Each company has its own unique culture comprised of values, surroundings, management style, delegation of power and authority, decision making latitude, work / life balance, etc. Your company culture will help you to understand what type of candidate to pursue and what questions to ask during the interview process in order to establish if there’s a culture fit.

Here are 5 tips to help you uncover if a candidate is going to fit in:

• Ask for specific examples of previous environments they have worked in and which type of environment they performed the best. For example, if your candidate is highly skilled but performs best when “solo”, they won’t last long if your culture is team-oriented.

• Find out what keeps them coming back to work besides pay. This will give you some insight as to what motivates your candidate and if they would feel inspired working for your company.

• Invite your candidate to participate in group activities or interact with your employees prior to making an offer to test whether they demonstrate those values that are important to your company.

• Ask your candidate about the qualities that he/she feels is most important to the job. If they provide you with a different list of qualities than what your position requires, it’s a red flag situation.

• Inquire as to what they know about your company. A well prepared candidate should already know a few things about your company culture. Let them tell you why they would be a good fit.

Culture-fitting enables you to better determine which candidate is best suited for your company. Keep in mind that it’s no longer just a matter of “Can do” or “Will do” but “Will fit”.

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Over the years, I have found that game changers share many similarities. They can be quickly identified by the following:

-Gainfully employed and usually not job hunting
-Well known in the industry
-High Impact to their company’s bottom line
-Airtight references and proven track records
-Extremely driven and get the job done at any cost

Hiring game changers requires a recruiting process that is unique and capable of attracting them to your company. The usual applicant screening and interview process won’t work. Hiring Managers have to change their mindset and approach to capture this type of talent. Consider taking the following steps:

• Strengthen your company image. It’s important to increase your visibility, build trust, and confidence that your company is solid and THE place to work.  Sell them on why your firm outpaces the others and how they will have an integral role. A Game Changer needs a “WOW” factor before even looking at your job. 
• Understand the difference between an applicant and recruited candidate. The Game Changer did not apply for a position at your company.  You recruited them.  Therefore, they expect and require a tailored and painless recruiting process that requires little of their time and meets all of their expectations.
• Be flexible with job requirements.  An ordinary job opportunity would not be of interest to this high level recruit. Research what factors get attention on their “short list” of opportunities to consider.  Customize and build the position with their input. Include their desired degree of independence, the extent of their authority, the ability to build their own team and select projects.
• Be creative with compensation and benefits. Expect that the Game Changer is receiving attractive offers from other companies as well as counteroffers from their current firm. You need to proactively research what that counteroffer is likely to be and to prepare a compelling strategy to overcome it.
• Contact a professional and highly respected recruiting firm. Work in partnership with a professional recruiter to help facilitate an introduction to a Game Changer. In addition, a great recruiter will help you by developing a capture strategy and offering negotiation assistance. They will also help you land this talent in the shortest time possible and provide support during the transition phase.

If you want to recruit the best talent for your company, you need to implement game changer recruiting strategies before your competition does.

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Detroit — A former payroll manager for Detroit Public Schools was sentenced Thursday to 24 months in prison for defrauding the district of hundreds of thousands of dollars by writing payroll checks to dead employees and another who was receiving disability payments.

From The Detroit News: http://www.detnews.com/article/20100910/SCHOOLS/9100421/1409/METRO

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More: http://tinyurl.com/23cvxv7

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“I said, ‘You’re kidding me,’ Byrd recalls telling the BP official.

Now, Byrd says, that lack of screening has resulted in a convicted sex offender being charged with raping a co-worker.

More

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The first 90 days are the most critical for a new hire. Odds are you will spend this time evaluating your decision to hire this person and your new employee will spend time evaluating the organization and deciding whether to stay. Why not make it a smooth and positive transition for all parties? This is where a well-designed on-boarding plan begins. Here are a few suggestions:

• Prior to the start date, maintain frequent contact and provide any company information that will help welcome your new hire. Establish a connection early on so that you can start building a relationship of trust. Let them know that you are excited and prepared for their arrival.
• On the very first day, lay the foundation for employee productivity and help new hires to develop their expectations for the company. Be ready to provide all tools and resources necessary to be successful on the job, i.e. laptop, cell phone, PDA, etc.
• Have a welcome team in place but make sure the right people are telling the company’s story. Involve your top performers in the orientation and training process. Encourage your new hire to get to know the people and company culture. Probably 95% of firings are the result of failing to “fit in”.
• Deliver what you promised during the recruitment phase. Nothing is worse than changing the rules of the game after it started. Within the first 45 days, take time to review the original job description. Determine whether it is still on track. If the position veered, it’s time to create a real-world job description that you both agree on or there’s a high risk that you will lose your new hire.
• Demonstrate your commitment to on-going training, team building and a positive work environment. This will send the message that your organization provides more than a place to work. It should touch the very heart of what motivates employees to continue to work.
• Giving and getting feedback is a continuous process. Therefore, schedule regular information sharing sessions and accept honest feedback without repercussions. Come across as an ally not an adversary. Your new hire may have some great ideas and insights but needs to feel comfortable when expressing them. This is also a good time to reiterate that your goal is to help them succeed. Remember a star performer makes you look good as well.

An effective on-boarding plan sends the right message and makes a great first impression. It defines your organization as one that provides a healthy environment with exceptional opportunities for employees. In turn, energized and enthusiastic employees are a great return on investment due to faster performance development, reduced turnover, greater job satisfaction and improved productivity.

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Starting in late June 2011, to coincide with the start of the third quarter and software updates, SSA will:

• no longer issue SSNs based on geography (state and local area).
• issue SSNs with the number “8” in position 1.
• include all possible SSNs with the number “7” in position 1. Currently SSNs starting with a “7” are  reserved for certain states and other specific groups.
• freeze the high group list, which means numbers above a certain level won’t be issued.

W-4s will now have numbers you’ve never seen. So it’s more important than ever to use the Social Security’s Consent Based Social Security Number Verification Service for verification purposes.

Using these ranges of numbers will allow SSA to continue issuing SSNs for approximately the next 30 years without making any changes, SSA’s Chuck Liptz told attendees of the American Payroll Association’s Annual Congress in Washington, DC.

SSA still won’t issue SSNs beginning with a “9,” “666” in positions 1-3 or SSNs with “000,” “00” or “0000” in the first, second or third positions, respectively.

Because the majority of new cards issued each year are to newborns, you may not see any of these new numbers any time soon – unless they are fraudulent!

For more information about Social Security Number validation, please visit http://www.safeguardcertify.com .

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 While shortages already have begun to appear in certain areas including Public Safety and Technology, most enterprises have failed to plan for the projected worker shortage. Now is the time for your company to put a plan in place.

 Here are 5 suggestions to help hiring managers win the future talent war:

 1) Hire with long-term business objectives in mind.  Don’t just hire for current company needs but look toward future growth and know what you need in a candidate. A sound hiring system includes an outline of required competencies i.e. skills, motivations, behaviors, etc. for the current job as well as a future career track. Unless you define these competencies, it’s easy to make poor hiring decisions.

 2) Have realistic expectations for candidates. Don’t be afraid to aim high but be realistic as to the type of candidate your company is able to attract and retain.  Every company wants the “A” player but it takes an “A” company to capture and keep their attention. In addition, don’t create an unrealistic job that no one could possibly fill.

 3) Review and revise employee retention policies. To retain top talent, take time now to focus on such things as flexible work schedules, training and career development opportunities, attractive and consistent wages and rewards, full benefit plans, recognition of accomplishments, etc.

 4) Decide what sets your company apart and market it. Recruiting and retaining top talent becomes easier when your company is known as THE place to work. Identify the reasons why a star player would choose to work at your firm and then aggressively spread the word.

 5) Don’t count them out. Consider setting up tailored programs for older workers in order to retain their experience and skill. Take into account a phased retirement program, job sharing, part-time and consulting work.

 Companies can no longer afford to be short-sighted and only concerned with short-term results. To stay viable and competitive, now is the time to think about your workforce 5 years from now.

Contact David Peterson, Managing Partner, Direct Recruiters, Inc.:440-248-3370 x111, dave@directrecruiters.com  www.directrecruiters.com

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