However, employers must be certain to have a system in place to advertise, receive, review, interview and select the most qualified candidates. If not, be prepared to be overwhelmed! Here are 20 tips to help you manage all phases of the recruiting process to help you hire the most qualified candidate, without losing your mind!

1. Identify the needs of the job.

• Make sure the job description is accurate and clearly reflects the needs of the position
• Is the need temporary or full time?
• Check the salary ranges

2. Advertising for the Position

• Make sure jobs are posted to high quality, reputable web sites – you get what you pay for
• Post jobs to industry specific sites when necessary for more qualified candidates

3. Selecting Resumes

• Set some immediate disqualifiers (i.e., don’t consider candidates asking for more money than allotted in the budget, don’t consider candidates who live 100 miles away, etc.)
• Don’t try to keep up with all the resumes as they are delivered – they will be hitting your inbox fast and furious, and it’s the easiest way to become overwhelmed!
• Let the bulk of the resumes come in for about a week and then set aside a few hours to go through everything in one sitting.

4. Conducting Interviews

• Don’t rush the interview process!
• Don’t let the need to fill a vacant position lead to a hasty hiring decision you will almost certainly regret
• Conduct a phone interview first to make sure everyone is on the same page regarding salary expectations, job duties, hours, etc.
• Have a different purpose for each interview (i.e., pre employment screening during 1st interview, job specific role playing scenarios during 2nd interview, etc.)
• Never hire someone after just one in-person interview
• Involve trusted members of the potential new hire’s team in the latter stages of the interview process

5. Selecting the best candidate

• Consider the person’s strengths and don’t just focus on imperfections
• Consider more than scores and numbers – personality counts!
• Select the person who wants the job the most –

o      Views the job as an opportunity

o      Is happy to be there

o      Will work hard in the position

And here are a few final tips:

• Don’t treat an open position as a thing that needs to be handled, but rather a need for a person to join, or perhaps be the start of, a new cohesive unit
• Update the needs of the position to accurately reflect the company structure in 2011 and not years past.  This includes, but is not limited to, reevaluating job descriptions and salary ranges
• Don’t be afraid to tread lightly and slowly when filling an open or new position.

Here’s to great recruiting in 2011!

On the employment front, many employers hold no hard feelings letting 2010 go. It was one of the most active legislative years on recent record, and while 2011 has many new regulations in store, in won’t compare to the previous year. However, while many business owners may be suffering from “governmental overload”, there are still some significant changes in store of which they should still be aware.

2011 Human Resources Updates

We are proud to announce the availability of our newly published report, 2011 Human Resources Updates. This important report takes a snapshot-view of many timely issues facing employers in 2011. Topics include:

• New 2011 Employment Laws
• Staying up to date with Health Care Reform
• 2011 Payroll and Tax Updates
• Employee and Management Training
• Recruiting – what lies in store in 2011
• Creating a safe work environment
• Managing in the age of social media.

While most employers would rather look towards new sales revenues and improving financials, it is extremely important to remain aware of legislation that could impact their business in 2011.

Download your free copy of CPEhr’s 2011 Human Resources Update Report today. No registration required!

CPEhr’s Recruiting Manager Angela Showell provides 10 important tips for job-seekers to get noticed, and land the job:

1. Create a “master” resume to use for cloning purposes (your resume should be no longer than one (1) page unless you have professional degrees, i.e., MBA, J.D., PhD, or M.D.).
2. Change your resume to reflect the content of the job description/job posting for every position to which you apply (this means you will have several resumes, ideally one for each job title or industry).
3. List temp/contract work pursuant to the amount of time spent temping and not on each individual assignment.  While many people like to illustrate an array of assignments, too many short periods may indicate instability in the eyes of the hiring manager.
4. Apply to jobs where you already have experience in the required duties.
5. Pay attention to details and follow the hiring manager’s instructions for submittal.  In addition to your resume, send whatever is asked of you, i.e., salary preference, references, cover letter etc.
6. Give a range for your salary preference.   Stating a dollar amount that is too high or too low may provide a reason for hiring managers and/or recruiters to bypass your resume.
7. Have another set of eyes to review your resume and/or application packet before you submit to potential employers.  Errors and White Out during the “apply” stage are immediate disqualifiers.
8. Be patient!  Quick and easy apply processes are becoming a thing of the past.  Employers are seeking the best person for the position and it takes time.
9. Don’t be afraid to follow up on the status of your resume/application.  This should be done in a way that is not perceived as aggressive or desperate.
10. After a successful interview, thank the person with whom you met by sending a thank you note/card.  Details like this are often the determining factor in who gets the job and who doesn’t.

If you are looking for work or would like more information about the positions CPEhr has available, please contact Angela by emailing info@cpehr.com

1.Define Your Needs.  A Job Description will help you define the level of knowledge, skills and abilities that you are looking for in a candidate.

2. Evaluate Interview Criteria. This should be based solely on job-related criteria.  Does the candidate possess the skills as defined in the Job Description?

3. Know The Laws.  There are many city and state laws, as well as the Fair Employment and ADA Regulations that you should know before interviewing a candidate.

4. Think For The Future. Remember, the employees that you hire today are the leaders that you will employ tomorrow.

If you are looking to hire new employees in the near future, please contact our Recruiting Department for assistance in any aspect of the hiring process.

The strengthening economy means more employers will be looking to hire new staff.  As the need to hire more employees increases, business owners may feel tense due to the lasting effects of the recession… a post traumatic stress of sorts. It leaves them feeling that the money being spent in new hire packages and compensation has yet to be earned and/or that they’re still in the red. Recruiters and hiring managers may feel a bit in the weeds also. Going from “not really busy” to “extremely busy” can be stressful, but the latter scenario is probably preferred – stress and all – considering the other option could be a trip to the unemployment line.

Three Stress-Free Tips

As CPEhr’s Recruiting Manager, my line of work includes performing the entire recruiting process for our clients.  However, during this period of such economic turmoil, many of them have taken to task their own recruiting efforts and the abundance of resumes is something that often overwhelms them.  When they call me for advice on how I handle the pressure from the volume, I provide the following three simple points:

1. Change your perspective and don’t view the number of resumes as something intimidating.  Instead, try to consider it as a treat that there are so many capable candidates who are willing and want to work;
2. Don’t try to look at the resumes as they come into your inbox.  The better approach is to receive the bulk of resumes (typically the first 2 weeks of the job posting) and set aside a block of time in which to go through them all and finally
3. Make sure the job posting is in a reputable place, i.e., a site that was created specifically for employers looking for candidates and job seekers searching for employment.  With this approach, you’ll tend to receive more serious inquiries.

Another Way To Avoid Recruiting Stress – Outsource It!

Of course, if you prefer to avoid the stress of hiring altogether, CPEhr provides a complete Recruiting Service. Our unique, personalized approach to recruiting consists of more than 20 fundamental measures which allow us to focus on our candidates’ strengths as well as the needs of the position.

Our process includes:

1. Fully understanding your company’s culture
2. Developing the appropriate job description, title, and compensation range and
3. Identifying, analyzing, and investigating candidates based on position requirements and, more importantly, personality traits and tendencies.

CPEhr offers its clients this premium, comprehensive recruiting service at deeply discounted rates, 50%-70% below standard market fees. We are so confident in our customized, modern and detailed approach to finding your next, best employee that we back it with a 90-day guarantee.

For more information contact our Recruiting Department at 877-842-4988, or email

Employers will be granted an exemption from their 6.2% Social Security (FICA) tax liability for any qualifying new employee hired after February 3, 2010; this FICA tax exemption applies to wages starting on March 19, 2010 through December 31, 2010.

The HIRE Act also provides a tax credit for newly hired employees employed for a minimum of 52 weeks. To qualify, wages paid in the second half of the 52 weeks must equal at least 80% of those paid in the first 26 weeks. The credit is $1,000 or 6.2% of taxable wages, whichever is less. The maximum $1,000 credit applies for wages paid in excess of $16,129.03. Employers may not claim a Work Opportunity Tax Credit (WOTC) for an employee whom they are eligible to claim the HIRE Act credit, unless the employer elects not to apply the HIRE Act credit.

If you have any questions about the HIRE Act, please contact CPEhr and an HR Outsourcing specialist will be happy to assist you.

Source: www.EPLIpro.com

1. Interviewing
2. Record Keeping
3. Temporary Workers
4. Layoffs and Rehiring

Interviewing. It is important to ensure that managers conducting interviews be trained in what they can and can’t say legally during the interview.  We recommend that at least two managers, or a manager and HR person, be present at all interviews. If an applicant calls later with a complaint, you have a witness for what was said. A set of interview questions that are used consistently for all applicants will help ensure that all applicants were treated fairly, and will assist you in determining the most qualified applicant.

Record Keeping. All of your hiring records should be kept for at least two years according to Title VII and Americans with Disabilities Act. This would include all applications of those not hired, advertisements, and interview notes. The Lilly Ledbetter Fair Pay Act has injected uncertainty into the duration of an employer’s record keeping requirements with respect to pay decisions. This guidance is based upon the noted statutory law. In this period of uncertainty, before destroying any documents related to decisions about an employee’s pay, we recommend you conduct an audit of your pay practices, and seek legal council.

Temporary Workers. Many companies, when they are unsure of their long term hiring needs, hire temporary workers. As the business needs are clearer, employers can shift to full-time hiring, or hire the temporary worker. Temporary or part-time workers can be a good option because the company is able to observe the employee’s job skills. However, hiring temporary workers can be costly because many temporary placement firms charge a substantial fee if the employer permanently hires the temporary worker.

Lay-offs and Rehiring. If you have been through a reduction in force, and are considering rehiring, there are a few considerations. In some layoffs, employees are terminated with an expected return date. For instance, many businesses layoff for the winter, and employees are rehired in the spring. This is usually the case when an employer operates under a collective bargaining agreement, or employs trade related employees. However, in our current economy, when the reduction in force is due to business slowdown, layoffs are generally considered final terminations. Unless you made a promise to recall an employee, you are not obligated to do so. You are free to go through the selection process, and choose the most qualified applicant. Be cautious to ensure there are no discriminatory reasons for not returning a former employee, or promises to the contrary, in which case, you would need to restore the prior employees.

Don’t go at it alone.

While the laws governing employment regulations, hiring and terminations are complex, you should realize there are valuable resources available to assist you along your employment travels. Consider engaging the support of a Human Resources Consulting firm, or a Professional Employer Organization. These firms are experts in employment law and can significantly help reduce your risk of making a bad employment decision.

(Source: EPLI Pro, March, 2010 Newsletter)

Employers will likely encounter large applicant pools due to the number of currently unemployed individuals. This will pose challenges for screening applicants to ensure you find the right employee. Also with many applicants competing for few jobs, there is the increased possibility of claims of discrimination, as many of those who were laid off during the recession may be in protected classes. Applicants that have been in the job market for awhile can be more challenging. For instance, we are seeing an increase in applicants calling back after being turned down for a job saying, “I felt like the interview was going well, until the interviewer asked about —. I think that is why I wasn’t selected.” This makes it all the more important for employers to develop a recruitment plan for finding the right employee. The plan should be consistently followed in order to document the reasons for selecting an individual applicant, and the reasons why others were not.

In this and following posts, we will review the following areas:

1. Job Descriptions
2. Advertising
3. Screening
4. Applications
5. Interviewing
6. Record Keeping
7. Temporary Workers
8. Layoffs and Rehiring

Job Descriptions. The job description is the first step in the recruitment process. A good job description accurately reflects the essential functions of the job. It should include the skills, knowledge, qualifications, and experience required. It is important to include the physical requirements of the job to evaluate applicants with disabilities. An applicant with a disability, like all other applicants, must be able to meet the employer’s requirements for the job. A good job description can assist you in this process of evaluation.

Advertising. Describe the position in the advertisement consistent with the job description. Consider placing key criteria for selection in the advertisement to assist in the screening process. Avoid terms that would have a discriminatory affect, for instance “energetic, young, professional”. You may want to consider local workforce development organizations that work with displaced workers. They may have programs that will assist you in the screening process. Maintain a copy of all advertisements as part of your hiring records.

Screening. The screening process for a large applicant pool can be overwhelming. Consider phone interviews to help sort through resumes or applications. Many employers also use pre-employment testing. While testing tools can assist you in determining the most qualified applicant, they can violate antidiscrimination laws. Therefore, employers should consult a professional before using personality tests or other standard tests, as they might not be in compliance with the law for certain positions. Tests that are generally accepted if applied to all candidates for a position are typing, computer skills test, or job task demonstrations. For instance, if lifting is required, you can ask applicants to show they are able to lift the necessary weight.

Applications. Ensure that your employment application is legal and accurate. You should have a question about criminal convictions with appropriate legal limitations, whether the employee can perform the essential functions of this job – with or without reasonable accommodation -, and can they meet the attendance requirements of this job. An application that complies with federal and state laws is available on our website.

In our next post, we will review Interviewing, Record Keeping, Temporary Workers and Layoffs & Hiring.

(Source: EPLI Pro, March, 2010 Newsletter)

Disclaimer

For this post we invited our Recruiting Manager, Angela Showell, to share her perspective on what lies ahead.

Recruiting Trends

Most people tend to agree that, as a nation, our economy continues to slowly recover.  However, because California is among the states that was hit the hardest during the market’s downward spiral, I continue to hear a number of concerns from job seekers as well as employers.  The California job market (and most job markets on the whole) are still saturated with an abundance of candidates, a number of whom tend to be largely overqualified for the positions to which they apply.

This results in both the jobseeker(s) as well as employers and hiring managers being equally weary regarding what this ultimately means.  From the jobseekers perspective, especially considering that in many scenarios, days have turned to weeks and months of searching, they’re very nervous that employers are looking to capitalize off of knowing that people are desperate by offering the minimum salary to someone with the maximum skill set.  The opposite side of that coin is that employers feel that, due to desperation, many candidates will accept their (underpaying) positions and leave as soon as the economy rebounds and another higher paying position surfaces.

I know that sounds pretty grim and may not leave a lot of people feeling very optimistic, but there is good news!  In spite of these concerns, I can honestly say that my experiences with both sides directly contradicts what each side is expecting of the other.  Candidates really want the opportunity to come into a new company or environment, and to show off why they deserve to be there. They want to “earn” their keep as well as their pay, even when it’s much less than what they’re accustomed to making.

Similarly, the employers and hiring managers with whom I do a lot of business look forward to the opportunity of having someone who would normally be considered overqualified, come in and really boost the team and the company.  They would then pay the new hire accordingly, often adjusting job title and description to match the caliber of the candidate.

In sum, I’ve always believed that you get out of something what you put into it.  Even when tragic circumstances, like the worst economy in modern history, bring us together it’s something we all have in common and it’s a very interesting bond.  I believe that what will truly help us evolve and move past this terrible set of circumstances is to wipe the slate clean, stop comparing apples and oranges (i.e., previous jobs and future jobs / previous employees and future employees) and let’s give each other the benefit of the doubt so we can move on with a positive view.Thank you.
Angela Showell
Recruiting Manager, CPEhr