Recruitment Tips, Employer Trends, and Hiring Insights from CareerBuilder


Manufacturing Is On Fire, But a Skills Gap Is Watering Things Down

Manufacturing in the U.S. was impressive in July. The Institute for Supply Management index for production was at a nine-year high, showing strong growth in manufacturing output. With such increased production, the sector will have to increase hiring – but this may prove difficult for some positions thanks to a skills gap.

A recent report from the Boston Consulting Group shows that skill shortages in manufacturing are not as pervasive as some may think. Continue reading >>

By in Economy, Forecasts, Guest Contributor, Insights & Trends, Supply & Demand, Talent Acquisition, Workforce Data

Tug of War

Work Style Tug-of-War: 3 Combative Personality Pairs and How to Ease the Tension

By Robert Half International

In a perfect world, your staff would mesh seamlessly and always work in harmony. There would be no interpersonal tensions, only camaraderie and efficiency.

But we’re living in reality. In the real workplace, where each employee has his or her own particular temperament, work style and habits, harmony can be hard to come by. When opposing personalities and work styles are combined, friction and even outright conflict can occur. Continue reading >>

By in Guest Contributor, Retention, Talent Management

bad hire

How to Hire the Wrong Person

By Robert Half International

The search for a suitable candidate to fill a vacancy can be challenging. At various stages in the process, companies tend to make critical errors that result in hiring the wrong person. Below are the six most common mistakes hiring managers make, along with ways to avoid or correct them.

1) Using a Job Description That Doesn’t Reflect Reality

Some companies dust off a job description before launching the hiring process only to stumble because their summary no longer reflects the job’s day-to-day responsibilities. Continue reading >>

By in Guest Contributor, Talent Acquisition

Jobs in Technology

A Jobs Solution: Innovation, In-Shoring and Education

By Russell Glass, CEO of Bizo Jobs in TechnologyAs hiring professionals, we’ve all been there. Your teams need support, but you don’t have the budget or resources to hire the desired people. Perhaps you find yourself in a hiring position, but can’t find the candidates that fit the bill. The difficulties of being a hiring manager are not characteristic of one particular industry or field. Everyone, from President Obama to the store owner next door, is faced with the difficult decisions that surround job creation and hiring.  So what do we do? Location is Not a Barrier As the CEO of Bizo, a fast growing company in the technology industry, I have a simple solution, “in-shoring.” Here at Bizo, we not only hire the most highly-skilled people, but we also hire them just about as fast as we can find them –wherever we can find them.  Bizo is just one of the tens of thousands of businesses that are in the same position.  We realized early on, that to successfully build our company, we needed to hire only the best people. However, hiring people solely based in the local San Francisco Bay Area was a significant limitation—and sacrificing quality talent was just not something that we were willing to do. At the same time, we didn’t feel that we could build the right tight-knit culture we wanted by off-shoring to countries like India, Belarus or other far-away lands.  The solution? Again, a simple one: use powerful, effective and inexpensive collaboration and communication technologies like Skype, Google Docs, Dropbox, instant messaging, and web conferencing to manage our company’s remote workforce and “in-shore.”

By in Guest Contributor, Small Business, Talent Acquisition

Recruiting and HR: Friends or Frienemies?

Recruiting and HR: Friends or Frienemies?

Recruiting and HR: Friends or Frienemies?Wikipedia defines frienemies as “either an enemy disguised as a friend or a partner who is simultaneously a competitor and rival.” Think about it: In your experience, are recruiting and HR enemies disguised as friends, rivals, or true business partners? Over the years, I have witnessed many organizations in which HR and recruiting are indeed frienemies. In other words, the relationship on paper is good, but there is an undercurrent of something you can't quite put your finger on. I've often wondered, “Was that a dig just now?” as someone offered a comment that could have really been either a compliment or a jab. Let’s examine the differences between friends and frienemies in more detail: Friends…
  • Protect one another's interests
  • Respect each other’s differences
  • Value one another’s contributions
  • Support and reinforce the efforts of the other
  • Respectfully disagree
  • Encourage direct communication
  • Shift the focus off the other person's accomplishments
  • Devalue the other person's function
  • Downplay the other person's contributions
  • Undermine the other person's efforts
  • Circumvent direct communications and favor gossip or tattle-tailing
  • Plague new ideas with negativity
Frienemies in action I’ve listened in on many meetings where one party talked about what was wrong with the new hires recruiting had brought on, or a manager mentioned that HR was not responding to some need. Such is the life of “frienemies,” as they just can’t help themselves. They sabotage you and secretly (or maybe not so secretly) enjoy it. I’ve also witnessed many organizations where these two parties work powerfully in tandem. High levels of accountability and consistency are hallmarks of this type of environment, so it’s no surprise that these organizations happen to be the highest performing ones. The potential for conflict between HR and recruiting is high, even though they often share a reporting structure. This is due in part to fundamental differences between the two groups:
  1. Each focuses on different skill sets.
  2. Often they are blended into the same hierarchy, typically under an HR umbrella, implying that greater value belongs to HR.
  3. HR may have more authority than recruiting.
  4. Recruiting is typically more operations-focused.
  5. HR is about administration and compliance.
  6. Recruiting is about selling an employment value proposition and company culture.
Most of the time, someone who is really good at HR rarely favors recruiting, and vice versa. This is because recruiting is more sales oriented, where HR is more administration oriented — and these are completely different skill sets. There is no good or bad; they are just different. I will confess that I have my own biases. I started out strictly dedicated to talent acquisition. I would have made a terrible HR generalist. The thought of having to handle compensation and benefits was enough to send me into the fetal position in a corner. And here’s the key: You don't want me doing that work -- it’s not what I’m best at. The value I bring to an organization is in selling their employment value proposition to the market and figuring out who should work for them. How can HR and recruiting work better together?

By in Guest Contributor, Talent Acquisition


12 Problem Solving Tips to Teach Your Gen Y Future Leaders

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

GUEST CONTRIBUTOR: Authored by Lisa Orrell. Orrell is known globally as The Generation Relations Expert. She is the author of the top-selling books Millennials Incorporated and Millennials into Leadership. In the final part of this three-part series, Orrell further explains the importance of training your Millennial employees for leadership roles – and shares practical tips for teaching your employees that crucial leadership skill: problem-solving. Continue reading >>

By in Benefits, Employee Wellness, Generational Hiring, Guest Contributor, Leadership Development, 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


6 Ways to Retain Your Generation Y Future Leaders

Why do companies - large and small - spend so much time worrying about how to retain Millennials (a.k.a. Gen Y)? It’s basically a matter of math. According to the Employment Policy Foundation (EPF), our country is at the beginning of a labor shortage of approximately 35 million skilled and educated workers, which is estimated to continue over the next two decades – especially now that Baby Boomers are starting to retire at an estimated rate of 1 every 8 seconds. Out of necessity, Millennials - many of whom may only have one to three years of career experience - are moving into management roles much sooner (and younger!) than the generations before them did – and are expected to perform in these roles successfully. While it’s entirely possible to groom this next generation of professionals to be effective leaders, you must first be able to retain them (otherwise, grooming them for leadership won’t even matter!). For the first of this three-part series, I’d like to share six effective tips to help employers and managers effectively retain Millennial talent. 6 Ways to Retain Your Gen Y Employees:
  1. Constant Contact: A recent survey of over 1,000 Millennials showed that over 60 percent of them want to hear from their managers at least once a day. That message is pretty clear: They want to communicate with you often so make it happen or they will leave! Unfortunately many older generations tend to operate differently. Oftentimes, they have a hands-off approach to management, but this style clearly does not work well with Millennials.
  2. Praise Culture: We all need praise from our employers, but Millennials tend to need it more often than older generations. If they are not feeling “valued” on a regular basis, they will leave. So many well-known companies are shifting to a “praise culture” to retain them…and it improves retention of their older employees, too! Get creative and have fun with this. I know of one company that actually appointed a “celebrations assistant” in their office and one of her tasks is to throw confetti on employees (in their cubes or offices) whenever a manager tells her an employee had done something exceptional. I realize this strategy may sound a bit extreme to you, but this company is obviously seeing an ROI (or the confetti wouldn’t be happening).

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

John D. Thedford

The Perfect Fit: Recruitment and Retention Strategies from John Thedford, CEO of La Familia Pawn and Jewelry

GUEST CONTRIBUTOR: Authored by John Thedford. Thedford is CEO of La Familia Pawn and Jewelry, a chain of high-end pawnbroker shops with locations throughout Central and South Florida, and he is the author of Smart Moves Management: Cultivating World-Class People and Profits. For more information, visit

John D. ThedfordA company without good employees is like a shark without teeth … very ineffective and bound for extinction. Here are some strategies that can help you hire and promote the best people for your business. Being a business owner requires a strong commitment to success and attention to detail. Tasked with many responsibilities, entrepreneurs have to maintain a vigilant focus on the key processes that drive their operations. Based on my own experiences, I believe the trickiest part of running a company is the hiring process. Why? Because people are complex creatures with unique attributes, and hiring the right employees is imperative to the success of your endeavor. In other words, when it comes to hiring, the stakes are high. The “right” people are the core of your strength. Inversely, the “wrong” people will make you weaker and less effective. In the end, you’ve worked hard to start your business, and you need to create an environment where everyone functions on the same page and works toward the same goals. How do you accomplish this? Take hiring — and the development of superior talent — very seriously, and have a process in place that gives you the best chance of hiring and retaining employees who will help you realize success.

A Strategic Path to Success

Through trial and error, I’ve learned that business success isn’t a model; it’s an equation of compatibility and chemistry among employees, customers and investors. Creating a strategic path based on this philosophy will pay major dividends because an engaged employee will provide exceptional customer service and make so much money for themselves and for the company that your shareholders will marvel at the outcome.

By in Guest Contributor, Interviewing, Leadership Development, Retention, Selection, Talent Acquisition

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