Recruitment Tips, Employer Trends, and Hiring Insights from CareerBuilder

Monthly Archives: April 2011


CareerBuilder Leadership Series: Spotlight on Robert P. Wise, CEO of Hunterdon

“Have a clear vision, communicate it and allow yourself to be challenged by it.”

In the following excerpt from CareerBuilder’s recent interview with Robert P. Wise, President and Chief Executive Officer of Hunterdon Medical Center, Wise discusses, among other things, how growing up in a health care environment influenced his role as a leader in this industry today.

I have the benefit of having grown up in a health care environment. When I became an orderly in a nursing home it gave me an opportunity to see hierarchy at work. I saw how difficult it was for people at higher levels to communicate with people at lower levels, and I didn’t feel good about it. There was no reason why that should exist in an organization where people depend upon each other. A team is critical, and a team caring about each other and respecting each other is critical.

We have a program where employees can catch other employees doing the right thing, called Caught in the Act. We probably have around a thousand Caught in the Act awards that we recognize every year in celebrations. It’s a way of [helping] employees see the good in each other and also spreads and reinforces the culture.

I think that the most important one was when we laid off 26 employees. We had never had a layoff before, and we worked the numbers as well as we could. We had to confront the fact that we had to have a small reduction in force. To release those people I think was the toughest thing we had to do. And not only that, the workforce was negatively affected by it that rippled throughout the organization.

By in Leadership Development, Leadership Interviews

office water cooler talk

Social Media Takes Water Cooler Talk to Next Level

Social media is merely a new term for what we’ve always known about: water cooler talk. However, the talk no longer stays around the break room. Everyone’s opinions and idle chatter no longer spread only through word-of-mouth – they are going viral. Thoughts and opinions are now being posted, tweeted, updated, shared, taped, vlogged, linked to and seen by more people than ever before. Continue reading >>

By in Social Media

Businessperson running in boxer shorts

I See London, I See France: Preparing For a More Transparent Hiring Process

Businessperson running in boxer shortsI remember once walking across my college campus and noticing several groups of people snickering. I looked up to find the target of their stares: A girl walking ahead of me. She was wearing a flouncy miniskirt (which was very cool at the time) and she was completely unaware of the attention of the groups of people around her — attention brought on by the fact that the back half of her skirt was accidentally tucked into the waist of her underwear for the entire world to see.

Similarly, many organizations today are completely unaware that they are exposing their hiring “underwear” to the world.

There’s no real “getting away” from the public eye now; just ask any celebrity who just been caught picking their nose in public, only to have a picture of it published in the media that very day. Still, companies need to be much more aware of what is going on around them and how their actions are viewed by others before getting out into the public eye.

By in Insights & Trends, Social Media, Talent Management

Earth Day 2011: Toward a More Conscious Company

Earth Day 2011: Working Toward a More Conscious Company

As many of you are likely aware, today is the 41st anniversary of Earth Day (I know, doesn’t it feel like just yesterday that we were celebrating its 40th?).  Around the world, people are celebrating and raising awareness of Earth Day’s mission by taking part in everything from clean air and water projects, to bike rides as they ditch their cars, to sending text messages like “TREE” to donate to green causes. Continue reading >>

By in Economy, Insights & Trends, Talent Management

Real Housewife is a Real Business Model…And More News from This Week

While you were busy preparing for the long-awaited reunion with Ted, Danny, Mr. Ernst and the rest of the gang at Bar None Dude Ranch, celebrating Earth Day the way Gaia always intended it, or suddenly having a new appreciation for Rebecca Black…here’s what’ s been happening in the world of workforce management…

  • Employees complaining about long work hours? Show them this infographic that demonstrates working patterns around the world. They’ll shut up good when they check out Mexico, Japan and Portugal. (Life,Inc.)
  • Sure, it’s all fun and games until someone gets heart disease. If your health benefits don’t cover adult onset diabetes, you might want to cool it with the office candy jar contributions. (Wall Street Journal)
  • You don’t have to be a reality show star to launch a successful business. (It probably doesn’t hurt, though) (Hollywood Reporter)
  • More companies finally get what Dolly Pardon was singing about. More companies are enabling employees to take a break from the traditional 9 to 5 by offering flexible working arrangements to increase retention, productivity and morale. (Fortune)
  • From the playground to the workplace, bullies are everywhere. A new survey shows that not only is bullying rampant in the workplace, but bosses are the biggest offenders. (For shame!) (The Hiring Site)
  • And you thought you just had to watch what you said over email…Employers be warned: Employees everywhere are now using cell phones and other digital to secretly record what they think is discriminatory or inappropriate activity at the office. (ABC News)
  • If there’s one thing Hollywood loves, it’s causing workplace trouble via Twitter. ‘Glee’ producers weren’t so delighted after one of the show’s actors spoiled a major storyline. (Yahoo!)
  • Offering free coffee will no longer suffice. As more reports link sleep deprivation and on-the-job mishaps, the U.S. Department of Transportation recently changed its rules to require an extra hour of rest between shifts for air traffic controllers. (Chicago Tribune)

By in In Review, Insights & Trends

ShellySun WEB

Getting Out of the Corner Office and Going Undercover: BrightStar’s CEO Talks ‘Undercover Boss’

Say what you will about reality TV: there are quality programs out there that are not only entertaining, but that truly enrich people’s lives. Just ask Shelly Sun, CEO and co-founder of BrightStar Care, one of the nation’s fastest growing private healthcare companies. Last week, Sun, along with her husband, JD, appeared on the CBS hit reality show Undercover Boss, which follows different bosses each week as they go incognito to learn more about the inner workings of their companies.

Asked if she would do it all over again, she doesn’t need to think twice: “Absolutely,” she told me in a recent phone interview, going on to describe the experience as “really impactful.”

Shelly Sun had the itch to go undercover as a boss long before her episode ever aired. A fan of the show since its premiere in 2010, Sun recalls watching the episode featuring 7-Eleven CEO Joe DePinto and thinking, “What a great opportunity to really see what goes on the front lines.”

So it’s not surprising that when Undercover Boss producers approached Sun about appearing on the show last year, she jumped at the opportunity. “It was a no-brainer,” Sun says about her decision to go undercover. Before Shelly and her husband appeared on the show, “they hadn’t featured a woman, they’d never had a minority…no one who’d ever started actually put their money on the line and risked it all to have a business.” Shelly and her husband started BrightStar Care in 2002 after they couldn’t find quality and reliable home healthcare for her husband’s grandmother. So she was excited by the opportunity to help make that happen and represent a new face of the CEO.

More than anything, however, Sun was eager to witness and pay tribute to the dedication of her caregivers and hard work of her franchisees.

By in Retention, Talent Acquisition, Talent Management

9 Ways to Teach Gen Y Employees a Leadership Mindset

SPECIAL GIVEAWAY: See how you can get a free copy of one of two best-selling leadership books! See contest details below!

In the leadership workshops I conduct for Millennials, one of the key points I emphasize is that even an entry-level management position IS a leadership role. I also explain to them the need to understand the difference between a leadership mindset and a manager mindset from Day One of their first professional job. After all, they are judged on everything they do and say – and everything they don’t do and don’t say – from the very beginning of their career.

As their supervisor or employer, your goal should be to help your employees understand this concept. You’ve probably heard the saying, “People don’t leave companies; they leave managers.” Be sure to share that with your Millennial employees and emphasize that your goal is to help them avoid being a young leader employees choose to leave.

To further illustrate this point, consider the following key differences between a manager mindset and a leader mindset. Share these with your Millennial employees as well, as you work with them to adopt leadership into their personal management styles:

1. Leaders seek employee commitment – Managers seek employee compliance

2. Leaders are proactive – Managers are reactive

3. Leaders create change – Managers maintain the status quo

4. Leaders take risks – Managers are risk-averse

5. Leaders are passionate – Managers are controlling

6. Leaders create loyal followers – Managers have subordinates

7. Leaders use personal charisma – Managers rely on bestowed authority

8. Leaders give credit – Managers take credit

9. Leaders understand what motivates each employee – Managers stick to a one-size-fits-all approach

Managers who choose not to embody important leadership qualities suffer – as do their employees and their companies as a whole. Shortsighted managers tend to focus on process and procedures, not people and vision, whereas leaders focus on the latter first.

Groom your Millennial employees to blend solid management skills with strong leadership qualities, and they will have a much better chance of succeeding in any role, at any level, within your organization.

If you missed the first part of this three-part series on preparing your Millennial employees for leadership, you can read about 6 Ways to Retain Your Gen Y Future Leaders now. Soon to come: “12 Problem Solving Tips to Teach Your Gen Y Future Leaders,” ths final part of this series.

Want to win a free copy of Millennials into Leadership or Millennials Incorporated?

WHAT DO YOU BELIEVE IS THE DIFFERENCE BETWEEN A LEADER AND A MANAGER? Answer this question for the chance to win one of Lisa Orrell’s best-selling leadership books.

HOW TO ENTER: In the comments section below, simply submit a one- or two-sentence answer to this question: “What’s the difference between a leader and manager?” Ten (10) lucky winners will be drawn at random to receive a copy of one of the books of their choosing: Millennials into Leadership or Millennials Incorporated. See contest rules for details.

By in Generational Hiring, Guest Contributor, Leadership Development, Retention, Talent Acquisition

Workplace Bullying

Workplace Bullying and Your Employees: What Can You Do?

Workplace BullyingWorkplace bullying has been getting a lot more attention in the media lately after some high-profile bullying cases have come to light — but the issue is unfortunately not a new one. After all, the Workplace Bullying Institute has been around since the early 1990s for a reason, and many states have been in the process of trying to pass legislation against workplace bullying since 2003 (none yet with any success). But for as long as workplace bullying has been happening, it doesn’t appear to be stopping. A just-released CareerBuilder survey among 5,671 U.S. workers reveals that more than one in four (27 percent) workers have felt bullied in the workplace, with the majority neither confronting nor reporting the bully.

The most common bully? The boss.

According to survey results, 14 percent of workers felt bullied by their immediate supervisor, while 11 percent felt bullied by a co-worker. Seven percent said the bully was not their boss but someone else higher up in the organization, while another 7 percent said the bully was their customer.

Bullying reports by gender and age

  • Comparing genders and age groups, the segments that were more likely than others to report feeling bullied were women, workers ages 55 or older (29 percent), and workers age 24 or younger (29 percent).
  • Women reported a higher incidence of being treated unfairly at the office. One-third (34 percent) of women said they have felt bullied in the workplace, compared to 22 percent of men. Of course, this doesn’t mean fewer men are bullied, necessarily — just that fewer men report it. And, according to research by organizational behavior and leadership expert Denise Salin, women are more likely than men to self-label as a target of bullying.
  • Workers ages 35 to 44 were the least likely to report feeling bullied, with only one in four doing so.

Bullying can come in a variety of forms, and what one of us considers crossing the line might make another cringe or blush, and a third person accept as simply “part of the job.” When asked to describe how they were bullied, workers pointed to the following examples:

  • My comments were dismissed or not acknowledged (43 percent).
  • I was falsely accused of mistakes I didn’t make (40 percent).
  • I was harshly criticized (38 percent).
  • I was forced into doing work that really wasn’t my job (38 percent).
  • Different standards and policies were used for me than other workers (37 percent).
  • I was given mean looks (31 percent).
  • Others gossiped about me (27 percent).
  • My boss yelled at me in front of other co-workers (24 percent).
  • Belittling comments were made about my work during meetings (23 percent).
  • Someone else stole credit for my work (21 percent).

Since bullying comes in so many forms, it’s often difficult to define bullying by one specific action. The Workplace Bullying Institute, however, defines workplace bullying as “repeated, health-harming mistreatment of one or more persons (the targets) by one or more perpetrators that takes one or more of the following forms:

  1. Verbal abuse.
  2. Offensive conduct/behaviors that are threatening, humiliating, or intimidating.
  3. Work interference, i.e. sabotage, that prevents work from being done.

Salin describes bullying in the workplace as a “form of negative interaction that can express itself in many ways, ranging from verbal aggression and excessive criticism or monitoring of work to social isolation or silent treatment.” It’s sometimes an accumulation of many minor acts, adding up to a pattern of maltreatment. The person on the receiving end of the bullying feels unable to defend him or herself successfully.

What are companies doing to combat this workplace bullying?

By in Benefits, Employee Wellness, Survey Results, Talent Management

Meet the Post-Recession Millennial

How Has the Recession Shaped Career Attitudes of Millennials?

Meet the Post-Recession MillennialIt’s dangerous — and often inaccurate — to generalize generations’ workplace preferences and behaviors. Many hiring managers, however, are still clinging onto generational stereotypes, particularly of the oft much-hyped Millennial generation (those workers born between 1980 – 1995) — stereotypes that Millennials themselves have moved well beyond since first entering the workplace in the last several years.

In How the Recession Shaped Millenial and Hiring Manager Attitudes about Millenials’ Future Careers, Alexandra Levit and I examine various research initiatives to determine how the attitudes of Millennials toward their career paths have changed as a result of the economic downturn, how these attitudes compare to the way hiring managers view Millennials’ career paths, and what hiring managers can do to better understand this generation of workers. Many of our report conclusions have been drawn from The Future of Millennial Careers research study, which was commissioned by the Career Advisory Board, presented by DeVry University, and conducted by Harris Interactive among 500 Millennials age 21-31 either employed or planning to seek employment, and 523 hiring managers age 18+ who interact with Millennials at work.

While Millennials and hiring managers can generally both agree that Millennials tend to have certain commonalities, like digital comfort and impatience with certain established processes, there is also much disparity between how Millennials view themselves and how they are viewed by their bosses. This can result in a frustrating situation for both parties — but by learning to truly understand Millennials, hiring managers can create a smoother workplace environment for the multiple generations currently working within it, as well as improve one-on-one relationships with their valuable Millennial workers.

Pre-recession to the present

The oldest Millennials blazed into the workplace in the early 2000s, many of them unabashedly demanding flexibility, seamless communication and desirable assignments right away — and from this, many employers formed their opinions on Millennials right then and haven’t since wavered. However, the recession appears to have caused a shift in Millennials’ attitudes toward achieving immediate career success, as watching hiring freezes and mass layoffs occur, or being affected by them themselves, caused many Millennials to recognize that having a good job was not just a given, but instead something that must be earned. Now, as the economy is picking itself back up post-recession, Millennials have a much different idea of what they need to do to succeed, and more of them are taking the initiative to prove their worth to employers on a daily basis while honing their soft skills in the long term.

Millennials and hiring managers: Different worlds?

While the recession appears to have pushed many Millennials to form more realistic expectations about career advancement, many hiring managers don’t yet see a change in Millennials’ expectations and are still of the belief that Millennials are driven by unreasonably high pay in return for minimal effort. Many hiring managers remain very cynical of the efforts Millennials are making, and believe that this generation continues to have a sense of entitlement and unrealistic expectations of their own career growth and success.

Millennials also believe doing work that is personally meaningful to them and achieving a sense of accomplishment are just as important as earning a high salary for a successful career. In fact, 30 percent of Millennials identify meaningful work as the single most important measure of a successful career. Millennials are also feeling a need to pursue higher education, obtain transferable skills, and hold a variety of jobs in order to get ahead in their careers. Mistakenly, however, hiring managers commonly believe Millennials’ desire to earn a high salary primarily drives their job and career decisions. Forty-eight percent of hiring managers rank high pay as the number one way Millennials measure their career success. In contrast, only 11 percent of hiring managers say Millennials consider meaningful work as the number one measure of success.

Let’s take a closer look:

By in Economy, Generational Hiring, Talent Acquisition, Talent Management

Launching a Social Media Recruitment Plan

How To Launch in the Social Space

Feel pressure to add social media to your recruitment mix? Chances are you’ve been putting it off for one or all of these four reasons:

  1. Lack of urgency – Existing responsibilities claim priority over new developments.
  2. Impact – You can’t predict an earth-shattering ROI, so it’s difficult to sell up the chain.
  3. Organizational fear – Someone forwarded the Domino’s Pizza employee video to everyone in the company without showing how they responded and are growing stronger from it.
  4. Analysis paralysis – You’ve got the green light to create a social recruiting presence, but are unsure how to get started.

Sound about right? Read on.

This scenario is common. We meet social media evangelists everyday who “totally get it” and are nearing their breaking point trying to convince those who don’t. Pushing social media uphill in an organization riddled with naysayers often involves debating countless public social media disasters to convince everyone the anticipated rewards are worth any small risks. Before you throw in the towel, try practicing these four ways to sharpen your lobbying skills:

Wise up on the big “C”
Compliance. It’s the trump card the critics will undoubtedly pull from their sleeve to discredit social media sites for recruitment. Be ready for this objection and practice your rebuttal. There’s a difference between using social media sites to source candidates and extending your employment brand to attract candidates. In fact, Anthony Scarpino, Director of Talent Acquisition at Sodexo describes it best here.

By participating in social media to source, a recruiter uses a site like LinkedIn to seek out candidates and contact them directly or through an introduction about an opportunity. This involves targeting and evaluating attributes of the candidate profile. This type of sourcing should follow a standard process to ensure equal consideration of all candidates and is most effective when initiated from individual recruiter accounts.

Social recruiting differs because the main goal is to motivate people to join the company’s talent community, apply to jobs, attend job fairs, and experience the culture. Calls to action for candidates on Facebook, Twitter, YouTube, etc., typically link back to a job posting tied to an OFCCP-compliant application process. Simply put, social recruiting is experiential marketing. It’s about showing people that your company is a great place to work, connecting them to peers who can affirm what you claim, and answering questions. It leaves the screening up to the trained recruiters.

By in Social Media

Stay Connected