Hiring? How To Find A Candidate Who Is A Good Fit For The Job

 Who Is A Good Fit For The Job?

Maybe you’ve seen this drill: your company needs to fill a position and it is imperative you find the right person for the job, someone who is a good fit. This position is important to initiatives your company must successfully complete if you are to reach revenue and profit numbers for the year. While the position has technically been open for three months, your company froze all hiring and ended up shifting the extra work on someone else. Then the ‘someone else’ left for another job and the responsibilities were shifted to another ‘someone else’ and by then the work was not completed. It was too late and management was left wondering why someone didn’t point out that this work was not getting done; now you’re behind.


This scenario occurs every day, now your company must fill the position quickly while spending money wisely and insuring you hire the ‘right’ candidate, the one who is a good fit for the job.
Today we explore the steps, and work, you and your company can do to ensure you hire the right person. And, work is the proper term – the right hire doesn’t always just happen though the serendipity of being in the right place at the right time – a reason behind the career choices of many successful companies and people. But you can’t rely on the serendipity of the moment and must do the work necessary to hire the right fit for the job.

Here are four keys to ensuring you hire a great fit for any Job:

Read and understand your company goals

Hopefully your company has taken the time to seriously consider what they want, what they need to achieve and have stated these as important goals. If you are the hiring manager or part of the interviewing team you can count on a recruit or perspective candidate asking you, “What are your corporate goals?” If you are prepared and state them clearly with confidence, you’ve impressed the person who asked and just improved the chances of filling the position.

And don’t tell me it doesn’t matter, it matters a great deal.

When recruiting Dell software engineers back in the day, 

I would meet with my hiring managers and interviewers on Friday afternoon asking each what they had planned for the weekend. Then, I would prepare them for that social event by asking them to think about the answer to “what do you do?” I didn’t want them to just talk about their project, I needed them to recruit talent and that started with their ability to state the goals of the company…the big picture. Making everyone ‘know’ the company goals was important on so many levels. And from a recruiting standpoint, preparing to hire a great fit, stating these easily and confidently were imperative to a successful recruiting process.

Agree on position goals for 30 days, 90 days, 180 days and a year

In order to hire the right fit you must know what the person must do in the job. And this question will be asked in different ways ranging from “what are the goals of the position” to “what do you need me to do or accomplish.” When hiring the right person for a job you must review, and must all agree on, the specific tasks and goals of the position.
If you want to be good, you’ll know the appropriate answer for 30 days, 90 days, 180 days and a year. The more specific you are on what you need accomplished in this position the better chance you have of hiring great talent.


I bet most of us have been through interviews where the goals were not clear and it felt like the company didn’t know or was using the interview process to learn what they needed. The process didn’t feel right, left a bad taste in your mouth and the first chance you had to share your negative opinion you shared loudly and to as many as would listen.

Plus the company will never realize that a great prospect heard through the grapevine the opportunity wasn’t great and chose not to return the recruiter’s call.

Does this happen? All the time. To think a little prep work and discussion about company and position goals would have saved a lot of time and money.

Know your company culture

In my experience, being asked about company culture is one of the most common questions from candidates and companies are rarely prepared to answer.
If you are in a start-up or small company the chances are good you have an agreed upon, clearly stated culture (and if you don’t, you don’t stand a chance). If you are a larger company that has been around several years, your culture is all over the place (go ask five people and see how many different answers you get). Or, if you think culture is not important or don’t think you have one, guess what you do.


Every company has a culture, some work hard to define and maintain while others let it flap in the wind and let the employees decide the culture. News flash, it is not their decision. Hiring a great fit requires they want to work at the company and that they walk into an environment and culture which was expected. A CFO recently went to work at a company to help them get prepared for a new business push in which their culture included cost control and high integrity. However in the first week, the CFO saw no expense reports and some questionable sales revenue practices. It was not at all what was expected and after a few months the CFO was gone. A good fit goes both ways and requires honesty and truthfulness. Company culture is a great place to start and has value recruiting, maintaining and growing the company. If you don’t have culture defined or need help, email me and I will put you in touch with someone who can help.

Build a complete recruiting strategy

Once you’ve set goals and are prepared to discuss culture in an honest and engaging way, it’s time to create a recruitment strategy to help move the process along in a timely way and to insure you attract the right talent.

Form your recruiting team: List everyone who will play a role in the recruiting process including the interviewing team, the hiring manager, any manager who might question the decision, the HR representative, the external recruiter (if you are using), the administrator who will coordinate calls and travel, and the receptionists who will greet the candidate when they arrive. Everyone involved has a role to play and needs to be prepared.


Consider who is recruiting, how will they present the opportunity, who will interview, what they will ask and how, what criteria will be used to compare candidates and who will prepare and deliver the offer once a decision has been made. These are primary areas to evaluate when creating a recruiting strategy, there will likely be more depending on the position and the company. Use an internal or external recruitment expert to assist if you have questions

Define your company story: 

Getting the right talent to listen to your story can ensure you attract and hire a great fit for the position you need to fill.The story must be honest and compelling. There needs to be an air of excitement about the company and opportunity that gets people excited when they hear it described.
OK – I hear you – our company doesn’t have a compelling story…another news flash: it does for someone. For example, the company that needs a night shift operator willing to take out the trash may attract the person going to school willing to work nights. Or there’s the company that needs the customer service rep willing to answer phones may be just perfect for the single mother who keeps her child at the daycare around the corner. That is why it is so important to tell your story and describe the position honestly…an honest description will attract the right talent willing and able to do the job, likely a good fit. It’s when you hedge and allow for unexpected surprises that you don’t attract the right talent for the job.

Establish a schedule: 

When recruiting talent for an opportunity the top talent appreciates a process that has a beginning, a middle and end. Too many companies just pull a requisition and start recruiting with no thought why and when the person is needed on board.Certainly reviewing goals will help but understanding if any events are coming up that require the person be on board are very important to know.

Fine tune your sources: 

The channels to build a pipeline of prospective talent are numerous including internal / external databases, job boards, corporate web site, social networks, employee referrals, internal / external recruiters and name generation firms.It is important you understand what channels work best for the position you are working to fill.  Yes, it takes some trial and error but requires you measure and retain what works. Test what has worked in the past with the members of your recruiting team and decide what channels you will use and how you will measure success. Set points in time to check in, and if necessary make adjustments to your strategy so you can still accomplish in a timely manner.

Assess candidate as you progress: 

Use a benchmark assessment instrument.  There are a number of ways to assess talent to see if they are a good fit for your company. You can assess skills, ability, I.Q., personality, potential and more. You can hire a consultant, use assessment software or read a book on the subject or try it yourself – just know that if you need to hire the right fit you need to use some assessment process. Think about what assessment is best based on the individuals and the position you are trying to fill. Who ever you are hiring assess how well they will do in the job, areas they need help with and how well they will fit into your company.

Plan for delivery: 

Once you have determined the right candidate who is a fit for your organization, it is important you close the candidate and deliver them into the organization successfully. Find the person on your recruiting team most skilled at this, the internal or external recruiter will most likely have these skills and you should give them the responsibility of managing a closing strategy. Too many organizations believe this part of the process will take care of itself, don’t leave this up to happenstance; put someone in charge, listen to their advice and hold them responsible.

Know where your priorities lie: 

If you have been charged with finding the right fit for a job and you see the need to put the process in place described here, it is important you have advocates who support your efforts. It is always good to find an executive sponsor to stand with you.

But if you can’t, remember filling this position with the right fit is a priority for someone in the organization. Whether it’s a line manager or the CEO, understand they might not realize how important it is to put a process in place for this effort. Build your plan, take it to them, remind them how important filling this position with the right talent is to them and get them on your side.


Putting a plan in place to fill one position with the right fit takes work, and for some who have multiple positions to fill it can seem like a nightmare. Take them one position at a time, get a rhythm to your process and soon all in your organization will get on board. And of course you are measuring how well your talent is doing once on board so you can benchmark your efforts, right?






To Become a Better Recruiter, and recruit easily, quickly and happily, Visit Hirepuss.com now to create a campaign
   
Now Why Should You Care?
By adoption, Employers/Recruiters are offered a blast in finding that essential talent required for company growth and compatible with company culture making the process enjoyable and less time consuming. Hirepuss offers direct talent-targeting, fetching out the exact candidates you need, cutting the recruiting time in less than half.


In general, we make you more money (through having the best employees), we save you more money & ultimately, we save your time.

2013 Hirepuss.Inc. All Rights Reserved.  love what you do

The Age of Social Recruiting; Will You Be Left Behind in 2018?

Glassdoor recently polled users to learn more about the role of social media in the recruiting and retention process. The survey also looks at why employees leave a job and what perks are most attractive to candidates. The findings reveal that employees’ perceive their company’s social media presence to be low – in fact 73% of employees say they are unaware or their employer does not promote their employment brand on social media. Below please find an infographic that highlights additional survey findings.

To Become a Better Recruiter, and recruit easily, quickly and happily, Visit Hirepuss.com now to create a campaign
   
Now Why Should You Care?

By adoption, Employers/Recruiters are offered a blast in finding that essential talent required for company growth and compatible with company culture making the process enjoyable and less time consuming. Yolpe offers direct talent-targeting, fetching out the exact candidates you need, cutting the recruiting time in less than half.


In general, we make you more money (through having the best employees), we save you more money & ultimately, we save your time.

Four Questions A Jobseeker Must Ask During An Interview

When it comes to interviews, most people think their job is to answer questions not ask them. But an interview is a two-way street, and the more questions you ask the better your chances are of making a lasting impression.

 “It’s always smart to ask questions in an interview,” says Joel Garfinkle, author of Getting Ahead: Three Steps to Take Your Career to the Next Level.
 “Most people are afraid to ask questions. They don’t realize it’s something they are supposed to do.” By asking questions you can not only determine if the company and culture is the right fit for you, but also impress the interviewer with your preparation and knowledge of the firm.

“The more the interview feels conversational the better the chance you both have of learning about each other and the company,” says Garfinkle. But not all questions are created equal. Some will illicit better responses then others.

With that in mind, here’s a look at four interview questions you should    always ask.

1. What are the top priorities of the job?

 Often, when we interview for a potential new job, we don’t have a complete understanding of what the role will entail outside of what was in the job advertisement. Because of that, career experts say it’s a good idea to ask what the top priorities are of the job and how to be successful in the position. If you ask that early on in the interview, the conversation will focus on what the job entails and how you’ll meet the objectives as opposed to talking about your past performance or going over your resume. It eliminates all the guesswork and enables you to spend the interview time telling the hiring manager how you can do what they want, says Garfinkle. In addition to learning more about what you’ll actually be doing, you also want to ask the interviewer about the history of the role. According to Mark Jaffe, president of Wyatt & Jaffe, the executive search firm, you want to know if it’s a newly created job or if you are replacing someone. If it’s a new position, he says to find out why it was created, and if it’s an existing position, you’ll want to know what happened to the last the person in the job.

 2. What are the biggest problems right now? 

Ask the hiring manager what problems the company or department is facing, and there’s a high likelihood that you’ll get an honest answer. “You’ll get a pretty good idea of the type of company you are joining,” says Garfinkle. “If it’s a problem directly related to your position, you may be able to offer a solution on the spot and show your value.” According to Garfinkle it’s fair game to ask that question because it’s not any different than the interviewer asking you what your greatest challenge was at your previous job or what was your biggest failure.

3. How will you measure a good performance and an outstanding one? 

 It may seem like you are sucking up by asking this question, but what you are really doing is finding out what qualities you need aside from the technical qualifications to be successful in the job, says Jaffe. “A role is not just about a laundry list of qualifications that some HR person put on a piece of paper, it’s about meeting the business objectives,” says Jaffe. Having the knowledge of what you need to do to exceed expectations gives you the opportunity to weave in examples of how you met similar goals.

 4. Can you tell me how you came to the company and why you stayed? 

Not only will you get insight into what’s good about the company, but you’ll also build a relationship with the person doing the interview if you ask this question. “It gives them an opportunity to tell you about their own value system and the culture of the company,” says Jaffe. Not to mention that most people love to talk about themselves and will remember that job candidate that hung on every word. “Showing interest in that person raises your stock immeasurably and gives them a chance to tell you truthfully why they accepted the job,” he says.

How Companies Should Manage The Hiring Process

The process of communicating with a heavy flow of talent traffic requires a plan, the right technology and consistent execution. Below is an example of how the hiring process should work when looking at bringing in a person for an executive position; however the strategy can be used for any position at any level. Here I share a real world example I received from an executive recruiter:

1. Send all talent traffic (aka resumes  and other supporting information) into an Applicant Tracking System

2. Automatically send each applicant an email describing the process and include an automated assessment instrument such as a Qualifying Questionnaire.

 Note: ask your current ATS vendor for the best method for providing a questionnaire to – there are plenty of ATS solutions for companies of all sizes. Here is a sample automated response:
Thank you for your interest in the Marketing Manager opportunity. The next step in our process is a short online questionnaire.  In consideration of your schedule, we’ve engineered this step to be as concise as possible.  I anticipate the questionnaire will take roughly five minutes to complete.  This questionnaire will provide us a deeper understanding of your experience and qualifications as they relate to the requirements of this opportunity in a format that is easily presented to our hiring team.
To begin the online questionnaire, please click the following link…

3. Within a week of first contact, send all the talent an email thanking them for their interest and letting them know if they are under consideration or not. The Qualifying Questionnaire process can be automatically weighted to help with this process. Here’s a sample of a follow-up response email:

T hank you for your interest in the Controller opportunity.  The interest and response to this opportunity has been high. I wanted to communicate that I am personally reviewing the talent and am focused on sourcing a Controller serving a publically traded company in a Medical Diagnostics or Healthcare related industry. I am in the process of screening this talent set first and plan to complete this week.
Thanks for your patience and again I appreciate your interest and consideration.

4. And once a candidate has been selected, send a third and final email letting all talent know that the position is closed. Thank them again for their time and consideration.

Jobseekers appreciate a timely gracious response, they deserve it. Through this considerate process, employers protect their corporate brand – an employment communications practice that should be the norm. Right?
And thanks to a clear and well-thought out talent traffic plan, you may end up receiving emails like this from job candidates:

Dear Mr. Jones,

Thank you for the follow up.  Even though it was not the response I had hoped for, I appreciate the reply.  I have sent a few resumes out in this past couple weeks and am surprised at how few recipients even acknowledge receipt.
With the current market, job openings are probably flooded with applicants but each one represents a person and I feel, in the job hunt and beyond, it’s all about relationships.  It’s amazing how many people don’t understand that.
Please keep me on file and hopefully something will cross your desk that will be a good match for me.
At the end of the day, corporate graciousness during the hiring process will have a positive return on your brand and what company wouldn’t want that?

How To Create (Write) An Extremely Effective Job Advert

Beauty is in the eye of the beholder, especially when it comes to a job listing. If you want to attract the right employees, then you have to view the job ad as a marketing tool rather than merely a help wanted ad.
“A spec should be an advertisement for your company,” says Mark Jaffe, president of Wyatt & Jaffe, the executive search firm. “It should be a net in which you catch the right fish rather than a screen designed to filter out people.”


Often times when companies set out to find talent they use the help wanted ad as a way to discourage unqualified people from applying. They’ll use phrases like “must have” or “minimum requirements” and set specific years of experience. They figure by being very specific they will weed out the under-qualified and speak to the qualified. A few weeks later when the position sits unfilled they wonder what they did wrong.
“If the whole focus is on weeding out the unqualified, it prevents people from applying because they find the job boring,” says Lou Adler, author of The Essential Guide for Hiring & Getting Hired.  “The ad should emphasize what is in it for the candidate.”
According to recruiters and human resources experts, the person reading the advertisement has to envision doing the job rather than making sure they meet all the qualifications. Instead of focusing on a job title, Pat Sweeney, human resource manager at Old Colony Hospice and Palliative Care, says the ad should include four or five active words that describe what the person will actually be doing. If you want somebody that can communicate technical terms then say that, says Sweeney.  If you are looking for someone that can teach a new computer program, list the program in the ad. She also says it’s a good idea to stay away from any jargon, which can easily be misinterpreted by job seekers unfamiliar with the terminology.

Before a company can even start to craft a good job posting, it has to first figure out what goal it is trying to achieve by filling the position. According to Jaffe, the company has to ask itself what it wants the new hire to accomplish and how success will be measured. Instead of worrying if the candidate needs to have a VP title or ten years of experience it has to focus on how the objectives will be met. “You don’t want someone with a mechanical engineering background applying for a marketing role, but you also don’t want to eliminate an unlikely candidate that might bring wonderful experience to the table,” says Jaffe. He says the job posting should be like something the job seeker tries on. “‘I like the way I look,’ is what the qualified candidate should be saying,” after reading the spec, he says.
Companies also worry about going afoul of labor laws when writing job ads, and that’s why they list objective criteria like an MBA or five years of experience in their ads. But, according to Adler, if a company is looking for an accountant, stating the person will be in charge of upgrading the accounting system by year end meets the labor law requirements.  “Increase sales by 10% is equally objective as five years of sales experience,” says Adler.


Long gone are the days when companies would place help wanted ads in newspapers, which had limited space. In today’s world, all of the postings are found online, which means employers don’t have any space constraints. Because length isn’t an issue, companies also have ample space to make a job posting that isn’t boring.  After all, the whole idea behind the ad is to sell the company and the job to the best candidates possible. Because of that, it’s a good idea to put some flair into your ad.

When Adler was tasked with finding a controller for a Los Angeles-based company, he made it creative by putting "Oscar Winning Controller or Director of Accounting in the headline". In the advertisement instead of saying the candidate needs to have a degree in accounting, 15 years of experience and previous management background, he described the tasks the candidate would be in charge of during the first year. “Companies should emphasize the employee value proposition,” says Adler. “Highlight the work they will be doing and minimize the skills.”


To Become a Better Recruiter, and recruit easily, quickly and happily, Visit Hirepuss.com now to create a campaign
   
Now Why Should You Care?
By adoption, Employers/Recruiters are offered a blast in finding that essential talent required for company growth and compatible with company culture making the process enjoyable and less time consuming. Hirepuss offers direct talent-targeting, fetching out the exact candidates you need, cutting the recruiting time in less than half.


In general, we make you more money (through having the best employees), we save you more money & ultimately, we save your time.









2013 Hirepuss.Inc. All Rights Reserved.  love what you do

Retention or Recruiting Which comes First?

If you want to keep an employee for the long haul then you had better have a retention strategy in place before the recruitment begins. Many companies treat retention as an afterthought, focusing all the efforts on recruiting the key employee. But if they want that person to stay more than three to six months they need to have a retention strategy in place from the start. “The recruiting strategy and the retention strategy need to be one in the same,” says Karen Droz, co-founder and president of human resources software maker Ovation Technologies. “If you desperately try to get them on board and when they get there it’s not the job they were presented with or don’t feel the love anymore, that’s a failure in the recruiting process.” One of the worst things a company can do to a new hire is the bait and switch. In that scenario the company tells them what the job will entail and the potential career trajectory, but when the person starts he or she finds the job is completely different than what they were selling. Doing that will often breed resentment and ultimately the employee will quit for greener pastures. To avoid that from happening, it’s important that the hiring company is upfront and honest about what the person’s days will be like. “You want to provide the candidate with the things people love about the job and culture as well as the challenges and demands,” says Droz. Companies need to be specific about the tasks and skills that will be utilized. Where you recruit will also have a big impact on retention. When Steven Canale, manager, global recruiting and staffing services at General Electric is recruiting college grads, his team tries to match recruits with the office they will be working in. For instance, they know it’s unlikely that someone from Miami is going to want to work at the Grand Rapids office for that long, just like someone who doesn’t want to travel all the time isn’t going to stay in a position that requires travel the majority of the time. “We might not recruit in Miami for a Chicago job,” says Canale. “Part of the recruiting process is to recruit from parts of the country that are similar to where they will be working,” he says. In addition to aligning location with the recruit, GE makes sure to provide an opportunity for the new employee to have a challenging work environment and one that fosters growth and development. “We continue to invest in them beyond the initial training and throughout the individual’s career,” says Canale. While people are motivated by money they also want a job where they can advance and stay for years to come. Because of that, companies need to have a plan in place for a particular hire in terms of their career path before they even start the interviewing process, says Kathy Harris, managing director of recruiting firm Harris Allied. Not only do they need to come up with a long term career path for the individual, but they have to articulate that plan to the candidate and be specific about what will happen to their career granted they meet the job performance goals. “They have to create a plan if they want to attract the right talent” and keep them, she says. “Most companies don’t think about retention. They go on auto pilot with some sort of process they have and they don’t deviate from it. Yet they are surprised when they lose someone they really wanted.” Once the person starts it’s a good idea to help that person get acclimated and immersed in the culture instead of letting them navigate it on their own. It also goes a long way to keep an employee if the company checks in periodically to make sure the job is living up to the person’s expectations. “Schedule catch up meetings as they go along, create a mentorship program once they’ve been there for about six months










To Become a Better Recruiter, and recruit easily, quickly and happily, Visit Hirepuss.com now to create a campaign
   
Now Why Should You Care?
By adoption, Employers/Recruiters are offered a blast in finding that essential talent required for company growth and compatible with company culture making the process enjoyable and less time consuming. Hirepuss offers direct talent-targeting, fetching out the exact candidates you need, cutting the recruiting time in less than half.


In general, we make you more money (through having the best employees), we save you more money & ultimately, we save your time.

2013 Hirepuss.Inc. All Rights Reserved.  love what you do

How To Stop Low Morale From Spreading

Low morale can be infectious and it only takes one employee to poison an entire office.

 If left unchecked, it can actually cripple a company, regardless of its size.

“The most common examples of morale issues are the hardest to discern and potentially the most dangerous,” 

says Laura T. Kerekes, chief knowledge officer at human resources consulting company, Think HR. “It’s where employees are physically present on the job but not engaged emotionally.”

Once morale becomes an issue, companies are apt to experience productivity problems that can hurt the bottom line. 

For instance, workers may take more time off, take longer to complete assignments and spend more time gossiping about the wrong doings of the company or supervisor, says Kerekes. If the situation isn’t corrected, really disgruntled employees may engage in workplace sabotage and even violence.

But a company doesn’t have to let it get that far. Taking a few proactive steps will ensure low morale doesn’t become a company-wide issue.
“If low morale is present managers have

to take a really proactive stance on it and have to identify the cause,” says Paul McDonald, senior executive director of Robert Half International. “If you don’t address it, it takes on a life of its own and sends the rumor mill into overdrive.”

According to human resources experts, good managers will always have their pulse on the morale of his or her employees and will be able to know immediately if morale is starting to dip. But knowing and doing are two different things, which means if a company wants to prevent the low morale from spreading, they have to address it head on with the employee as soon as they get a whiff of it.
“Having the emotional intelligence and savvy to know what employees are thinking and feeling, and being able to nip issues that may have a negative impact on morale in the bud before they have a chance to spread is critical to a company’s overall success,” says Kerekes. “In my experience, morale issues get out of hand when the situation is allowed to fester and leadership is ignoring or avoiding the tough conversation in the hopes that it will correct itself.”


According to McDonald, managers need to meet with their direct reports formally and informally on a regular basis both in groups and one-on-one if they want to quickly identify any changes in morale. McDonald also says managers that go out of their way to reward employees for a job well done are less likely to suffer from morale problems than those that never reward their employees. “Many times the recognition is left to the HR department. The best managers tailor it to each person and don’t leave it up to HR,” says McDonald.


While low morale can come out of nowhere, usually when it’s widespread, it’s due to changes in the company, whether it’s a new business direction or layoffs, and a lack of communication on the topic. That’s why it’s important for the company to communicate with its employees, especially if there are big changes adrift. According to Kerekes, if managers watch for signs of low morale like reduced productivity and actively communicate what they can share about what’s happening in the business, they have a good shot of isolating the morale issues and correcting it before it gets out of hand.
If the low morale is coming from one person, experts say it’s critical that someone within the company, preferably a manager or supervisor, sits down with the person to figure out what’s going on.

The complaints may be something that is easily fixed. If the manager can’t rectify it, it’s time to get HR involved. If the company bashing still doesn’t end or the person’s work suffers the best option may be to let the disgruntled employee go. “You don’t want to jump to that conclusion first,” cautions McDonald.


Even if it’s one person that’s creating all the problems, the company shouldn’t treat the incident in isolation. Yes, the manager has to speak one-on-one to the unhappy employee but they should also assume more employees are suffering from low morale. “Even when an employee says ‘we all feel the same way,’ it is incumbent on the leader to follow up with each team member to understand the issues and to problem solve for workable solutions,” says Kerekes.

Amazon Salary and Levels

5 (Free) Background Checks To Run On A Prospective Employer

For years, employers have been able to run background checks to get the low-down on prospective employees.  Now, thanks to technology-fueled-people power (of which Glassdoor.com is a fine example), the playing field is more even.  You can get the low-down on important, but heretofore difficult-to-know-about aspects of a prospective employer.
First a bit of background.
I’m assuming that your preference is to work for a Good Company — one that is a good employer, good seller, and good steward of the community and the environment. The evidence is very clear that these good guys make more money than their less worthy counterparts.  Hence, they are more likely to grow and prosper, which means your long-term prospects are better if you’re working for a Good Company, as opposed to one of the bad guys.  And, of course, working for a company that has happy customers (and employees) is a heck of a lot more pleasant than working someplace that has unhappy customers (and employees).
So, how can you run a background check on a prospective employer?  Here are five places to look:
Overall Good Company Grade

1. The Good Company Index® grades the Fortune 100, assigning grades of A to F, baseda company’s track record as an employer, seller, and steward.
Good Employer

2. Glassr.com is a fabulous source of information on whether or not a company is a good employer.  It has anonymous employee reviews, plus lots of other information on more than 130,000 companies.
Good Seller

3. wRatings.comis a great source of information on whether or not a company is a good seller.  It ranks 4,000+ companies every week based on how well they meet customer expectations.
Good Steward

4. To check a company’s environmental track record take a look at Newsweek’s Green Rankings and the Dow Jones Sustainability Index

5. To check whether a company is a good steward of communities take a careful look at their website to see if there is evidence that they are systematically using their core capabilities to contribute to the community or society.











To Become a Better Recruiter, and recruit easily, quickly and happily, Visit Hirepuss.com now to create a campaign
   
Now Why Should You Care?
By adoption, Employers/Recruiters are offered a blast in finding that essential talent required for company growth and compatible with company culture making the process enjoyable and less time consuming. Hirepuss offers direct talent-targeting, fetching out the exact candidates you need, cutting the recruiting time in less than half.


In general, we make you more money (through having the best employees), we save you more money & ultimately, we save your time.

2013 Hirepuss.Inc. All Rights Reserved.  love what you do