or to reach beyond what your current role offers.

If the situation arose due to your mistake, own it and provide an action plan (if appropriate) to correct what went wrong. Rather than insisting on fairness, list the positive results that you can achieve and how you plan to get there.

If the situation is a stagnant job, a lost client, or another unfair loss of responsibility, take time to distill your frustrations into a clear, accurate list of prioritized goals. Set a timeline and an action plan for how to achieve them. Ask for the opportunity to prove yourself and demonstrate an understanding of what needs to happen in order to get a result that will benefit the company. Show respect for yourself and your abilities as well as for the needs of the organization.

How to say it:

“Although I didn’t hit my target last quarter, I’m determined to exceed my quota this quarter. Here’s my plan to improve on my performance.”
To a client: “I’m committed to winning back your trust.”
“I would love another chance to prove myself on this project.”
“I’m ready to take on additional responsibility. I know that I can contribute a lot to the company’s bottom line with a larger sales region.”
“What results do I need to show in order to earn a promotion?”
“I’m motivated to move into a management position in the next few years. Can we talk about how I can get there?”

What not to say:

“That isn’t fair.”
“But what about me?”
“I deserve to have that.”
“It’s not my fault.”
“You can’t do that.”

“No, I don’t want to.”

Some projects are neither necessary nor realistic. Sometimes you can give more value by doing something else. Although C-level and hourly employees are both crucial to a company’s success, it is a poor use of time and money to ask the VP of Sales to do repetitive data entry.

Although successful employees are versatile and willing to do what needs to be done, they also recognize which tasks are unproductive or disadvantageous. Agreeing to every task can actually make you seem less qualified—not to mention that it quickly leads to an overwhelming inbox full of difficult tasks that no one else wants to do.

Cultivate an open dialogue with your team and superiors, and deliver consistently good work on time. When a thankless task lands on your desk, you will be able to honestly say that you can do more for the company’s bottom line by avoiding the task. Standing up for yourself is good for both your personal and professional growth—as long as you back it up with excellent work.

How to say it:

Demonstrate that you understand the situation, explain the obstacle without patronizing, and make an effort to find a workable solution whenever possible. Emphasize the positive result and be flexible where you can.

“I have several reports due by Friday—can we rework the timeline for this new project?”
“I don’t have a background in design, but Jessie mentioned that she wanted to take on more work like this. She might be interested in this project.” (Check with colleagues before volunteering them for more work.)
“I need additional support to deliver this contract on time. Are there reps available to help with the data entry so I can focus on closing the deal with management?”
“What if we did this a different way? I’m spending about two hours a day manually entering data, but I could spend more time making sales if we used an automation tool.”
“I’m sorry. I can’t take on that additional work right now.” (This works best for colleagues who are asking you for help with their work, not for a superior.)
“My preference is to focus more on marketing. That’s my background, and it’s what I love.”
“I could do that project with some additional training.”
“I’m struggling with this task. Can we talk about it?”
“Can you explain how this task contributes to the project goals? I can contribute more by focusing on sales calls instead of graphic design.”

What not to say:

Giving the excuse that you’re unqualified to do a task says:

“That’s beneath me.”
“I can’t.”
“That’s not in my job description.”
“I just don’t like that.”
“That makes no sense.”
Refusing with no explanation.

A Final Word

Toddler temper tantrums don’t fly in the workplace, but that doesn’t mean you should never speak up about your feelings. Respectful disagreements demonstrate professionalism and give your manager valuable feedback that they might otherwise miss. Their goal is productivity and results, which are difficult to achieve with disengaged and unhappy employees. By voicing problems and suggesting a better way, you can improve your company’s production as well as improving the arc of your own career.