Finding IT professionals who meet the minimum requirements to fit your team and technology projects is challenging enough. Being able to attract the best talent so they want to work at your company is a complete other level. Sure, there are the standard perks that make anybody want to work at your company, but techies are different. The best ones are in high demand and you’re competing against organizations who are willing to pay big bucks for that talent.
We shared a post this past summer that provided tips for recruiting IT professionals and it received great feedback. So, when we came across this infographic from TalentPuzzle, even though it’s a few years old, we had to share it with our readers. Enjoy!
Job interviews can be a painful process in several ways. Sometimes you deal with smelly applicants, other times candidates are clueless and clearly falsified their resume, and, unfortunately, in even more situations, we end up having to put up with an arrogant, pompous narcissist.
There is a fine line between confidence and arrogance. Confident applicants are people who you want working with you. They believe in themselves and their abilities, and can back-up their claims with real life experience, references, and measurable proof. Arrogant people may possess those qualities, though it may be a false confidence if they can’t prove experience, and they come with other traits that will damage your corporate culture. To spot the poison before it sneaks onto your team, keep an eye out for certain behaviours during the interview. Some examples include:
- Negativity towards past co-workers and managers
- Inflating importance on past projects
- Avoiding eye contact
- Using condescending tones and language
- Blaming others for past failures
- Making you sell them on the open position, as though you may not be good enough for them
How do we deal with these pesky headaches? Here are 6 strategies you should consider — you’ll notice they all involve taking the high road (no matter how much you’d like to bring them down a notch).
- The first step is to determine if you’re talking to the “real” candidate. Physically you have the right person (hopefully) but are they nervous and not acting like their true selves? This can be confirmed through reference checks, but it also requires good judgement.
- Look at their skills and decide if what they bring to the table will out-weight the fact that they come with a not-so-good personality. Will your team be able to handle this person?
- Ask some questions about their current work environment to understand their present situation. A work environment filled with more arrogant people, coupled with a low self-esteem, can cause a nice person to act arrogant. Will your culture bring them back down to Earth?
- Remember that their accomplishments should speak for themselves. If your candidate seems to be overselling and trying to convince you they’re awesome, they’re probably not awesome.
- Get yourself through the interview and be polite. Job applicants are still considered customers, and they will talk about a negative experience. Being rude can cause you to lose future star applicants or customers.
- If all else fails and you’re ready to throw-up, just cut the interview short. This comes with pre-planning. Refrain from setting expectations by telling them how long an interview will be or exactly what will happen.
Every recruiter, HR professional and hiring manager has been through a dreadful interview with an arrogant person. Believe it or not, a 2012 study from University of Nebraska-Lincoln said job seekers are more successful when they’re narcissists, meaning these people are not going anywhere and have potential to make it into your company. While you can’t control arrogant people, you absolutely can control yourself. Have a look at the signs of arrogance above, and ask yourself: Do job applicants think you’re arrogant?
We talk a lot about how to recruit the best employees for your company and rightfully so. Building the best team in your industry is the first step in making sure you outperform your competition. Even after you’ve built that group of all-stars, it’s important to remember that you can’t stop there. Employee retention is an ongoing process and requires continuous monitoring and improvement. If you find that your turnover rates are higher than you’d like them to be, take a look at a few of these tips and see if there’s anything you can implement today.
- Build the right team. Having right people working for you is imperative for a successful workplace. Your employees need to contribute to the entire team and perform well, but you also want to make sure that they’re not bringing any negative elements into your culture. In the same sense that a detailed recruitment and candidate screening process will help you hire with quality, make sure you also have a strategy to fire people before they cause other great people to leave.
- Competitive benefits and salary. This is a no-brainer. Consider your local supply and demand, as well as each employee’s seniority and skill level and ensure you’re compensating them appropriately. Perceived fairness, or lack thereof, is a common reason people leave an organization. You may also want to consider benefits, and not just the standard ones. Small, unique perks that help simplify peoples’ lives can go a long way in making your employees happy. For example, some organizations arrange dry-cleaning.
- Comfortable work environment and culture. Forget the exciting and unique cultures we often read about for now, but consider the most basic elements. Do people in your office feel safe at work? Are the work areas well-lit and set a reasonable temperature. If employees have a negative feeling about their workspace, it’s setting the tone and will contribute to any issues there having elsewhere in their job.
- Help people excel. People become motivated when they achieve their goals. When managers set time to regularly review those goals and find out what employees need to accomplish them, such as training or specific tools, it results in higher engagement for the employee. Goals can be both professional and performance-based. Reviewing performance goals means it’s clear what’s expected of them, so it’s easy for the employees to take ownership of work towards success in their jobs.
- Encourage communication. Without great communication, simple conflicts get blown out of proportion, turn into fights, hurt long-term working relationships, and result in people leaving or being dismissed. Give your team the tools and freedom to communicate properly and avoid these situations. Great internal communication also means letting people get to know each other on a personal level, which makes coming to work less of a chore and more of a place they want to be. Finally, encourage communication with the top and allow suggestions to help make the company perform better. Some organizations have “Stay Interviews”, as opposed to the standard Exit Interview, where they talk to those employees who have stuck around and learn more about what makes them want to stay.
- Recognize accomplishments. Proper recognition is a giant motivator and often contributes to an employee’s longevity with a company. It can be achieved through any number of ways, including large prizes or contests, but also through simple means like hand-written notes or an invitation to an industry event.
- Have outstanding leadership. There’s an old cliché that people don’t leave a company, they leave a boss. That doesn’t necessarily mean that firing any manager with high turnover will increase employee retention, but providing managers with the proper leadership training will contribute to successful retention strategies.
What would you add to the list? Do you have any other experiences that you find contribute to employee retention? What about sure ways to ensure employees up and leave the company? We’d love to read about them in the comments below!