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Why Successful People Take Recruiters’ Phone Calls

February 8, 2017 by Lacey Walters

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.

Salespeople: How to Sell Yourself Better in a Sales Interview

February 1, 2017 by Lacey Walters

When it comes to interviewing, salespeople have a natural advantage over employees in other departments: they talk to people every day, they are naturally persuasive, and they have a strong internal motivation. That means that any time they interview for a sales position, the competition is stiff.

Not every salesperson is good at pitching themselves, but this is no reason to get tongue-tied. It is not worth leaving it to chance that the hiring manager will notice all shining qualities from the resume. Before an interview, after doing research on the company, salespeople can tweak their mindset to put themselves in the best possible position to sell their skills effectively to a hiring manager.

6 Interview Tips for Salespeople:

1. You are a solution, not a product.

Salespeople sell products and services every day, but many of them find it distasteful to think of “selling” themselves to a company like a product. Products get used up and eventually thrown away, and they are static—not a great way to describe a person. Instead, take a page from the modern sales playbook and sell a solution, not a product. In this interview, the employee is the solutions package. Tailor the pitch of the “solution’s” features and capabilities to match with the company’s business needs, and show them why they should expect a good ROI if they make the hire.

This also helps to dampen some of the personal feelings that can creep into interviews. Interviews are stressful, but their purpose is to determine whether or not a candidate is a good fit for the job in question. Analyze the job’s goals and present the solution—you. There are no hard feelings if the job ends up not being a good fit.

This shift in mindset sets the best possible tone for the interview, and puts the interviewee in a position to speak from firsthand experience and practice.

2. Tell a story with a timeline.

Every employee should have a set of career goals and a career timeline (if not, start one now). In the interview, the interviewee should tell a story that shows the hiring manager where they started, what goals they have already reached, and what goals they hope to reach at this new position.

Be honest and be flexible. Anyone who is hiring a salesperson is going to be able to see past a fluff response.

The solutions selling mindset is the starting point. Salespeople who practice consultative solutions selling know that a static, rigid solution will eventually become obsolete and lose its value. People are not finished products; they grow and change. Likewise, a good hiring manager recognizes that to attract the top talent, they will need to provide growth opportunities for their people. Be ready to describe what that looks like.

3. Have numbers ready.

Many departments struggle to quantify their ROI. Not sales! Salespeople are fortunate to have easy access to the impact they have had on their company’s bottom line. Most companies publish regular reports showing rankings, quotas, revenue, and other metrics. This is a key advantage because it is direct proof of success.

Start with these numbers:

Percent achieved of quota
Number of financial quarters of hit/exceeded quota
Ranking amongst other salespeople in the company
Records hit (e.g. Presidents Club)
Revenue generated
Marquee clients or biggest contracts signed
Travel percentage (local, regional, nationwide, international)

These metrics will not have their full effect when fired out all at once. Use another sales tactic here: incorporate these numbers into a narrative that tells the story of career growth.

After the interview, crunch the numbers the hiring manager provides. Consider the OTE vs. base salary split, any commission caps, the ramp-up time, sales cycle length, and other factors. Avoid negotiating hard during the interview, when the pressure is on.

4. Go above and beyond references.

Hiring managers generally contact references after the second interview, when they are fairly sure they want to make the hire. Don’t wait that long! Get colleagues, managers, and star customers to write endorsements on LinkedIn (this is good practice even for salespeople who are not interviewing, as it gives legitimacy when a prospect looks them up). Verbally quote satisfied customers in the interview. Consider sending a letter of recommendation from a marquee client or a senior management executive.

Coach references before submitting them to the hiring manager. Many people are not sure how to give a good reference over the phone. At a minimum, provide them with the job description, resume, and key facts that the hiring manager needs to hear.

Be sure to adhere to all privacy agreements, both of the current employer, customers, and hiring company. Violating the privacy of a customer or employer is grounds for termination.

5. Sell “brand value.”

When pitching a solution to a prospect, salespeople have to differentiate their solutions package from the competition. Whoever presents the best value to the customer is usually the one who wins the deal. Not all customers are looking for the lowest price, but almost every customer wants good value for their money.

After getting their attention with sales numbers, move to demonstrate personal brand value. Highlight key differentiators such as niche market knowledge, experience, and any unique approaches that fit well with the company’s goals. People outside of sales sometimes see salespeople as interchangeable. Prove them wrong with a demonstration of why this is the best possible investment they can make for this position.

Some companies incorporate a mock sales presentation into their interviews. If so, take full advantage. Do intensive research on the company’s products and solutions. If they have an online trial, spend time getting to know it. Find out their customers and pain points. Prepare a sales presentation and show them unique and exceptional sales skills.

6. Overcome objections

Top salespeople have to be big-picture and detail-oriented at the same time. When it comes to closing high-profile deals, they need to anticipate a prospect’s objections and overcome them with solid, compelling data. The same rule applies in an interview.

No one is perfect, so find weak spots in job history or skills and have a defense ready. Ask for the objection, and then overcome it enthusiastically. This gives the hiring manager further evidence of how they can expect their customers to be treated if they go through with the hire.

While many employees have to learn a totally new set of skills when they go into an interview, salespeople have a tremendous advantage with highly developed interpersonal skills in negotiation, solutions proposals, needs analysis, and overcoming objections.

An interview is a hiring manager’s opportunity to make a decision about an investment in a person. What they need in order to make this decision is evidence that the salesperson can deliver on their promises, uphold the company’s reputation, and close deals. Give them the proof that the person sitting in front of them is the best fit for their job.

Looking for a new sales job? Check out our open positions here.

The 6 Best Executive Search Firm Interviews of 2016

January 18, 2017 by Lacey Walters

Competition is fierce for high-performing leaders who can manage the ever-changing market. Since the recession of 2008, the job market has shifted from an employer-driven climate to an employee-driven market, and this is reflected at the top levels of leadership. C-level tenure is dropping, and many industries are crowded with brand-new billion-dollar companies with inexperienced leadership. More unplanned leadership successions occur than ever before.

As the market takes an expanded global outlook, it poses new challenges for hiring at the executive level. These include unprecedented scrutiny from shareholders, pressure to demonstrate ROI growth, increased politicization of the marketplace, and new technology disruptions in industries across the board.

Executive search firms have seen their own disruptions: an increase in networking sites but a drop in quality engagement, changing search algorithms, and the rise of social media recruiting tools. We gathered the six best interviews given by executive search firm professionals this year. They describe how the executive recruiting industry is changing and how to achieve success in the future.

Lou Adler - CEO, The Lou Adler Group

See full interview

Lou contends that the majority of top performers are not looking for a lateral job change. Most employers assume a surplus of top talent. In reality, there is a top talent shortage. “If your company still posts jobs that emphasize must-have skills, experiences and personality traits, you're assuming there's a surplus of talent,” Lou says. Fast and cheap are not goals to have when hiring, especially for companies vying to prevail in the talent war. Lou explains in detail how to shift into a mindset of attracting, hiring, and retaining top candidates.

Mark Oppenheimer - Managing Partner of Marlin Hawk Group

Mark foresees more change in the executive search industry in the next few years than the past 10 to 15 years combined. Why? “If you look at search firms, it’s always been very much a reactive mentality to find potential roles in the market,” Oppenheimer says. He advocates seeing the hiring process as a talent ecosystem instead of a set of procedures. Attracting and retaining top talent depends on deep analysis of candidate potential and ability rather than a static list of skills and experience.

George Davis - Leader of CEO search at Egon Zehnder

George Davis

See Full Interview

The formal succession plan of many companies does not comprehensively address replacing C-level executives. Further compounding the issue, most boards of directors have experience in their industry, but not specifically in a CEO transition.

Davis points out that stock prices and shareholder confidence suffer when a succession is unplanned. He therefore emphasizes the need for an experienced executive search firm when conducting a C-level transition; he contends that internal candidate retention is a key issue in this kind of search. “In the days of working for one company for decades and receiving a gold watch when you retired, you didn’t have to worry about internal candidates being disappointed and leaving if they were not selected, or not selected fast enough,” he explains. In this era internal candidates who miss out on a position are at a high risk for leaving.

Tracy Wolstencraft - CEO of executive search firm Heidrick & Struggles

McKinsey & Company - The Changing Nature of Leadership

See Full Interview

Wolstencraft points to the growing need for authenticity in an increasingly crowded, uncertain, and unpredictable world. Today’s talent enjoys unprecedented access to a potential employer’s information, and top candidates can be infinitely more informed before making job change decisions. What is the best way to resonate with top candidates while maintaining integrity? He advises, “It gets back to communication. You have to strike a balance between being confident and assertive, while helping folks realize, ‘Here are the risk factors.’”

Emily Parker Myers - CEO of Myers McRae Executive Search

See Full Interview

Myers, who specializes in higher education leadership searches, notes that technology has significantly changed the face of recruiting. New tools allow recruiters to make more connections at a higher speed and interview remotely, which previously was very difficult. However, she emphasizes that relationships are the foundation of a good recruiter. “The foundational key to a successful placement is the interaction you have with a prospect and your client,” she says.

While technology makes communication easier and quicker, there is no substitute for developing a good business relationship with clients and candidates—something that internal search teams cannot offer.

Keith Mullin - Mullin International

Finally, Keith Mullin of Mullin International collected data for over 30 years on thousands of employees making job changes. He found that networking accounts for the most filled jobs at the senior executive level. While search firms are number two, they are a great option for firms whose networks are immature or who need additional help when bringing on a C-level replacement or making a complex leadership transition. See more of his data here.

Recruiting By Job Level

Image: The rate of success drops sharply for traditional job boards, networking sites, and company websites at the executive level and above. However, recruiters account for a consistent percentage of hires across the board, including the 8-10% of hires at the executive level and above. Only personal networking has a higher success rate.

Data from Mullin International, 2016.

How to Improve Your Talent Recruiting Strategy

December 28, 2016 by Lacey Walters

Why is a talent recruiting strategy important? No matter the challenges of the economy and the market, hiring managers need to attract top talent to move their business goals forward. Without good people at every level, the company will miss out on its top potential. This isn’t something that can happen overnight, it takes a unified long-term plan.

Company Website

Start with the company website. This is the first place most candidates will go to learn about a company. If there is no Careers page, create one. It should be a user-friendly invitation to learn about the company as a whole – not just be a list of job openings. The Careers page should tell a story about all the great reasons to work for the company.

Paint a picture of what the company offers as a total experience: the company history, office culture, value of products, employee testimonials, and the geographical setting. Demonstrate why the company is good to work for through social media, photos, company news, industry awards, company events, and employee testimonials. Talk about what the company offers, not just the openings.

Job Ads

Analyze job openings advertised by the company. Is the focus on requirements or on selling the highlights of the job to top candidates? In a candidate-driven market, top talent is likely to pass over job postings full of must-haves and buzzwords. Instead, write job descriptions to highlight challenges, experiences, authority, and advancement opportunities. Attract and sell first, screen second.

Consider passive candidates who are working for the competition right now. What do they want to hear? What opportunities can the company offer them that they are missing out on right now?

When posting an ad, have a current employee apply for the job through the site and report back if they had any difficulties. Some online forms are long and difficult. Candidates do not want to go through pages and pages of manual data entry when everything is already listed on the resume. Streamline the process as much as possible.

Internal Referral Programs

An internal referral program is a low-expense and high-reward talent recruiting source. Internal referrals have the highest percentage of successful hires of any sourcing method.

Firstly, offer an incentive bonus to employees when they refer a candidate. Make sure that the employees know the program exists, and remind them of it often. It shows employees that their contribution is appreciated.

Second, thank employees publicly for referrals. Take time to seriously review referred resumes and follow up with the employee who referred them. While an incentive is important, most employees make referrals because they think someone is genuinely a good fit for the company.

Lastly, keep in touch with exceptional employees who have left the company. They are often a trustworthy source of referrals.

Third-Party Recruiters

Recruiters are an effective way to source high-quality candidates, but they need information from the hiring manager in order to succeed. Take time for an in-depth consultation call so they completely understand the requirement. Make sure that they know the top selling points of the job and have a compelling story to present to candidates.

Trying to find a good recruiter on a deadline during a crisis is not a good idea. Build a relationship with a recruiter ahead of time. A good recruiter will always be open to potential future job openings, and they will have the benefit of extra time to get to know the company before a job opening comes along. Choose a recruiter who knows the industry well and who has a strong pipeline of candidates that could fill the company’s tough positions.

Track the effectiveness of all talent recruiting channels. Measure the number of hires, the cost per hire, the tenure of the employees hired, and if possible, a cost and revenue analysis. This puts the company in a better place to set appropriate budgets and prioritize methods that work.

Need to get your candidate recruiting strategy on track? Contact us at info@bluesignal.com.

How to Structure Employee Relocation Packages

December 14, 2016 by Lacey Walters

Employee relocations happen for a number of reasons. A company may be opening an office in a new location, or changing offices as part of an acquisition. However, the most common reason is that a company has hired a new employee in another part of the country.

Relocating an employee is a complex and often high-stress process. The logistics and emotions of the move can be difficult for everyone involved. But with some planning and forethought, the process will go smoothly for everyone.

When interviewing a candidate who would require a relocation package, start the discussion early, and keep it separate from salary negotiations. Many hiring managers combine relocation and compensation into one conversation, but this often leads to conflict and bargaining. No matter what the compensation is, the cost of relocation is different for every situation and should be considered separately. Having a recruiter to act as the middle-man is very helpful, since they can manage discussions on both sides to come to a mutual agreement without tensions running high.

Employee Relocation Decision Factors

1. Living situation

The house or apartment is a major consideration in a relocation package. For renters, the process is straightforward. They will need to break their lease and find a comparable apartment in the new area. Homeowners will need to value their house, sell it, and buy a new one, usually all within a short timeframe. It all starts with a comparative market analysis with a realtor. Get MLS data to compare similar homes in the area that have recently sold, and develop a price listing for the home as soon as possible. This will help the house to sell for a fair price.

What to Consider:

Lease breakage and security deposit coverage for renters
Realtor fees
Home selling and home buying services
Property management to maintain old home while on the market
Hotels and temporary housing
Current home equity that may be lost due to housing market difficulties
Interim housing
Storage for personal property
Replacement cost for depreciated items such as old furniture

2. Cost of living

A middle-class lifestyle does not look the same everywhere in the country –Manhattan has a very different cost of living compared to suburban Texas. A relocated employee may find that their spending habits have to undergo many adjustments in a new area.

Not only will there be differences in normal expenses such as car insurance and property tax, they may need to revamp their work wardrobe, buy or get rid of a car, or take on unfamiliar expenses. This can work heavily in favor if an employee is moving to a less expensive area, but it is painful for an employee to start a challenging new job and also keep up with big lifestyle changes at home.

Companies can provide a “Why Our City” packet with highlights of the area and helpful tips for settling in. This small gesture can have a huge influence on a new employee and get them excited for their new home.

Employee relocation packages - cost of living

As of 2016, Hawaii, Washington DC, and California had the highest cost of living. Mississippi had the lowest. (Source)

What to Consider:

Tax rates (income, property, etc.)
Difference in home values between new and old locations
Square footage differences, which impact the cost of furnishing and maintaining a home
Normal day-to-day expenses, such as car insurance, gas prices, and food
Cost of medical care and health insurance
Major lifestyle differences (such as keeping a car in an urban area, mass transit costs, wardrobe expectations, etc.)
Tax liability from receiving the relocation package

3. Family Situation

A relocation usually involves the breadwinner of the family, but most families rely on two incomes. The employee’s spouse will need to make decisions about their employment situation in the new location. Be sure to address with the employee whether other family members would need to secure new employment before accepting the offer. Children are another consideration if they are in school. An employee may choose their housing based on a particular school district or the location of services that their child needs, like athletics, religious organizations, or medical services.

What to Consider:

Spouse’s lost income and cost of finding a new job
Children’s educational expenses, travel expenses
Athletics, programs, religious organizations
Additional cost of special or medical needs

4. Transportation and moving

Transportation is the final major expense item. This includes more than just the one-way trip to the new location; there is a lot of back and forth during a major move.

What to Consider:

Plane flights
Square footage of current house to pack
Packing, shipping, and unpacking fees
House-finding trips
Rental cars (or Uber fees)
Cost of transporting vehicles (cars, boats, motorcycles, and recreational vehicles)

Types of Employee Relocation Packages

How should a company approach a major relocation to keep their new employee happy? There are three major types of relocation reimbursement packages:

Direct Bill or Third-Party

In this type, the company hires and pays the moving company directly. This type of reimbursement is convenient for the company and the employee for big-ticket items, but it makes it difficult to cover smaller expenses and can lead to a lot of back-and-forth.

A similar type is the third party reimbursement, where a company hires a third party to handle all details of the relocation. This is convenient but expensive. It also may lead to conflict with the employee if the relocation company is inflexible or difficult to work with.

Open-ended

Open-ended reimbursement agreements can be problematic, because there are so many small expenses to consider, like professional cleaners, double rent payments, deposits on cable, utilities, property inspections, realtor fees, etc. These small costs add up fast, and can lead to bickering over details and an unending stream of invoices.

Lump Sum (Capped Reimbursement)

A lump sum reimbursement plan is the simplest way to go, especially for relocations that involve a whole family. A lump sum reimbursement takes into account the major big-ticket items, including the cost of movers, housing expenses, hotel stays, and transportation.

In all cases, the employee should complete a detailed assessment of what their move will cost. Surprises are often expensive and hard to manage in the middle of a big relocation. It pays to plan as much as possible up front, and stay flexible. One major expense that many employees overlook is tax liability. When an employer gives an employee a large sum of money for relocating, the employee may not realize that the government considers it taxable income. The employer should be clear whether or not they will cover this tax liability, or if it is the employee’s responsibility.

Relocation is an opportunity for growth and positive change for an employee. Roll out the red carpet for new employees to make sure that their first impressions of their new home are positive and exciting. In addition, consider the company’s new employee onboarding strategy to make them feel welcome in their new job.

Find more of Blue Signal’s relocation tools here.

Working on an employee relocation within your company? Contact us at info@bluesignal.com for a free consultation.

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.

Starting a New Job: 15 Ways to Excel in the First 100 Days

July 13, 2016 by Lacey Walters

It is perfectly normal to be nervous about starting a new job. In fact, Forbes ranks starting a new position as one of life’s most stressful experiences; the interview process is often long, emotions run high, and there is all the pressure that comes with wanting to do well. But don’t worry: an outstanding track record is what landed the job in the first place. Combine that with these 15 suggestions for the first 100 days at the new job, and we guarantee better odds of success.

1. Act like the interview is not over.

Getting the job does not equal tenure. Amanda Augustine, a TopResume career advice expert, says “the first three months of any new job are an extension of the interview process. From the first day, you need to be on your game.”

2. Show up ready to play.

Showing up on time, sharp, and well rested goes a long way in creating a good first impression. Pick out clothes for the week, practice the morning commute in advance, and go to bed early the night before. Eat a balanced breakfast and bring coffee for the first few days to eliminate the stress of a grumbling stomach or a problematic office coffee maker. Coming thoroughly prepared to work will calm new-job nerves. Walk into the office on time with a plan for the day instead of stressing while rushing to work.

3. Limit distractions.

Keep smartphones out of reach and silenced, and block Facebook and social media sites to reduce the temptation to sneak a few minutes. Limit personal phone calls, texting, and other personal-time activities (especially in customer-facing roles).

Block out time for low-return work activities like checking email; it can easily suck up time that could instead be allocated to more productive work.

4. Don’t ask the CEO for a pen.

As much as possible, solve problems without asking for help. Save small questions (like the location of office supplies) for coworker small talk, and keep communication with management focused on work. Know exactly what accomplishments they want to see, and get them done.

5. Defend valuable time.

If the hiring manager has not provided the company’s normal work hours, ask a few days in advance. On day one, arriving 10 to 15 minutes early is a safe bet. Any earlier and it may not be possible to get into the building, or may involve an awkward wait if the manager has not arrived yet. After the first day, it is good form to arrive early and to stay late, within reason.

The manager may indicate that it is okay to leave; if so, do not argue—it is okay to go. Be productive while at work. New employees who put in extra hours with nothing to show for it will not improve their reputations. Demonstrate that good results are a top priority.

6. Learn names.

When people meet celebrities on the street, they usually have no problem remembering their names. Why? Because that person was important enough to remember. It may sound harsh, but forgetting someone’s name sends the message: “You weren’t important enough to remember.” Saying “I’m just bad with names,” makes people think, “I’m not important to you.”

That may seem overly negative, but the inverse—remembering people’s names—has tremendous positive benefits. It makes people feel special, it will make you smile, and it is beneficial in the long run. Remembering names is one of the little things that goes the longest way.

For most people, asking a person’s name several times the first time they meet is enough to remember it. But they feel embarrassed doing so, and avoid asking. Get over it. If that does not work, try something else—mnemonic devices and alliterative devices are popular—but whatever it takes remember the names of the people you see each day.

7. Take advantage of all the training.

As much as possible brush up on the necessary job skills to reduce the time needed to get up to speed. Take detailed notes and listen carefully to training that the company provides. Do not assume that the training will cover everything. Remember to thank the person who provided the training.

If the company does not offer much training, ask questions to fill in the gaps. It is better to ask a question than to do a task wrong. Accept offers from coworkers to demonstrate how things are done (as long as it does not compete with work assignments). It is a great way to build trust with the team, and they usually have tips that the official training does not cover.

8. Keep work areas clean and secure.

Information security is a top concern of employers, and no one wants to be responsible for a security breach during the first month on the job. So be smart! Devices, computers, and paper files containing secure information should be locked or filed away when not in use. Keep a private record of passwords in a secure place (such as in a locked desk drawer or a password-protected file) to avoid asking for them more than once. In a high-security job where passwords may not be written down for any reason, make it a top priority to memorize them, using mnemonics if necessary.

9. Fight to stay organized!

With so many new stimuli and unfamiliar processes, critical details are more likely to slip through the cracks. So write everything down! Creating one consolidated task list for the day (preferably on the computer rather than a scrap of paper) and checking it often is a great way to stay on track.

Take notes immediately when given a task. Do not rely on email as a way to store important information. Around 3 p.m. revisit the list. Pick the most important tasks to finish before the end of the day and move the rest into a to-do list for the next day in order of priority.

10. Respect the rules.

Little rules are a big deal in most offices, and often a bigger deal than they seem. But they also provide an opportunity for conversation and team-building. Ask where the coffee machine is, or where the best lunch spots are, and listen to what they say. Friendly small talk is the only way to get past the awkward new stage, and it is the best way to learn names and faces quickly.

11. Avoid taking time off.

Disclose unchangeable vacation plans as soon as possible (ideally during the interview process) to circumvent inconvenient surprises for a new employer.

Know the company policy for vacation thoroughly before planning anything. Come prepared with a plan to stay up to date on job responsibilities if it is necessary to take a day off.

Although illness is unavoidable, it is good form to show up and work cheerfully through minor colds. Similarly, make an effort to show up during adverse weather conditions, unless the manager says otherwise.

12. Handle mistakes promptly and gracefully.

Mistakes happen, and no one likes to make them. Acknowledge the problem, take ownership of the situation, communicate a plan to fix it, and follow through without delay. Do not argue. If the manager suggests a different way to correct the situation, do it. Be responsive on emails, and error on the side of over-communicating to avoid future mistakes and miscommunications.

13. Never refuse a challenge.

Managers commonly ask new employees to handle work outside the advertised job content. View this as an opportunity to demonstrate a strong work ethic and possibly learn a new skill. Do not dismiss tasks that are outside the job description. Be the first to adapt when obstacles arise.

14. Stay in touch with trusted colleagues.

Cutting off old colleagues at the start a new job will stifle the natural growth and maturity of a professional network. After a month or so at the new job, it is appropriate to reconnect with old colleagues. Update LinkedIn with the new job title, and connect to new colleagues. It will help with learning names and titles, and it may provide insights into the skills and accomplishments they consider most important. Start slow—no need to send out 200 connection requests on day one.

15. Smile!

Still nervous? Smile! Smiling is a scientifically proven relaxation technique. Even a forced smile boosts real confidence.

For more advice on starting a new job, contact us at info@bluesignal.com.