Informative

5 Traits of an Ideal Candidate

You’ve made it past the resume screening phase, and now it’s on to the interview. Since the employer has already reviewed your qualifications on paper, now what? What are employers looking to glean from a candidate during their interview and just who is their ideal candidate?

We’ve compiled a list of the most frequent, positive attributes a candidate possesses:

Adaptability
Today, more than ever, the ability to be adaptable to changing environments is essential. With the influx of technology, expansion and the ever-changing workforce demographic, it is important that a candidate possesses the flexibility to be able to adapt to sudden, major (or minor) changes in their work environment.

Positive Attitude
The attitude you give off—whether positive or negative—during your interview is your first impression to your potential employer. While most interviewees are understandably nervous, it’s important to give off an upbeat vibe. When asked about a negative situation or something that may have not played out in your favor, try putting a positive spin on it. People like positive attitudes, and are more likely to give a positive candidate an offer. At the end of the day, people like working with positive people.

Creativity
Many candidates will boast that they think out of the box, but can you name an example? Employers are looking for those jobseekers who demonstrate past situations in where their creativity was put to use. Many situation-based questions asked are looking to uncover your creativity level in a given setting.

Work pride
Did you help put together a fantastic presentation that won over a client? Or makes a sales pitch that helped seal the deal? Now’s your time to shine. Employers want to hear about your accomplishments and that you take pride in your past projects. They want to know past indicators that will help predict your future success.

Integrity
Being honest about your shortcomings or weaknesses in a past position without saying anything negative or critical about your past employer is critical. Employers are looking for candid responses that demonstrate loyalty. The ability to be able to recognize your own strengths and weaknesses speaks volumes.

READ MORE

5 Reasons Companies Choose RPO

 

Recruitment Process Outsourcing, or RPO, is one of the most in-demand services available on the market today.  Besides the obvious benefit—getting talent—are you aware of the other potential value that engaging an RPO solution can offer?

Here are the top five reasons why more companies are turning to RPO:

Cost savings – Every company is looking for cost savings. Cost savings are readily achieved through nearly any RPO program, as placements are generally discounted based on volume.  Want to rapidly hire 100 people? It might cost you less in the long-term than hiring one.

Centralized process – Oftentimes, a company has multiple business divisions, each requiring several hires.  In an RPO solution, the provider can serve to centralize the hiring process, adding uniformity and a holistic approach to sourcing for your company.

Top quality talent (not just external) – Generally, when you think of top quality talent, you think of the external talent your company is seeking to hire. But what about your internal recruiters and HR department? “Recruiting a recruiter” can be just as challenging as finding the right candidate for an open position. You want a top caliber recruiter—and what better way than to hire an existing recruiter to source your open positions?

Access to technology and leading recruitment tools – RPO providers dedicate 100% of their time to finding qualified candidates for companies. They use—and have—the latest technologies and newest job search tools for finding active and passive jobseekers. Instead of investing time, money and resources into getting these tools—when you may only need to source 10 people this year—why not outsource to a company who already has the latest recruiting tools mastered?

Accountability – With any program, SLAs and KPIs need to be established up front.  It is common for customers to engage in a “gain-sharing model”—that is, if an RPO program is performing well and delivering cost savings, frequently, the RPO provider will share these cost savings directly with the customer, in a form of a rebate or increased discount.  It’s a win for everyone, and you can potentially make money on the service you’re seeking.

Learn more about RPO

READ MORE

What Exactly is Payrolling? Why Do I need it?

Blog-Banner-Website-Template

What exactly is payrolling? Why do I need it?

There’s payrolling, and then there’s payrolling. What most people think of when the term “payrolling” is used is the outsourcing of your company’s paycheck processing. What we are here to talk about is the other payrolling. This payrolling occurs when you have temporary worker that your company has engaged with and identified as an asset, but the key is that they are put on someone else’s payroll—hence the term payrolling.

Companies often wish to engage skilled workers on an as-needed basis. These workers can be hard to find, and oftentimes a company has already worked with someone who has the competencies and skills to step in and hit the ground running on a project.

Below are a few reasons you would pursue payrolling services:

Cash
Everything in business has a cost—a cost that is constantly being measured. So, any CFO knows that the costs of bringing on a full-time employee can add up fast. Benefits alone tack on an additional 18% – 20% to a base salary. We’re talking social security, Medicare, state unemployment, healthcare, insurance, and 401(k) plans. Any CFO looking to offset costs while bringing in specialized labor should pursue payrolling as an option.

Payrolling = Speed
Projects are often time sensitive, and spending time going through the administrative lag of onboarding an employee can cost you time—and ultimately money. Engaging a payrolling provider can cut that process out, and reduce the amount of lost time for you. A payroll provider handles the burden of the processes, while the worker is assigned and hits the ground running.

Day-to-Day Efficiency
HR managers normally take on many tasks on a day-to-day basis, especially as companies seek leaner and more efficient teams. Adding to this already intense workload is overburdening for any staff, and ultimately leads to many things being neglected and incomplete. Using their valuable time to onboard and offboard employees who are used on a short-term basis is probably not the best use of these critical resources. Partnering with a strategic payrolling partner can eliminate the hassle of specialized short-term workers.

READ MORE

Building The Case for MSP/VMS: What You Need to Do.

Blog-Banner-Website-Template

Controlling and managing a large-scale contingent labor force can be a highly taxing job. Doing away with old processes to switch to a MSP/VMS technology can pay incredible dividends, but as HR and procurement leaders seek solutions for this task, they can be overwhelmed with the amount of content out there. Not only can doing the research be difficult, but convincing executive leadership increase anxiety. However, when done with the right partner—in the right way—huge returns make the effort worthwhile.

Where to begin?

Analyze Current State

CFOs love numbers. Prepare a deep analysis addressing not only current-state performance indicators, but pain points and inefficiencies solved by an MSP/VMS deployment. Case studies and other content that shows similar scenarios working for other customers in similar scenarios can also prove beneficial.

View our Case Studies

Set Your KPI and ROI Requirements

Organizations need to set their KPI and their ROI expectations in the discovery process. There are different models that can affect the way your program performs, and picking the one that is customized toward your organization’s overall goals is critical. Knowing what your requirements are will help you make a sound selection.

Read this whitepaper on various MSP/VMS models

There are many elements within an MSP/VMS that can affect your ROI, but some of the most important to focus on are implementation, time-to-fill, worker quality, hard savings, resource allocation and other benefits. Once established, organizations can address other benchmarks to address. Note that buyers achieve a median of 10% savings in their contingent workforce spend during year one.

Be Convincing

One person cannot drive the implementation of a MSP/VMS technology as a solo mission. It will take the village to raise this child into a cost savings champion. To draw support and sponsors, explain the benefits for internal hiring managers, HR, legal, IT, and the C-suite. Keep in mind that the primary motivator for MSP/VMS programs is the cost savings that most companies achieve while undertaking the shift from internal management to a centralized MSP/VMS solution.

Understand Your Risks

Managing large volumes of contingent labor can increase the rate at which errors occur. At the rate that specialized workers are used, organizations will become more susceptible to the risks involved in using contingent labor. As contingent workforces have grown, a common trend has been that companies employing larger amounts of contingent workers offload these burdens onto already burdened workers who cannot handle the additional workload.

Without a successful program, organizations can fall prey to unrealized savings, reduced productivity, and a myriad of different legal exposures that can tack on hefty IRS fines.

Making Your Pitch

Hiring Managers: Explain the streamlined processes and easy-to-use interfaces that will help them not only manage their workers, but also get better performers at reduced costs.

IT: IT pros are going to look for security and integrated technologies. Look for a VMS deployment that is fully-customizable to your firm and vetted to ensure that your processes and information are secure.

Legal: Regulatory compliance and risk aversion should be paramount. It can be dizzying to manage and account for every contractor or SOW worker for internal teams. By engaging an MSP with this task, legal teams have a little less to worry about.

Finance: The financial benefits of an MSP/VMS are probably the most important thing to your organization. Calculate the potential cost savings of consolidating vendors into one centralized hub. MSP/VMS providers ensure that rates are standardized; billing and invoicing are consistent; and processes are seamlessly integrated.

C-Suite: C-level executives care about all of the above, but they also care about business intelligence that arms them with analytical tools to make swift and intelligent decisions. A MSP/VMS is a real-time, data-driven tool, and your MSP partner will provide broader-reaching information on industry trends and emerging regulations.

READ MORE

Behavioral Interviews: What Hiring Managers Need to Ask

4-Things-to-Ask-Candidates

You’ve probably heard the saying, “the best predictor of future behavior is past behavior.” This is especially true in the staffing world. Hiring Managers want to know how a candidate is likely to perform on the job in six months—but frequently, they ask the wrong kinds of questions and limit their interviewing effectiveness.

Many Hiring Managers focus on hypothetical situational questions, such as, “how would you react to this situation?” or “what would you do if that happened?” In each of these scenarios, the interviewee has little accountability, and can make up the best answer to conform to what they think the interviewer wants to hear. Candidates are used to these typical job interview questions and have canned responses at the ready. These questions elicit “best answer” responses…and do not reflect how the prospective candidate would actually respond to a given situation.

Applying behavioral interviewing, Hiring Managers aim to identify firsthand events, skills and abilities that can help to determine the candidate’s true potential for success. In a behavioral interview, questions are based on a candidate’s past experiences and, therefore, interviewers are able to “pick it apart,” gaining further insight. Hiring Managers can ask, “why did you do that in that past situation?” or “tell me how you came to that conclusion” and delve into specifics. These pointed questions uncover past behaviors and reactions, leading the interviewer to stronger conclusions on how those past behaviors will affect the candidate’s future potential. These atypical questions force candidates to respond more honestly and not give “best” answers.

Before you ask behavior-based questions in an interview, it’s important to prep ahead of time and decide what qualities are most important to the position and you—whether it’s teamwork, critical thinking, interaction with clients, communication, or motivation. Use these qualities to shape your questions. If teamwork is an important aspect of the job, frame questions such as, “Tell me about a time when you needed to collaborate with others and someone didn’t do their part. How did you handle this?” Think of behavioral questions as having an ask (“tell me about a time”), a situation (“when you needed to collaborate with others”), and a complication (“and someone didn’t do their part”). These building blocks help ensure that you won’t get rehearsed answers.

So the next time you sit down to perform an interview, consider adding some pointed behavioral questions to your mix…and get to the heart of the candidate’s professional disposition.

Other samples to get you started:

• “Describe how you accomplished your greatest success last year and the largest roadblock you had to overcome.”
• “Give me an example of how you mentored a team member through a stressful work situation.”
• “Walk me through how you closed a large deal with a customer who was not at first interested in your company’s offerings.”
• “Tell me about a time when you had to engage an angry customer and your manager was not available to help.”

READ MORE

Sing Your ALS Off Recap

ALS_Email_Banner

 

 

Superior is proud to have been a sponsor for the 2014 Sing Your ALS Off Karaoke Throwdown, supporting the 90Founation‘s quest to raise awareness for ALS (Amyotrophic Lateral Sclerosis) research.

The Superior Austin team, along with 60 other participants, stepped out in costume to provide some serious lyrical tributes to raise money and awareness for this debilitating disease.

The event also featured face-to-face interaction with the founders of the organization Jay and Missy Smith, who began the foundation last spring after Jay was diagnosed with ALS.

Smith, who is one of 30,000 Americans living with ALS, started the foundation in hopes that the money raised for research will benefit the thousands of soldiers, athletes, fathers, mothers, sons, and daughters diagnosed with the disease.

For more information on the 90Foundation click here.

 

The Austin team rocking out:

On stage at Sing Your ALS Off

 

 

Venue and Sponsor Details

GEDC0015

 

 

Superior’s Emily Nabhan

GEDC0018

 

 

 

READ MORE

Become a Leader in the Life Sciences!

 

Life Sciences course at UB
Did you know that the Buffalo-Niagara region is home to over 160 life sciences companies, all of which need professionals with leadership skills who understand their industry?

The “Becoming a Leader in the Life Sciences” program is tailored to meet the professional development needs of those seeking careers and career advancement in the emerging life sciences industry.

No scientific background is needed for many of the job opportunities available. The course will feature several subject matter experts from the greater WNY area who bring relevant and practical knowledge of the life sciences industry, including several case studies.  Topics include product development, management issues, regulatory affairs, corporate culture, financial models, and intellectual property.  This eight session program will run weekly from September 21st to November 8th, 2011 (5:30PM – 7:30PM). Class size is limited.

To register, please contact Tom Ulbrich at 716-885-5715 / tulbrich@buffalo.edu or Renata Bator at 716-881-7588 / rmbator@buffalo.edu. $399 cost per participate; student discount available.

Download Life Sciences course at UB

READ MORE

Getting a Fair Shake at a Job Fair

by Greg Weishaar

Having worked in the recruiting field for the better part of 10 years, I have had the opportunity to attend many job fairs and have participated in two heavily-attended events so far this year.  The experiences never fail to remind me of why I both love to hate job fairs and hate to love them.  Speaking with professional, prepared, and engaged jobseekers is always enjoyable—it makes me wish I had jobs for everyone.  On the flip side of the professional coin, though, interacting with those people who give off the I-don’t-really-want-to-be-here vibe is disheartening, and it’s shocking how many people fall into the latter category.

Learning about people and helping guide their job searches not only helps me meet my business objectives, but also satisfies a personal intrinsic need.  Unfortunately, as anyone who has participated in these events can attest, there are some people that just don’t get it.  They’re usually easy to pick out of the crowd.  They’re the ones who:

  • Amble in off the street in their gym clothes or some similar disheveled attire;
  • Haven’t defined any goals for themselves or their attendance at the event;
  • Are unable to discuss their professional accomplishments; and/or
  • Normally leave the job fair with a handful of tchotchkes and zero job prospects.

Everyone who attends job fairs in some capacity is familiar with these ultra-passive jobseekers.  Surprisingly and unfortunately, there are some companies that show up sporting the same blasé attitude, coming off as lazy and unprofessional.  I cannot tell you the number of times I have seen company booths/exhibits manned by representatives who were disengaged, underprepared, disingenuous, or not there at all (company representatives also embark on their own tchotchke-hunting expeditions—don’t all of our children enjoy foam globes and pens that light up, regardless of the company names emblazoned upon them?).

firstimpression The sentiment often seems to be that the companies are doing the jobseekers a favor by simply showing up and dangling the carrot of employment in front of worthy attendees.  Really, it’s the other way around.  A well-represented company builds its reputation as a solid employer, strengthens its brand image, and attracts leading talent.  The jobseekers that come to the event each present an opportunity to further your brand—regardless of whether or not they are well-matched to your organization—and should be treated accordingly.

In the end, job fairs certainly fill a niche in the employment marketplace and offer great opportunities.  In today’s market, they should be viewed as yet another opportunity to network with potential employees or employers.  It is the responsibility of jobseekers and companies alike to best represent themselves.

Tips for Jobseekers

  • Dress the part
  • Be prepared to network and interview
  • Have your “elevator speech” ready
  • Target specific employers and research them prior to the event
  • Use your time efficiently by visiting all targeted employers and by not overstaying your welcome
  • Bring generic and job-specific resumes to hand out
  • Leave a positive first impression

Tips for Company Attendees

  • Advertise your openings and attendance at the event beforehand
  • Engage even the most passive, mismatched of candidates, as you never know who they know
  • Develop top-tier branding materials, including booths, flyers, and promotionals
  • Define a process or “next steps” pathway that you will use to connect with promising candidates after the event
  • Be honest, approachable, and professional
  • Have a plan to keep the flow of candidates moving
  • Staff your booth appropriately

Have a question on this or any other workforce-related topic?  Ask a Superior Subject Matter Expert.  Or learn more about the Superior Group and its offerings at:  www.superior-sdc.com.

READ MORE

Avoid Costly Temporary Worker Co-employment Claims

There are many reasons why it makes sense to bring on temporary labor.  Companies can “try out” temporary employees before making direct offers, on-board strong talent for short-term projects, reduce costs associated with benefits and HR administration, etc.  Still, there are risks associated with contract labor use:  namely, co-employment risks.

We’ve all heard the phrase “co-employment risk” and many companies seem to throw it around to add clout to the value of their solutions.  But to really get our hands around the issue, we must define the widely-used term.  What exactly is co-employment?—it is defined by Staffing Industry Analysts as:

“…[a] relationship among two or more employers when each has specific actual or potential legal responsibilities to the same worker or group of workers.”

B5e7d1cb-high-22599653This can become problematic when a contract worker believes that s/he is owed certain benefits or compensation directly from the company at whose site s/he is providing services.  It is good practice for contract staffing providers to establish all of the paperwork associated with proper employer-employee relationships, but this may not be enough.  If that staffing provider’s customer inadvertently undermines the preexisting employer-employee relationship, courts could rule in favor of the contract employee.

When dealing with a provider’s contract employee, by all means:

  • Train the new resource to perform job-related tasks;
  • Take immediate corrective action if the resource is violating safety rules;
  • Report any absences, tardiness or unacceptable behavior to the contract staff provider;
  • Refer all questions relative to pay, benefits, duration of assignment, or opportunity for employment to the provider;
  • Inform the provider about any changes in the resource’s work schedule; and
  • Assist the provider in evaluating its contract employees.

However, doing the following could increase the possibility of the contract employee believing that s/he is really your employee:

  • Informing a provider’s contract employee that s/he is terminated or suspended;
  • Discussing pay rates, increases, incentives or bonuses;
  • Improperly discussing opportunities for regular full-time employment;
  • Improperly extending an offer for employment;
  • Requesting that a contract employee complete timecards or forms with your company’s name on them;
  • Counseling contract employees concerning tardiness, punctuality, attendance, dress code, child- or elder-care arrangements or other personal matters;
  • Inviting contract employees to company-sponsored events, such as picnics, holiday parties, etc.; or
  • Otherwise treating providers’ contract employees as if they were direct employees of your company.

IStock_000009351643LargeWhen working with knowledgeable staffing providers and following these guidelines, most companies will not face actionable claims made by providers’ contract workers who may come to believe that they have a right to participate in the benefits and compensation structures provided to your direct employees.  In addition, companies using contract agencies should review their written benefit plans and ensure that they clearly exclude contract agency personnel from any right to participate.  Finally, because these are important legal matters, please ask an expert to ensure that you are not exposing yourself to potentially costly liability.

It should also be noted that co-employment reaches beyond contract workforces to independent contractors, as well.  But that will be the subject of another post in coming weeks.

Have a question on this or any other workforce-related topic?  Ask a Superior Subject Matter Expert.

Or, learn more about the Superior Group and its offerings at:  www.superior-sdc.com.

READ MORE

What HR Processes are Leading Companies Outsourcing?

In today’s marketplace, companies are becoming more innovative in terms of streamlining their internal processes.  When done smartly, significant cost savings and process efficiencies can be had.

“Agility is what companies are after,” says Charles Moeser, Vice President at Superior.  “Usually, their internal teams are saddled with responsibilities in which they don’t have expertise or that do not add value to core business missions.  That, or their time has simply been stretched too thin to afford proper attention to all duties.  Outsourcing those burdensome process points to experts in the field provides companies with the agility and flexibility needed to focus on and react to company growth and strategy.”

Blog Post 3 Indeed, the symptoms of struggling HR departments vary.  They range from overworked employees to escalating costs, and from missed deadlines to poor quality of work.  Inefficiencies in an HR department anchor the company and keep it from advancing.

Companies are increasingly turning to outsourcing as a solution, as evidenced in surveys conducted by the Superior Group.  Some companies turn to experts for the outsourcing of entire process chains, such as Recruitment Process Outsourcing (RPO).  Others bring in the experts to perform needs analysis and then outsource only troublesome elements of their workflows.  In either case, all firms reported increased efficiencies, reduced costs, and improved employee satisfaction after the deployment of outsourcing solutions.

So what are companies outsourcing?  In general terms, many are looking to industry experts to provide:

  • Benefits Administration
  • Co-Employment Risk Mitigation
  • Employee Training
  • Labor Relations
  • On-boarding and Off-boarding Processes
  • Pay Rate Benchmarking and Rationalization
  • Payroll Processing
  • Skills Management
  • Strategic Workforce Planning
  • Travel Management
  • Workforce Scheduling

But it doesn’t stop there.  Many companies also seek out the services of workforce solutions providers to rationalize their recruiting cycles.  As stated before, firms can either outsource all of these processes or select elements:

  • Job Posting Management
  • Candidate Sourcing
  • Candidate Screening
  • Skills Testing
  • Background Checks & Drug Testing
  • Reference Checking
  • Job Fair Administration

HR duties are complex, so how can you be sure that you are selecting the right firm to provide an outsourced solution?  The right provider will have years of experience in the industry and understand its nuances.  It will be attentive and provide customized solutions.  It will have its own Legal Department that specializes in employment law.  And the company will itself be agile, able to rapidly and expertly adapt to your evolving needs.

In the end, outsourcing has proved a boon for the companies that have leveraged it effectively.  Identifying the processes that are prime for outsourcing—and then selecting a provider that you trust—is key.

Have a question on this or any other workforce-related topic?  Ask a Superior Subject Matter Expert.

Or learn more about the Superior Group and its offerings at:  www.superior-sdc.com

READ MORE