With so many variables to consider when hiring, it can be hard to know how much weight to put on one over another. You know you want a candidate with pertinent experience, good references, the right educational qualifications (if applicable), and job-relevant behavioral traits. But how much consideration should you give to a candidate’s fit with your corporate culture? The answer is a resounding: It depends.
When I was doing preliminary research for this blog post, I was surprised to find, all on page one of my search results:
Why Culture Fit Is Critical in Startup Hiring (Indeed)
Why It’s Important New Hires Fit a Company’s Culture (Business.com)
Move Beyond Hiring for Culture Fit (Gallup)
Don't Hire for Culture Fit (SHRM)
This rollercoaster of articles matched my own feelings on the matter. Hiring for a cultural fit can be good or bad. It can create a cohesive team, boost morale, and minimize communication struggles, but it can also be exclusionary, unfair, and limiting.
The contradiction comes from all the different ways a company can describe or think about its culture and how they approach hiring for a cultural fit.
Corporate culture refers to the shared values, beliefs, attitudes, and practices that define the way an organization operates and the way its employees interact with each other, customers, and other stakeholders. It is the collective personality of a company and encompasses various aspects of its working environment.
Corporate culture is created both by choice and by circumstance. Leadership can decide on what values, beliefs, and practices to promote and implement, but the nature and type of business contributes to the culture as well. For example, a company that deals extensively with providing a service to the public may naturally be more service oriented than a company that focuses on business-to-business sales. A large, multinational corporation will have a different culture than a small, community-based business.
Since culture is essentially the personality of a company, it would make sense to hire people who fit that personality. And in some ways, it does. Take hiring for a startup, for example. Working for a fledgling company comes with high risks and greater demands. In return, it offers more potential for quick advancement and impressive gains. For some employees, the risk and the possible rewards are highly appealing. For others, the pressure is too much. Hiring someone who is aware of and comfortable with that level of risk can reduce stress both for the employee and the other stakeholders.
Now consider the opposite situation: established organizations that involve hierarchies, set schedules for wage reviews, and complicated processes for advancement (think government agencies or established universities). A person who loves risk and competition and needs continued, rapid growth to stay motivated could wither in this kind of work environment. Meanwhile someone who thrives on security and structure would excel.
It’s logical and practical to look for evidence (via reference checks, interview responses and behavioral assessments) that someone can keep up in a dynamic corporate culture, can stay energized in a competitive culture, or can build relationships effectively in a community centered culture. But if you move beyond considering whether a candidate can stay motivated and productive in your culture to less concrete factors, (do they “click” with your culture? could you see hanging out with them?) this is where hiring for a culture fit can be negative and even put you in legal jeopardy.
The problem with using cultural fit as a reason to select or reject someone is that it paves the way to miss out on well-qualified candidates based on what amounts to a feeling. Or worse, it can be used (either consciously or unconsciously) to disqualify someone on the basis of gender, race, religion, disability or other protected status.
Ruchika Tulshyan from SHRM points to the case where an overqualified candidate had excelled in a lengthy interview process and was then told another candidate was selected because they were deemed a better fit. When asked for feedback, her interviewer had none.
“Considering that she had all the pedigree and all the best references but was then told she wouldn't fit the culture of the institution, she couldn't ignore the only noticeable difference she had with everyone on the selection committee and eventually the person they hired: her identity as a Black woman.”
Even if all the criteria that constitutes a good cultural fit are written down, by nature, some aspects of it are impossible to quantify. That ambiguity leaves candidates free to decide for themselves what about them didn’t “fit” if they aren’t selected (especially if “fit” is given as a reason, as in the example above). If a core value of an organization’s culture is “work hard, play hard” for example, how would you identify a match with that in a potential hire? How do you know your choice of one candidate over another is based on anything more than, “I could see myself getting a beer with that person.” In other words, “they remind me of myself. “
People are notoriously bad at seeing our own biases, and hiring primarily based on cultural fit opens the door to allow biases to interfere with more objective criteria. If the result of this type of hiring is that employees think the same, approach problems the same way, and share the same backgrounds and experiences, it can be a quick path to stagnation.
If growth, innovation, and evolution are goals of your organization (as they should be), then instead of a cultural fit…
A cultural add looks for candidates who bring something new and unique to the company's culture. It values diversity of thought, background, and experience. The idea is that these individuals can introduce fresh perspectives, innovative ideas, and different ways of problem-solving that can benefit the organization.
Seek out candidates whose experiences, accomplishments, education, or ideas can add something new and different to your company, resulting in an even more effective corporate culture. Challenge your possible biases. If your first thought is that someone won’t fit in, explore why you think that, and make sure the reason is based not on assumptions but the information you have about the candidate from reviewing credentials, speaking to references and hearing their interview questions.
Focusing on finding a cultural add doesn’t mean changing your core values and principles. Your company literature, website, social media, and job postings should make the critical aspects of your culture clear. This allows applicants to determine for themselves if they feel they would fit in or if they have something new to bring to your organization. Inviting new perspectives allows the organization and culture to evolve. That is beneficial for everyone!
For more information about how Omnia and our behavioral assessments can help you find the perfect addition to your corporate culture, contact us, or reach out to your Customer Success Manager.
You’re ready to stand out in the community and create strong member relationships, but what’s the best way to get there? First, you have to be ready to provide members with what they want, like incentives, digital engagement, and financial education. Along with meeting member needs in a modern way, you need to stay focused on the usual day-to-day needs of the organization. That starts with hiring the best people. The success of any credit union, or really any business, starts with its people. Your employees represent your core values. They turn vision into reality. They make it all happen. That’s why a strong selection process and a solid pre-employment assessment strategy that uses data-backed decision tools like behavioral assessments and cognitive ability tests will set your credit union up for success on all levels.
Myth: We have to just accept high turnover
A common misconception often accepted as fact is that frequent employee turnover is normal, so when the hiring gets tough, it almost doesn’t matter who is hired since the employee won’t stay long anyway. It’s tempting, when that open position is staring everyone in the face and making things harder on the rest of the team, to just quickly find anybody to fill it and hope they’ll stay long enough to alleviate even a little bit of the pressure. Unfortunately, this mindset often creates bigger problems, like inefficiency and expense, making the normal business problems your credit union faces even more challenging.
When working with the unknown, like job candidates you’ve never met before interview day, it’s best to collect as much information as possible to help you make solid hiring decisions. Using data-backed hiring tools is your first defense against making a wrong hire. Instinct and personal judgment can play a small part but should never be the only tools used to select people; too many things can easily cloud our judgment, and some candidates are very good at hiding their faults until it is too late.
When you are ready to start looking for your next great credit union employee, consider these 7 easy tips:
It’s easy to think a formal hiring system is unnecessary. After all, too many bureaucratic layers create unnecessary problems, while everyday business needs can get in the way of following the system perfectly. As a result, rigid selection practices can feel impractical or inefficient. And there is certainly some truth to that; strict processes can be as problematic as no process.
A formal, structured process is crucial, but you need one that works for your culture and is not weighed down by bureaucratic layers that unnecessarily burden the process. Find a balance between haphazard and inflexible. Extremes never work; find a balance that works for your credit union. Having a plan will go a long way toward avoiding long-term problems, like excess training time, performance problems, and unnecessary turnover.
The goal should always be to hire the best. You want talented, capable, dedicated employees. Never settle if you can help it. Of course, this is the real world and sometimes the candidate pool is shallow, but if you start with the mindset of wanting the best and you do the steps to uncover all you can, then you’ll have more hits than misses.
Listing out your needs and the reasons behind those needs will help you set priorities and see your expectations, strengths, and weaknesses in a brighter light. Think about the specifics of your work environment and credit union culture.
Is your credit union fast-paced and hectic with constant little fires to put out? If so, you should avoid hiring people who tell you they hate being rushed or interrupted or that they get overwhelmed easily. While patience and diligence are admirable qualities, they could be liabilities in a turbulent environment. Of course, certain roles might need those traits regardless of the overall culture, so consider all the factors, like the culture of the individual department, the manager’s leadership style, and the basic demands of the job itself. One-size-fits-all is another myth.
It's also a good idea to stay up to date on the latest hiring trends to stay competitive within your community’s job market.
The job post is the crucial first impression you make on a candidate. It’s also a great tool for instantly eliminating people who are not the right fit for the job or your credit union.
Start with being crystal clear about the job. Highlight exactly what the job is, what it entails day to day, and what personality traits are best suited to it. It’s amazing how many candidates are hired and later state they felt misled about the role. Honesty is your best employee retention tool during the selection process. It’s perfectly okay to scare people off from the job in your post. The whole process is about funneling down to the best candidates. The right candidates will want to put their hat in the ring, and the wrong candidates will turn away. If you aren’t honest though, you’ll hire the wrong candidates, and they will quickly feel resentful of the perceived betrayal and leave or perhaps stay but do the bare minimum, known today as quiet quitting. Scaring off the wrong type will help your retention efforts in the long run.
Your job post needs to clearly show who you are as an employer and company. Emphasize your identity and brand. Be daring. Today, employees want to work for an organization that matches their personalities. If your credit union is playful, lighthearted, and full of laughs, make sure your post reflects that. Use humor. But if your credit union is buttoned up, formal, and serious, then be serious and formal in your post. Staying true to who you are will help you attract like-minded people, and people who are compatible with your identity are more likely to stay.
After posting the job, the resumes should start rolling in. Now you can discard the ones that clearly do not meet your needs and whittle down your candidates. Keep in mind that, as you dig deeper into each person’s background, you may uncover more than just a few unpleasant surprises. Research shows that up to 40 percent of resumes include some false or inflated facts!
A pre-employment personality assessment will give you an even closer look at a candidate’s potential. Do their traits coincide with the traits needed for the job? How will they interact with their peers and supervisor? To hold on to strong, productive employees, make sure the people you hire are a match for the demands of the position. Omnia helps to set the “job personality” which shows the traits of an ideal candidate; this way you can see how a candidate’s traits align with the best traits for the job.
The best part is that a behavioral assessment is not a test; there is no such thing as pass or fail. The Omnia behavioral assessment uses the candidate’s responses to a simple word association checklist. It’s a quick yet powerful tool that provides extensive insight into a person’s strengths, motivators, weaknesses, and fit to the role.
To minimize the risk of a bad hire, make sure the potential new hire has the skills they claim to have, especially the ones needed to do the most basic aspects of the job. Use hard skill proficiency tests that are job appropriate (this is important) and designed to demonstrate abilities. It might be a bookkeeping test, a Microsoft Excel or Word test, a cognitive ability evaluation, or a banking terminology quiz. Don’t assume that the person interviewing for your IT position knows how to turn the computer on. Sometimes, people say they know how to do something just to get their foot in the door.
A background check protects everyone: you, your employees, and your credit union. Crime and violence are, sadly, not uncommon in the workplace. Make sure there are no issues from your candidate’s past that make you leery. Negligent hiring can be alleged if an employer fails to exercise reasonable caution when hiring a new employee. Employers could be held liable for illegal or violent action taken by employees who were not subjected to reasonable pre-employment screening.
Self-awareness is a powerful leadership tool. Consider your own management style and encourage all other managers to do the same. To effectively motivate and inspire your employees, it helps if you have a great grasp on what makes you tick.
Do you prefer it when employees consistently ask for your guidance, or are you more in tune with those who regularly make their own decisions? Do you closely oversee every detail big and small, or do you expect your team to fill the gaps for themselves?
While it might sound nice to surround yourself with people who are completely in sync with your own work approach, that’s not always realistic or even wise. Different roles require different traits. The power is in knowing how to adjust your style to meet the individual needs of your employees. It’s one of the strongest employee retention tools you can use.
It might seem completely daunting, and maybe sometimes it will be, to hire and lead a productive, cohesive, and dedicated team, but it is possible. Know what you want, stay true to your non-negotiables, and seek out employees who align with those needs. Don’t settle. Employ people who have the potential to exceed your expectations.
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June marks a significant moment for high school and college students across the country as they celebrate their academic achievements and receive their diplomas amidst cheers and applause from family and friends. While this is a time of excitement and pride, we all know it is only the first step in a long and winding career journey, one that may have its share of bumps and unexpected turns.
Although it may seem like a gamble for employers to hire new graduates due to their lack of experience and skills compared to seasoned professionals, the truth is that hiring a new graduate can provide multiple benefits to an organization. Yes, it is likely to require some additional time and coaching on your part, but the fresh perspectives, eagerness to learn, and adaptability of new graduates can make a positive impact on your company's success. By investing in the development of new graduates, employers can not only cultivate a talented and diverse workforce but also promote a culture of innovation and growth.
The road ahead may seem daunting to managers tasked with training and developing new grads, but it's important for employers to remember that these graduates have been armed with the tools and resources to succeed — they are simply lacking that first opportunity and the knowledge that comes from experience. As new grads venture out into the world, they'll encounter challenges and opportunities, and they’ll experience setbacks, but if you can show them the value of hard work, perseverance, and a willingness to learn, they are certain to achieve their goals and contribute in a lasting and meaningful way to your organization.
New grads have spent years studying and preparing for the workforce and are eager to put their knowledge and new skills to use. They are also open to new ideas and ways of doing things. At this point, they are learning how to navigate real-world situations that they didn’t see in the classroom or lecture hall. As a result, they are not set in their ways, making them flexible and adaptable employees. Managed correctly, this is a win-win situation. The new grad is learning how to apply their skills while the company gets to explore new ideas and take advantage of that “new to the workforce” energy.
They are often more in touch with the latest trends and technologies in their field and can bring a new level of creativity and innovation to the workplace. This can be especially valuable in industries that are constantly evolving and require a forward-thinking mindset.
They are often excited to start their careers and are willing to put in extra effort to prove themselves. This level of dedication can be contagious and can help to boost morale and productivity in the workplace.
New grads typically have lower salary expectations than more experienced professionals and may be more willing to accept entry-level positions or internships that more experienced candidates may overlook, which can broaden the pool of potential candidates for certain positions. This provides a more affordable option for organizations that are looking to expand their workforce.
New graduates come from a variety of backgrounds and have different perspectives and experiences. This can help to bring new ideas and perspectives to the workplace and create a more inclusive culture that values diversity.
The benefits of looking at new grads as part of your recruiting strategy are undeniable, but you need a plan for making it work and providing your new hires with the time and attention they need to thrive in your company.
When hiring new graduates, look beyond their academic qualifications and focus on their values, work ethic, soft skills, and personality type. Consider whether they will be a good fit for your company culture and team.Using a behavioral assessment is a great way to determine if a new grad candidate (or any candidate) has the traits that will align best with the daily functions of the job. If you are looking for a bookkeeper, you don’t want someone who tends to focus on the big picture versus the details or someone who wants to be in a fast-paced, dynamic role with opportunities to interact with people and build relationships. You want to know the person is analytical and likes to work on solitary tasks that require detail focus and tolerance for routine, systematic tasks because that is what their days, weeks, and months will look like. Hiring for personality fit is the best first step towards retention and engagement, but you still need to actively manage and develop your employees. The great news is that a personality report will give you insight into the best ways to manage each unique individual on your team.
New graduates may not have a lot of work experience, so it's important to provide clear expectations and guidelines for their roles and responsibilities. Give them specific objectives and deadlines, and provide regular feedback on their performance. Most people want to know what’s expected, so this isn’t groundbreaking advice, but someone new to the workforce may need some extra support versus a seasoned professional.
New graduates may benefit from mentorship and coaching, so assign a mentor or coach to help them navigate their new role and the workplace culture. Encourage them to ask questions, and provide opportunities for them to learn and develop new skills. A mentor could be a peer, while coaching might come from their manager.
Regular feedback is important for new graduates to understand their strengths and areas for improvement. Provide constructive feedback, and encourage them to learn from their mistakes. Using personality data for self-awareness is another way to maximize the value of behavioral science. Omnia’s development reports are written to the employee, not about them, so it is a helpful, non-threatening tool that an employee can use throughout their career.
Setting achievable goals for new graduates can help them gain confidence and feel valued in their new role. Work with them to set goals that align with their skills and interests.
New graduates are often looking for growth opportunities, so provide them with opportunities to learn and develop new skills. Encourage them to attend training sessions and conferences, and provide opportunities for them to take on new challenges. Align growth opportunities to their strengths and interests. Not everyone wants to be in management, but most people do want to grow, earn more, and take on new levels of responsibility.
By following these tips, managers can help new graduates transition into the workforce and become valuable members of the team.
Keep in mind, hiring a new graduate can provide a multitude of benefits to an organization. From their eagerness to learn and adapt to their fresh ideas and perspectives, new graduates can bring a new level of creativity, innovation, and motivation to the workplace. By investing in new graduates, employers can not only help to build a stronger workforce but also contribute to the growth and development of the next generation of professionals.
So, to all the graduates out there, congratulations on your achievements. Remember to embrace the journey ahead, stay positive, and never lose sight of your dreams. Your future is bright and full of endless possibilities, so go out there and make it happen!
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Unlock Your Hidden Advantage: Discover How Your Personality Traits Can Boost Job Search Success
In order to conquer your market, a lot has to happen — things like setting sales goals, advertising, understanding your customers, keeping them loyal, and knowing your makes and models inside and out, just to name a few. But it all starts with people. Your dealership team puts theory into action. That’s why your success starts with a reliable selection process and a solid pre-employment assessment strategy using tools like behavioral assessments, sales assessments, and cognitive ability tests.
Even the most brilliant auto dealership leaders may be unprepared to tackle the important (but certainly arduous) business of hiring. Those who manage small offices may have been lucky enough to know and trust the people they hire, like relatives, friends, or individuals from inside their own circle of influence. It’s always easier working with known quantities.
However, as dealerships grow, leaders are sure to run out of family members, acquaintances, and employee referrals when looking to fill open positions. When the inevitable occurs, small dealership managers will be dependent on a strange, often intimidating unknown for their staffing source: the outside world! When working with the unknown, it’s best to take precautions before hiring and use as many tools as possible to gather information. Gut feelings can play a small part but should never be the only tool used to select people; too many things can cloud our judgement, and some candidates are very good at hiding their faults.
In larger dealerships, HR’s primary objective may be to find somebody – anybody – to quickly fill an open position. A common myth often accepted as an absolute fact is that frequent employee turnover is normal and unavoidable, so it almost doesn’t matter who is hired since the employee won’t stay long anyway. Unfortunately, such a misguided theory fans the flames of inefficiency and expense, compounding the already frustrating everyday problems major dealerships face.
Managers of larger dealerships might think a more formalized hiring system is unnecessary. Too many corporate layers yield complex problems, while the usual time-driven emergencies within a dealership can get in the way of following the system perfectly. As a result, stringent hiring practices can seem impractical or too time consuming. And there is certainly some truth to that; stringency can be as problematic as no system at all.
A formal process is necessary, but you need one that works for your culture and is not encumbered by bureaucratic layers that unnecessarily complicate the process. It’s important to find a workable balance between unstructured and chaotic and overly bureaucratic. Extremes never work; looking for the middle ground will go a long way toward avoiding problems.
Leading a team of trustworthy, capable, long-term, and well-suited A-players should always be the goal regardless of how many employees any manager oversees. Never settle if you can help it. List your needs and some reasons for those needs. This will help you set priorities and see your expectations, strengths, and weaknesses in a more real, practical way. Think about the specifics of your work environment and company culture.
Is your dealership fast paced, even hectic? If so, you have good reason to avoid hiring people who tell you they hate being rushed and do not work well under pressure. That might even be disguised as words like “patient” and “systematic.” While such persistence and diligence are admirable qualities, they could be liabilities in a busy, highly charged atmosphere. Of course, certain roles might need that methodical approach, so it’s important to think about all factors, like the dealership culture, the department’s culture, and the demands of the job itself.
Also, make sure you stay up to date on the latest hiring trends to stay competitive in the job market.
When you are ready to start looking for your next superstar employee, consider these 5 tips:
It’s absolutely possible to hire and lead a productive, cohesive, and dedicated team, but first you need to know what you want and seek out employees who can live up to that. Never settle. Demonstrate your excellence as a decision-maker and take your management skills to new levels by employing people who exceed your expectations.
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Imagine this: You’re 6 months into a new job. You went through 3 interviews, 2 days of onboarding, and bought 4 new work outfits. But despite your initial excitement, now you’re borderline miserable. This position requires you to sit behind a desk all day, and although you knew that going into the role, to your surprise, you dream about being out on location talking with customers. You’ve always enjoyed interacting with people, but you assumed that the phone contact you’d have in this role would be enough to keep you motivated. It’s not.
Also, the shine of the new job has started to fade, as its newness wears off. You don’t feel challenged by the position like you did at first, and now you are wondering if you can wait the expected 2-3 years that your manager told you is the typical timeline for advancement. “But how was I to know?” you ask yourself. Jobs are a crapshoot, and you can’t know if you’ll fit well into a role until you’ve actually been in the position for a while, right?
Wrong (thankfully!) Though a job search involves taking many factors into consideration — your experience, education, skills, interests, and location among other things — understanding your personality type can give you a solid indicator of how well you’ll mesh with a given job’s responsibilities, even before day one. Working in a position that aligns with many or most of your personality dimensions, which encompass your traits, behaviors, and motivators, can help promote engagement and productivity because you are, essentially, doing what comes naturally. In the right position, your innate characteristics can complement your job efforts to help you succeed.
On the flip side, a role that requires you to work against your intrinsic behaviors can cause frustration and discontent. For example, competitive and goal-driven traits could propel an individual to thrive in an outside sales position, but the same traits might need to be reined in for a service role that involves strong collaboration and a focus on meeting others’ needs. Sure, a “square peg” person can make themselves fit into a “round hole” job for a while given the right incentive or a significant need. For instance, a parent may take whatever job they can find to put food on the table for their children. But extreme circumstances aside, who wants to swim upstream against your natural characteristics day in and day out in a job? That’s a recipe for low morale and burnout.
If you are someone who is patient and wants to know what to expect every day when you log on to your computer, you should move on from job postings that advertise a fast-paced culture or a company where “you never know what to expect.” Instead, zero in on job ads that express a need for someone who is routine oriented and who demonstrates strong follow-through.
A person who wants clear procedures to follow and is detailed and meticulous with their work may want to veer away from positions that “let you be your own boss” and want a “big-picture thinker.” Rather, look for roles where it is important to comply closely with protocols and that require someone who is detail attentive and quality conscious.
And the benefits don’t end with a job search. Once you’ve targeted the right position for you, nailed the interviews, and accepted the offer (because why wouldn’t they hire someone who fits so perfectly with the role?), understanding your personality and behavioral characteristics can help when you are in your job too.
You may innately know how to navigate the facets of the position that align with your traits, but most jobs will also have a few aspects to them that do not conform exactly to your personality dimensions. But understanding your natural behaviors also means understanding how to self-manage them. You know that you are a fast-paced person who has a tendency to rush through projects you find tedious. Having several short-term activities to work on is much easier and more motivating for you than one long task. So when you are given a lengthy project to complete, you know that you can manage it by breaking up that project into segments rather than trying to finish the whole assignment at one time. You also know that incorporating checkpoints within the project helps you stay on track and feel an ongoing sense of progress that keeps you inspired.
Personality and behavioral assessments are a great way to learn about your intrinsic traits. Omnia’s CareerMaze is an assessment that is accurate, easy to take, and especially suited for new grads who are embarking on their career path. This report gives the participants insights into their natural behaviors as well as a list of jobs that may align well with those behaviors. It’s an informative, helpful tool for someone who is new to the job market as well as for anyone considering a career change.
Omnia is here to help during all phases of the employment life cycle — from selecting the right candidate to developing employees to succession planning. Our suite of reports and supportive, knowledgeable Customer Success Managers are second to none. Contact us today to put our expertise to work for you.
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It’s a new year, but many companies are facing familiar challenges when it comes to finding top talent. Some organizations are meeting these challenges head on with innovative hiring and onboarding practices.
Not surprisingly, the ball dropping on 2023 has not magically made all the “Help Wanted” signs disappear. Customers continue to experience long wait times, product fulfillment problems, and unpredictable business hours while companies try to fill open positions. Recruiters continue to experience candidate ghosting, low applicant response, and high turnover.
With talent pools drying up and candidates receiving (and rejecting) multiple offers, hiring managers and recruiters are feeling the pressure to constantly pivot to find the right people and bring them onboard.
According to a country-by-country analysis conducted by global organizational consulting firm Korn Ferry, “…by 2030, there will be a global human talent shortage of more than 85 million people...” The shortage seems mostly linked to demographic shifts. Some countries have been seeing declining birth rates. In the US, Baby Boomers are retiring before their replacements can acquire the experience needed to take over.
Here are some of the trends HR professionals are embracing to overcome these hurdles.
With a projected 6-million-person labor deficit in the US alone, job seekers have more options than ever, and employers need to find ways to stand out from the competition.
According to Page Up, the objective of recruitment marketing is not just to connect with more candidates but better candidates. To do this, more organizations are using the same strategies they use when attracting clients to attract candidates.
This includes developing an employer brand, tailoring campaigns to open positions, and creating warm leads (prospective recruits) which can be tapped as soon as positions open.
Reducing barriers between applicants and employers is another popular tack recruiters are taking. It’s still important to vet candidates properly and gather the pertinent information, but the initial outreach doesn’t need to be overly complicated, especially with advances in technology. Some ways to make things simpler include:
While selecting candidates whose experience matches the position will always be the ideal, that’s not always possible. You can’t attract what doesn’t exist. As a result, there has been new focus on targeting candidates who have favorable soft skills with the plan to train them on the job.
Behavioral assessments like the Omnia Assessment (a quick and powerful word selection tool) can help you match candidates’ traits to the ones that best suit the position, like leadership, communication, problem solving, and flexibility. Preemployment assessments can also help you compare the personalities of your top performers with applicants.
Preboarding is the time between the signing of the acceptance letter and the employee’s first day. This time has traditionally been used to do some additional paperwork or send a welcome letter. But due to an uptick in new hires ghosting before their start date, some companies are doing more with this time. The objective is to help new hires feel confident that they made the right choice when signing the offer letter. HR departments are ramping up their efforts to connect during the preboarding period by:
According to Charthop, an onboarding buddy is “an employee who is matched with a new hire to educate them about day-to-day processes, introduce them to the rest of the team, bridge social connections, and answer questions as they arise.”
Especially in remote settings, having an onboarding buddy can help new hires feel more connected to the company and increase engagement. Knowing there is one person specifically available to the new hire can improve productivity and reduce early turnover.
It’s great to have a trusted partner to help navigate the changing talent management landscape. Whatever your hiring and onboarding challenges, Omnia can help! Our skilled Customer Success team is available to provide guidance throughout the recruiting and hiring lifecycle. Our behavioral assessments are quick, powerful, and now mobile friendly.
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