interviewing Archives - Blue Signal Search

5 Tips for Hiring without Meeting In Person

March 31, 2020 by Amber Lamb

Despite the havoc COVID-19 has wreaked on the stock market, major industries, and some smaller businesses – many companies are still hiring. However, this presents its own unique set of problems, as hiring managers search to find safe ways to conduct interviews. Today’s technology allows people to communicate without meeting face to face, but many are convinced this is not a perfect alternative. When hiring over video conference, how can you be sure you are still making an effective judgement call on someone’s cultural fit, abilities, dedication, and overall employability? Without making a much more dangerous (and in some states illegal) risk by conducting a face-to-face interview, here are some ways to ensure that you make an effective hire without meeting in person.

Ask the Right Questions

If they are as solid of a candidate as their resume leads you to believe, then they probably prepared for this interview with the typical questions. Make sure you get them thinking, catch them outside their prepared scripts, and challenge their knowledge. Avoid the “What is your biggest weakness?” and instead ask something like, “What is the biggest misinterpretation people have about you?” Try to get them to answer in an honest way, rather than trying to turn negatives into positives. This question in particular tests their self-awareness. Zappo’s Chief Executive, Tony Hsieh believes, “If someone is self-aware, then they can always continue to grow. If they’re not self-aware, I think it’s harder for them to evolve or adapt beyond who they already are.”

Read the Signs

Whatever you ask – watch their responses. Literally, watch. If they seem to be reading off notes, are not making eye contact, check their phone offscreen, or stare off blankly when you are explaining something – make note of it. When interviewing online, people tend to be more comfortable than they would stepping into a CEO’s office, sitting across the desk from their potential management. However, this should be no different. Make sure they don’t act too comfortable and are truly serious about the role and opportunity. Know that whoever you hire might have to be working from home as well. When people interview, they are on their best behavior. If their “best behavior” is acting distracted, you can bet when you aren’t watching that the distraction will be worse.

Utilize References

This should be standard in most cases, but when your test of character is limited to a video chat, it can be particularly beneficial to speak to someone who has already worked with your candidate. A candidate can speak to their own previous responsibilities, use this time with their references to uncover how this person works with others. Some key questions could include:

“What management style does this person respond well to?”
“Tell me about a time this person was agitated. What was the circumstance? How did they handle it?”
“Let’s say this person is working with a group on a project – what role do they play? Are they a leader? A follower?”
“On their best day, what about this person stands out the most?”

Test their Skills

Get creative when testing their hard skills and experience. Asking yes or no questions about systems they have used and responsibilities they have held give little to no insight about what they can accomplish. Instead, give them an opportunity to apply this knowledge. Research has consistently shown that one of the best predictors of job performance is a work sample, says Fast Company. If applicable, give them a take home project to complete. Assign them a search project, a writing prompt, or other task that applies to some aspects of the role they are looking to fill. Or, in lieu of something they can put together themselves, administer skill assessments like those offered for free on Indeed.

Don’t use this as a pass/fail course, but more of an assessment of their interest and their overall versatility. Passive candidates that are not serious about the role will either take a long time coming up with the answers they think you’ll want to hear, or may not complete the “homework” at all. That weeds out several people you wouldn’t want to hire straight away. Or, if they turn it around quickly, with fresh ideas outside the format you pictured, think about the value they could bring with more thorough instruction and real-life application.

Collaborate on Compatibility

Rather than relying on soft skill questions like, “What is your communication style?” – test their culture fit by putting them in front of your team. Utilize the skills of those you already have to get a better read on a candidate – after all, they could very well be teammates someday. Have someone junior to their position conduct an interview and see how they treat them. Put them on a conference call with several managers and watch how they handle pressure. Throw a curve ball and have them talk to someone outside the department they would work in to see how they collaborate cross-functionally. Get feedback from the team on their read of the person and try to assess how they would fit into the culture. No one knows what it’s like in that position quite like the team already in the job today – utilize that knowledge in a way you can capitalize on.

Interviewing online does not inhibit your ability to assess candidates. Remember that there are no real rules if you know what to look for and use your instincts. Operate outside the transactional model of the standard Q&A format to ensure that whoever you are hiring is not only qualified, but excited about your open position. For more tips about hiring, candidate retention, culture adoption, or even interviewing over video conference – contact Blue Signal’s tenured recruiting team to support your next search, and partner with you in supporting your workforce.

Best Practices for Video Interviews in the Midst of COVID-19

March 13, 2020 by Amber Lamb

Amid the recent outbreak of the Coronavirus - also referred to as COVID-19 - many organizations are opting to go remote in order to slow the spread among their employees, students, and travelers. Companies like Twitter, Microsoft, and Apple are heading up the shift. So far, school districts, professional sports leagues, food service companies, and nearly every other industry has been affected.

The good news? With today’s technology, this doesn’t necessarily have to halt business operations like interviewing and hiring. In order to prepare yourself for the change in scenery, we have compiled some key strategies for video conference interviews.

Use a reliable computer, not a mobile device.

Use a laptop or desktop computer; avoid using phones or tablets for a video conferencing call. Test the internet connection, speakers, microphone, and software. Use a high-quality webcam and a headset, if possible; headsets reduce background noise and improve audibility for both interviewer and candidate.

Test out the technology.

Become familiar with the video call software in advance, under the same circumstances as the interview. Companies may use Skype, Google Hangouts, Facetime, or another platform. Download the interviewer’s preferred software and allow plenty of time to practice using it. The username (e.g. jonsmith1), display name (e.g. Jonathan Smith), and profile image should all be simple and professional.

Skype interview tips

Although the conversation is the most important aspect of the interview, technical issues and poor sound quality can lead interviewers to subconsciously form a negative impression. Use a fast, reliable internet connection. If a technical issue arises during the interview, address it immediately rather than risk a miscommunication.

Check for software updates and close all other programs.

Some computers automatically restart when they install updates. Do not chance the computer unexpectedly restarting in the middle of the conversation! Before the interview, install any updates and make sure that no automatic restarts are scheduled. Close every other program other than Skype during the conversation, especially ones that generate noise, pop-ups, or notifications. Candidates should send a clear signal that the interviewer has their undivided attention.

Do a mock interview.

Practice with a friend or Blue Signal recruiter to gather feedback and make adjustments. Nuances that are otherwise unnoticed can stand out during a video call. Give the friend practice questions to read, and have them evaluate body language, expression, voice, and the content of the response. Check for distracting behaviors, such as staring down at the keyboard, fidgeting, the use of filler words such as “um,” or distracting hand gestures. All of these behaviors are harder to moderate when the audience is on a screen instead of in the room.

This is also a good time to practice a confident, enthusiastic delivery of responses. Record answers, if possible, and gauge whether they need revision before the interview. The interviewer only has one chance to hear the answer to a question!

Create a desktop folder of reference documents.

Some reference documents and notes can help to move the conversation forward. For instance, supporting documents such as sales figures may be handy to have during the conversation. Save documents to a new, dedicated folder on your desktop. During the adrenaline-filled moments of the interview, this will avoid a frantic search to find a key piece of information.

Use notes.

Aside from a desktop folder of helpful documents, keep a separate printed set of notes. This includes a resume copy, a quick reference sheet of company research, the job description, and any other key facts. Keep notes organized and easy to read; large blocks of text are difficult to glance through quickly and may result in the candidate frantically shuffling through pages or losing focus as they look for the fact they were trying to find.

One advantage of Skype interviews is the ability to use notes. Keep them out of view of the webcam and avoid shuffling them or reading off of them during the interview. Conduct the same level of research that would be appropriate for an in-person interview.

Put the camera at eye-level or higher.

Looking down into the camera creates an illusion of a double-chin, while looking up into a camera emphasizes confidence and compliments cheekbones and jawlines. If necessary, raise the level of the laptop by placing it on a box or stack of books (make sure they are sturdy, first). Before the videoconference, test out the camera and adjust it to the optimal height, angle, and distance.

Maintain eye contact with the camera, not the face on the screen. Be certain that the camera is at the top of the laptop to make this more natural. Looking directly at the camera gives the illusion of making eye contact with the interviewer while looking at the screen gives the impression of looking away from the interviewer’s eyes.

Choose an appropriate background.

A bare, solid-colored wall makes the best background. No controversial or confidential material should be in view of the camera. The interviewer will want a clear, unobstructed view of the candidate’s face and shoulders. When in doubt, sit farther back.

During the interview, the goal is for the interviewer to focus on the conversation, not the surroundings. If the background is distracting, it will detract from the content of the conversation. Well-lit rooms are preferable, but avoid very bright lights and sitting close to a window. Sunlight can cause a glare that makes it difficult for the camera to adjust to show the candidate’s face.

Dress for success.

Candidates should prepare their appearance as they would for a face-to-face interview. Keep body language neutral and positive, and avoid fidgeting. Body language is more difficult to read over a video call, so smile and engage the interviewer clearly.

Smile, smile, smile.

Smiling has countless positive benefits. It is scientifically proven to calm nerves and lower stress hormones in the bloodstream. Smiling conveys openness, attentiveness, and interest. Enthusiasm is contagious, and it will encourage the interviewer to engage and show interest in the conversation.

This market adoption of work-from-home alternatives may signify a shift in the way the world goes to work, and is especially beneficial during the trying times of a health crisis like the Coronavirus. Whether temporarily operating from your home desk - like for an interview - or making your home office your own personal HQ long-term, the above tips are applicable for all WFH situations. Stay healthy out there! And for further professional hygiene checkups, reach out to one of our qualified Blue Signal recruiters.

To download further interview tips and information, follow this link to our comprehensive interview guide.

The Importance of Candidate Experience

August 14, 2019 by Blue Signal

With the job market being at an all-time high, and unemployment at record lows, companies are in dire need for top talent. This is creating more competition among employers and as a result it is fostering a more particular candidate pool. Candidate experience plays a huge factor for a company’s hiring processes with more than 82% of job seekers saying that it is an important factor in their decision.

So, why is candidate experience so important to job seekers? Well, not only is it a reflection of employers, it also affects their brand and the culture that they have built. Recently, CareerBuilder conducted research on candidate experience and it revealed that “68% of candidates think the way they are treated in the hiring process reflects how the company treats its employees.”

There are many ways that employers can improve candidate experience, but the most important way is by setting clear expectations, having a clear and responsive process, maintaining a good impression, and simplifying the hiring process.

1. Set Clear Expectations

Candidates need to be intrigued by a job description and the company in order to apply. It sounds simple, but it comes down to how you market the job. It’s important for employers to set clear guidelines on what type of candidate they’re looking for, and what background they need to have. The Namely Blog stated that “an HRDive report found that 73% of hiring managers say they provide clear job descriptions, while only 36% of candidates agree.” Having a clear and accurate explanation of the overall job responsibilities, requirements, benefits, perks or incentives, and even compensation details are important. Although some employers may not disclose compensation during the hiring process, be sure to discuss that at some point - particularly early on.

2. Have a Clear and Responsive Process

Throughout the hiring process it is important to keep candidates in the loop on what is going on. Interested in taking next steps? Let them know! Not interested in speaking further with them? Let them know! According to Workable, “75% of candidates never hear back from a company after sending in an application and 60% of candidates say they’ve gone for interviews and never heard back from the company.” This eventually leads to a bad reputation considering that “22% of candidates will tell others not to apply to the company.” So, it’s crucial to be transparent and responsive to not only maintain a good reputation, but to improve the overall candidate experience.

3. Simplify and Speed Up the Hiring Process

Some hiring processes can be tedious and take a lot of time. Candidates are usually unsure of what to expect so a simple, fast and clear approach is the way to go. Hiring new talent can be time consuming and costly for companies. The Society for Human Resource Management states that, “companies reported spending nearly $4,500 per hire–not including the cost of lost time and productivity while the position sits open.” It’s important to be efficient and simplify the process - not only for the company, but for the candidate. The hiring process is ultimately a candidate’s first impression, so be sure to stand out.

4. Maintain a Good Reputation

We’re in a social media driven era and people can find positive or negative reviews on a company with a simple click. A candidate’s experience is especially crucial for the people companies don’t end up hiring. According to a LinkedIn survey, “83% of candidates said a negative interview experience can change their mind about a role or company they once liked.” Providing a good experience can maintain a good impression and it is important for organizations to consistently build a positive reputation as a great place to work. Candidate experience goes hand in hand with company culture, and research states that 95% of recruiters say that it has an impact on employer branding. Recruiters connect with candidates daily, so they have a full understanding of companies hiring processes and have dealt with both good and bad experiences. It is crucial to listen to what people are saying, and most importantly take their feedback into consideration in order to maintain a good reputation.

There are many ways employers can enhance candidate experience and improve the current processes in place. Learn what needs to be improved on and listen to what candidates have to say - whether it’s positive or negative. Feedback is important and can be a great resource. Even doing a simple Google search or browsing Glassdoor can give employers clarity on what people really think about them. Remember that setting clear expectations, having a clear and responsive process, maintaining a good impression, and simplifying the hiring process is a great way to improve a candidate’s experience.

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 hiring 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. Contact us today on ways we can help your organization. (480) 939-3200

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.

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 [email protected].

You Just Lost Your Job — Now What?

August 11, 2017 by Lacey Walters

Whether it was expected or came as a surprise, losing a job is never welcome news. For most people, losing a job means also losing financial stability, pressure on savings accounts, and uncertainty. It’s easy to let emotions run wild and take over. Don’t lose hope. The last job is over, but the next opportunity is waiting. Here’s what to do once the bad news hits.

Don’t make a plan just yet.

Give yourself at least a few days to process the initial emotions. Everyone needs a different amount of time to recover. Some personalities love to rise to the challenge and throw themselves into job-searching right away. Other people don’t. Know yourself, but don’t give in to the temptation to let sadness take over your schedule. An old saying goes, “Don’t make promises when you’re celebrating, or decisions when you’re mourning.” Emotions can cloud your judgment, so let yourself process them before you leap into action.

Set a deadline that by the upcoming Monday, the Netflix binge ends and the full-time job search starts. Try to stick to the same schedule you had leading up to the termination. It’s easy to fall into a cycle of bad eating and crazy hours, but this will negatively impact discipline, energy levels, and motivation. Everyone keeps a schedule and meets deadlines as part of a job, so you can do it now as a job-searcher. And just like a real job, leave it behind at the end of the day. It’s not helpful to let job-search anxiety follow you everywhere you go. Find job-search resources here.

Set manageable goals, but re-evaluate them first.

Once the shock has faded, take a look back through old career goals. What was at the top of the list? Where are you in that trajectory? If you have never made a career plan, think about specific career goals for 5 years, 10 years, and retirement. Most people just want to make enough money to sustain their lifestyle; try to think beyond that point. What age do you want to retire at? Do you want to leave money to your kids, or a cause you believe in? What kind of difference do you want to make in the workplace?

Since employees are hanging onto their jobs longer, keep a long-term outlook. During a job search, short-term demands like bills and family create pressure to make a fast decision. In reality, a job search is an investment in the next five years of your life and livelihood. Making the right choice is just as important as taking care of immediate needs.

Quality over quantity.

During the 2008 recession, conventional wisdom said to send out thousands of applications to get a job. In reality, this is no longer a great search strategy. The best bet is to invest heavily in company research and target hiring managers with customized messages that revolve around your skills and their needs. Make it easy for them to see why they should consider extending an interview invitation. Update your LinkedIn to be keyword-heavy and focus on work achievements and skills, not just job history. Switch on the “Open to New Opportunities” function to help recruiters find you easier.

Reach out to your network.

Leverage your professional network where you can. This includes old bosses, coworkers, colleagues at other companies, customers, and anyone else who may have a connection. An easy way to start the conversation is just to let them know you lost your job, and ask if they would be willing to act as a reference during the interview process. This lets people know to keep their eyes out for opportunities that could be a fit. Be direct. Don’t beat around the bush when asking for favors. Be polite, and offer to reciprocate where possible.

The same goes for recruiters: get in touch with two or three carefully chosen ones within the right industry, rather than blasting thirty at a time. The best recruiters work on a carefully chosen portfolio of jobs, so they may not have something for you right away. If so, ask them for a recommendation for another recruiter, and move on. Look at their posted jobs beforehand, and contact them with the top few openings in mind.

Know that the job market is in your favor.

BLS reports that median job tenure has been increasing since 2000.

Our perception is that the labor market is unstable and that employers never hire anyone without years of experience. Many people also think that employees would never consider hiring anyone with a gap in their resume. The truth is that the job market has made big strides since the recession. Employees are keeping their jobs longer, and the economy is growing. The current labor market is a candidate-driven market, which means that there is a candidate shortage, and they hold more power than the employers. Many employers are reporting difficulty in filling their job openings. This means less competition for jobs and competitive wages. It also means that you’re more likely to stay longer at your next job. Know that you have options, and a gap between jobs doesn’t automatically disqualify you for great opportunities.

Consider consulting or freelance work.

Been meaning to try life as your own boss? About 1 in 10 people in the US workforce is self-employed. Freelance or consulting work has many benefits. It offers a bridge to cover the resume gap since the termination. It provides an opportunity to work on new projects that were not available in your last position. It develops new skills. It allows people who want to change industries a chance to restructure their skills

The drawback of consulting work is that it can take a while to ramp up and build a client base. Much of successful consulting depends on self-marketing. For professionals with a large professional network, it may be a great opportunity. For those who hate the idea of promoting themselves, beware.

One other note: unless your goal is to change industries, stick to consulting in an area that is as close to your ideal full-time job as possible. Job loss can seem like a good time to make a break for it and try out a career as an artist or starting a business in a brand-new industry. In reality, dramatic career changes have a much higher success rate when you prepare for them while you still have a steady income. If you’re absolutely committed to a big change, get a part-time job to cover basic expenses while you ramp up. It will buy you extra time to build up your skills and experience in your new venture.

Commit to making it easier on yourself next time.

Many people are let go through no fault of their own, and are let go even though they have done absolutely nothing wrong. With that said, job searching is stressful and difficult. Once you get back on your feet, there are still steps to take to make the transition easier, if it ever happens again.

Most Americans have less than $1000 in savings. For most households, this is not enough to pay the bills for even a month. Having no back-up plan gives you tighter deadline and shortchanges you potential opportunities. Make a promise to invest in an emergency savings plan once you get back on your feet, and put away enough money to last until the right job comes along, to avoid having to make a decision out of desperation and be stuck in a bad-fitting position for the next few years. Saving is hard, but living on no income is much harder.

Invest in future career goals while you have a job. Stay connected with industry professionals. Stay in touch with what the job market is doing. Know what kind of salaries the industry is paying. Work hard. Develop in-demand skills even when it cuts into free time. Many great employers will invest in training their employees, but in the end, they have a greater responsibility to the business than to their employees’ future career aspirations. Keep your resume updated and list top achievements on it at the end of each year. Compare yourself to people in your industry who have achieved what you want to achieve, and do what they do. Follow in their footsteps.

Many employees don’t take recruiter calls, which means if they lose their jobs, they don’t know the market rate, they don’t have relationships with good recruiters, and they aren’t aware of which skills are in high demand. It pays to take recruiter calls and keep a healthy relationship with a good recruiter, even when you are happy with your current job.

It’s not easy to lose a job. That said, there is a lot of opportunity out there. It can be a time of regrouping, recovering, and recalibrating to better achieve your career goals.

Looking for a job? See our openings here, or contact us directly at [email protected].

Sales Reps: Ask These Questions in Your Next Sales Interview

May 11, 2017 by Blue Signal

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.

Before You Hire an AWS/Cloud Engineer, Read This.

March 10, 2017 by Blue Signal

Cloud computing is growing faster than ever. The cloud market reached almost $150 billion in 2016, and is growing at 25% annually. Traditionally, companies’ top concern was security. But this year, the #1 challenge reported by cloud adopters is a lack of people with the right skills.

At the forefront is Amazon Web Services (AWS), the public cloud division of Amazon. Their business-friendly cloud options ranked #1 in Gartner’s Magic Quadrant. AWS has been around since 1999, however, with the spike in cloud migrations, demand for qualified people has exploded.

The natural response is to scramble to get approval for a new top AWS/cloud migration expert. But many companies run into trouble by hiring the wrong type of person, hiring without a plan, or hiring before their infrastructure is ready. This leads to poor retention and an expensive cloud-based disaster.

How to lay the groundwork for a new AWS/cloud project:

What is the goal?

AWS has many modules; its tagline is “A platform for virtually every use case.” It is the CTO’s job to set a goal and narrow the focus. Too many companies jump into new technology because everyone seems to be doing it, but the reality is that no project can succeed without a clear, realistic goal.

The worst possible approach is, “We need to invest in cloud. What should we do with it?” The goal should address an existing problem that ties directly to revenue. For instance: streamlining a data center, improving security, speeding up data processing, or meeting compliance standards. AWS and cloud-based technology cannot solve every problem, but it brings many exciting tools to the table.

What are the options?

Cloud technology is not an all-or-nothing investment. After defining the goal, choose the features and modules that make sense. For many companies, a hybrid solution is best for their needs, especially for companies with existing infrastructure and assets. Smaller companies can simply rent or buy into existing cloud platforms and software, especially for data storage and security needs. Enterprises and companies doing large cloud migrations will more likely need to hire an expert.

Who is driving?

Without a clear leader to head up the effort, a cloud project will quickly fall apart and become a chaotic, over-budget mess. A director or department head may seem like the obvious choice, however it may not be the best choice if this person already has a totally full schedule, travels a lot, or does not understand the technology.

The best person to lead is someone who is highly project-oriented and a big-picture strategist who communicates well with many types of people. Someone detail-oriented risks getting lost in the weeds. Ideally, they have technical experience or manage technical people.

Now what?

With the groundwork in place, the hiring need should be clearer.

Before interviewing, know the right questions to ask, and have at least one interviewer who can ask technical questions on the AWS technology. This is for two reasons: it screens out underqualified candidates, and it gives the interviewing company legitimacy. Experts gravitate towards companies who have done their research and ask the right questions. It is an indication that the company will treat them well and respect their expertise.

Beware of hiring a complete team of outside people to manage a brand new big-budget technology project. Even if they are experts in the technology, they are not familiar with the company culture and team. Even the best person can run into problems if current employees perceive that an “outsider” is coming in and trying to change everything overnight. A more neutral strategy is to hire an engineer or architect who reports to a trusted leader within the organization who can act as the liaison.

Train some, hire some. Who can be retrained? Competition is so fierce that some companies will inevitably be stuck with a person who has the technical skills but is not the best cultural fit, or vice versa. Therefore, the lower the budget, the greater the need for flexibility.

Work to change technophobe attitudes before the project starts. Share responsibility and ownership in the project with the whole team, and get as many people as possible on board. Take their ideas and try them out, where possible. New technology can feel like a threat and a burden, so open communication does wonders to make current employees feel more at ease.

Lastly, have a follow-through plan. Once the cloud project is complete, have a plan in place for who will maintain it and run it. Hire or train them with plenty of time. Success in the early stages is critical for employees to get on board.

As with any complex project, it pays to work with a recruiter who knows the space well and can locate the best talent for the company’s budget. If your company is considering a large-scale cloud or AWS project, contact us for a free evaluation of your hiring needs. Reach our cloud specialists directly at [email protected] or give us a call at (480) 939-3200.

Why Successful People Take Recruiters’ Phone Calls

February 8, 2017 by Blue Signal

Recruiters sometimes have a reputation for reaching out at inconvenient times. It can be tempting just to delete the LinkedIn message or reject the call. But overcoming that natural aversion and taking the call can pay big dividends.

Many companies cannot keep up with the flood of resumes in response to their job postings, and they use recruiters to fill their most critical openings. Many of the top openings are never even posted on job boards. Successful people know that a good recruiter can hold the key to their next great role.

Here are 10 more reasons that successful people take recruiters’ calls:

Successful people are proactive.

There are four professionals that everyone should know before they need them: a doctor, a lawyer, an accountant, and a recruiter. A crisis is not a good time to be looking for one of these people! Take a call when things are good. Candidates who wait until they desperately need to change jobs often find themselves boxed in without many great options.

They get free market intelligence.

Some recruiters are generalists, but most have a specialty focus. Recruiter who hire within a specialized niche are tuned into which parts of the market are growing, and who will be hiring or firing in the near future. A good recruiter relies on industry news to drive their business. They can pass on that industry news to hard-working candidates who might not have time to catch up on the market trends.

It’s a good investment of time.

An investment of 10 minutes can turn into a dream job. Not only that, it can pay big money. Employees get an average pay increase of 8-11% when they change jobs. This is a lot more than the 3-5% annual raises offered by most companies. Young workers see the biggest gains when they change jobs.

Consider the opposite. If proactive candidates are changing jobs and getting those pay increases, there is less money available for the people who stay put. Occasionally changing jobs has become more common

Recruiters work for free.

The hiring manager’s company pays the recruiter, so the candidate benefits from a recruiter’s hard work for free. It never hurts to listen. Searching for a job is stressful even in the best of times, but a recruiter does a lot of the difficult leg-work, including getting the attention of the hiring manager, negotiating salary and relocation packages, selling the candidate’s skills, and coordinating all of the logistics.

Passive talent gets the best jobs.

“Passive talent” is a buzzword that has gained popularity in the recruiting world in recent years. Hiring managers have come to understand that top performers almost never need to leave their job, and are more likely to be passive in their job searches. Often, hiring managers are willing to pay more for passive talent. Not only are they willing to pay a fee to a recruiter, they often have higher salaries than advertised job postings.
Many companies cannot keep up with the flood of unqualified applications that come with job postings, so often a recruiter is their best path to top candidates.

They can double-check their career strategy.

Successful people have a set of written goals to map out their career. However, no one has a perfect perspective of the industry. Many employees have no mentor for their careers. A recruiter’s job is to talk to a lot of people, usually at a high level. They can give valuable insight on what is happening in the industry, as well as general workplace trends. Is it too soon to ask for a raise? What technologies are up and coming? Is it better to change jobs for growth, or stay put to avoid job-hopping? A specialized recruiter can answer these questions and more.

Recruiters often know industry salaries better than the hiring managers.

Managers who do a lot of hiring often have a very good idea of the market rates. However, most hiring managers only hire a few people per year, and many have limited information about current salary ranges. Since it is in the recruiter’s best interest to get the candidate the highest possible salary, candidates can learn where their salary falls with regards to the market rate. They can also discuss what salary range to ask for.

While some jobs naturally develop good negotiation skills, like sales, candidates in industries like technology and engineering often do not get as much opportunity to hone their negotiation skills. A recruiter can not only give them salary information, they often do the negotiation on the candidate’s behalf.

They want privacy.

Online job applications require a lot of information—name, current company, and often salary. Working with a recruiter adds a layer of privacy for candidates in small industries. Ask a recruiter on the first call what their confidentiality policy is. Good recruiters work with NDAs and can run protected searches that keep the client and/or candidate names confidential throughout the process. It pays to work with recruiters with strong confidentiality policies and to have a signed confidentiality agreement in place to protect everyone involved.

They know what upgrades they want.

No job is perfect. Top employees know the benefits and shortfalls of their current role, so that if something significantly better comes along, they can quickly evaluate it and act decisively. Every candidate has slightly different priorities: work-life balance, shorter commute, salary, benefits package, company culture, location, or more exciting projects. Candidates who talk to recruiters regularly are more likely to know what they want and to have clearly defined career goals, preparing them to handle any crisis that might come up.

Not every recruiter’s call will lead to a job change, but that is not the only benefit. Candidates owe it to themselves, their families, and their careers to keep an open mind about potential opportunities. It is a time investment that more than pays for itself.

How Successful Hiring Managers Prep for Interviews

November 18, 2016 by Blue Signal

Many hiring managers think of the in-person interview as a meeting where it is the candidate’s responsibility to impress them. However, an effective hiring cycle is a process that starts with attracting applicants, followed by identification of candidates, evaluation, selection, and acceptance. In a candidate-driven market, a hiring manager must also impress the candidate, because the best candidates do not need to make a move.

Set up a pre-interview call with their recruiter.

Hiring an employee is a huge investment of money. Most interviews last only an hour or so, which doesn’t give the hiring manager much time to make such an important decision. Never waste time during an interview by asking basic questions that a recruiter can answer. A day or so before the interview, spend time on the phone with the recruiter to gather details about the candidate. Cover all logistical information such as salary expectations, relocation, and potential resignation difficulties.

Questions to cover during this call:

Why do they want to make a move?
What are they lacking in their current job?
Why this firm?
What concerns do they have?
What is most important for them to learn?

Look at the physical office space through their eyes.

What will the candidate see when they walk into the building? Is the space dated or cluttered? Just as a candidate’s outfit should create a professional first impression on the interviewer, the physical office space should create a professional first impression on the candidate. Use the office space to sell the candidate on the job. Reserve the best conference room available, and showcase selling points such as new technology or state-of-the-art workspaces. Make sure that clutter is out of the way and that the office is on its best display.

Greet them warmly when they arrive.

Prep all staff to receive the candidate warmly and professionally – few things are more disorienting to a candidate than a receptionist who was not expecting them and has to fumble to figure out where to send them. While some firms ask candidates to fill out forms when they arrive for an interview, try to minimize paperwork, as it eats up valuable interview time. Expect them to arrive 5 to 15 minutes early and be prepared accordingly.

When they arrive, offer them bottled water, coffee, or tea. Instead of having the receptionist send them to find the office through an unfamiliar building, walk down to meet them personally. Make pleasant small talk on the way up to the office, and compliment them on something. The interview should be in an office or private conference room, and all devices should be switched off or silenced. Have their resume printed out and a notepad ready for jotting down a few notes.

It is a nice gesture to give the candidate some printed materials to review after the interview, or even some small company-branded items.

Balance talking and listening.

In interviews, the person who does the most talking usually has the most positive impression of how the interview went. Aim for a 50/50 balance of talking versus listening.

Resist making a snap judgement in the first 3 minutes, which is the time that the subconscious usually kicks in to make a “gut decision.” Open with some friendly selling points about the job and the company that the candidate may not have discovered during their research, and avoid the temptation to open with hard-hitting questions. Stay positive, and get a complete understanding of the candidate’s history, work style, and accomplishments. Have a strategy and an outline of which questions to ask.

Salary is best discussed through the recruiter. Verify the candidate’s current compensation if necessary, but do not negotiate in the early stage. The candidate does not yet know if they want the job. The point of this meeting is to gather information and to make the candidate want the job.

Afterwards

At the end of the interview, clearly articulate the next steps and the timeline. Follow up with the recruiter within an hour of the end of the interview to discuss how it went.

The overall point of the hiring cycle is to decide whether a candidate is a good fit for the organization, but the goal of an interview is to make the candidate want the job. A hiring manager might get all the information that they need to make a decision, but if the interview turns the candidate off, there is no chance of a hire. Presenting the job in the most positive light will attract the best candidates and encourage a high level of motivation from day one.

Hiring soon? Set up a free consultation with us at [email protected].