Category Opinion and View

Recruiting can be harsh

The first letter arrived, as Mark Fisher recalls, on a Tuesday in spring 2005 when he was a rising junior.

It was from Michigan.

By the time he completed his senior season, there had been hundreds, perhaps thousands.

He never knew that so many people had so much to say to high school football player. Or so little.

Ahhh, the letters. They¡¯re the first step in an odyssey that leads to the fulfillment of a dream for a young man who aspires to play college football.

Beyond those letters, brochures, et cetera, are e-mails, text messages and, of course, telephone calls. So many, in fact, that it¡¯s impossible to keep up with who is writing, who is calling, who is texting. It is all part of football recruiting.

The payoff for colleges was Wednesday ¡ª national signing day ¡ª when high schools seniors signed letters declaring where they¡¯ll play at the next level. For recruits with enough recruiting service stars attached to their name, it is quite the process. Charlie Weis, Steve Spurrier, Phillip Fulmer, Lloyd Carr ¡ª icons of the coaching profession ¡ª practically beg them to sign with their school.

Change in plans

That wasn¡¯t exactly the way recruiting played out for Fisher. The Goodpasture senior lineman signed on Wednesday. He will be a Middle Tennessee State Blue Raider in the fall. He knows there is nothing wrong with that. He also understands that if he works hard and develops as he hopes, the road to professional football could just as easily go through Murfreesboro as Ann Arbor. And, today he understands that recruiting isn¡¯t always a storybook process.

¡°The letters are nice, and you get excited about them when you get your first one,¡¯¡¯ Fisher said. ¡°It gets your hopes up because it makes you think that someone thinks you are good enough to play at the next level. Really, until you are offered (a scholarship), the letters don¡¯t matter. And even then, you know you¡¯ve got a lot of work to do. You don¡¯t work and you know that the letters from Notre Dame and Michigan won¡¯t be coming anymore.¡±

Fisher¡¯s a 6-foot-4, 260-pound lineman with 4.8-4.9 speed in the 40-yard dash. Adequate size. Acceptable speed. Add in excellent character, and it would seem he was tailor-made for a big-time scholarship. Yet, offers seldom came.

¡°Outside of Patrick Turner ¡ª and he was rated as high as anyone in the nation ¡ª Mark was probably the most recruited football player we¡¯ve ever had here,¡± Goodpasture Coach David Martin said. ¡°It seemed like everyone wanted him at one time. Then, there seemed to be a sudden drop in interest. No one has ever explained why.¡±

As a veteran coach, Martin knows the recruiting routine by heart.

¡°The first two questions a recruiter asks are: ¡®What kind of grades does he have?¡¯ and ¡®Can you send me some tape on him?¡¯ After that, when a recruiter comes to the school, the first words you hear are, ¡®Who else has offered?¡¯¡± Martin said. ¡°It¡¯s almost like no school wants to be the first to offer unless it is absolutely sure that someone it plays against is offering, too.

¡°I am convinced that Mark would be successful in the SEC. He has the intangibles, especially character and work ethic. MTSU got a steal.¡±

Family involvement

While Golden Tate of Pope John Paul II became the darling of recruiters who canvassed Middle Tennessee this past fall, the recruitment of Fisher was more typical of what many potential college players experience. The process is akin to a carnival thrill ride for the family and the recruit with as many highs as lows.

¡°It was an emotional roller coaster for Mark, my husband Terry and me,¡± said Rosemary Fisher, Mark¡¯s mother. ¡°Sometimes a college coach is telling you just what you want to hear, especially on the phone.

¡°When they come to your house and you see them face to face, you can look in their eyes and tell that they¡¯re lying to you and making things up. As a parent, you want to protect your child.¡±

Mark Fisher said his college dream began when he was 5 or 6, playing youth football. It permeated his family.

¡°When you have a son that you watched since the day he was born, you want what your child wants,¡± Terry Fisher said. ¡°When the recruiting starts, the pressure begins to build. It gets very costly with camps and campus visits, and you get on edge. All you want is what is best for your child, and for us, a good education was the first priority.¡±

Mark¡¯s recruitment included official and unofficial visits to Michigan, UT, Louisville, Mississippi State and Mississippi, among others. Some never offered. He put others on hold, perhaps too long.

¡°So many times in recruiting, you find a player you like, but all of a sudden, you find someone you like better,¡± MTSU Coach Rick Stockstill said. ¡°That¡¯s how some guys can go from being really hot in the spring, summer or even the first of the fall.¡±

He got offers from Vandy, Mississippi State, Louisville and Ole Miss last fall.

¡°Mississippi State was the first one to offer,¡± Fisher said. ¡°I was bouncing-off-the-wall happy.¡±

Yet, he did not take any offer immediately. Trying to be judicious, he hesitated.

Those schools that offered Fisher initially could not wait. The schools had made commitments to others with what had been Fisher¡¯s scholarship.

¡°MTSU may not be where I thought I was going several months ago, but I feel very, very comfortable with the school and the coaching staff,¡± Fisher said.

¡°Some of the coaches at some of the schools ¡ª I felt like they misled me. I think I could tell when they were fibbing. I hope I may get to play in the NFL someday, but I know the most important thing is go get an education and enjoy the experience of playing college football. That¡¯s what I¡¯m looking forward to doing now.¡±

Job market remains a puzzle

Positions go unfilled despite pool of available talent, experts say

It¡¯s become a real job trying to figure out today¡¯s job market.

Consider these colliding trends: U.S. businesses increasingly say they can¡¯t find the skilled workers they need, while millions of skilled workers say they can¡¯t find a job.

Drill down on the subject, and you¡¯ll find a myriad reasons for the disconnect.

Employers often argue that advancing technology has left gaps between work demands and the skills most job seekers possess. Critics say corporations have become overly picky and cost-conscious when recruiting.

Columbus resident Darrell Rathburn is one of the many caught up in this whirlwind.

Even though he has a master¡¯s degree in computer science and decades of experience working for Fortune 500 companies, he quit his job search after two years of looking.

“I decided to throw in the towel and accept the fact that I was involuntarily retired,” he said.

In central Ohio, 68 percent of businesses said they couldn¡¯t fill jobs because they couldn¡¯t find people with the right skills or work experience, according to Community Research Partners a nonprofit economic research group in Columbus.

Yet, about 28,000 workers in Franklin County ¡ª many with education, experience and technical skills ¡ª can¡¯t find a job. Nationally, 8.1 million people are unemployed.

Job-seekers are scratching their heads.

Louise Karl holds a doctorate in biotechnology, has years of lab experience and has had research published in prestigious journals. She¡¯s been looking for full-time work for six years.

“There is no skill shortage,” she said. “I probably know 20 people with Ph.D.s in biology, chemistry, et cetera, and none of them can even get an interview.”

Karl might be on to something.

Some employment experts agree that there is no skill shortage. At least not on the scale that many business and trade groups are claiming.

Businesses have created an “artificial” talent shortage with shortsighted employment practices and inefficient use of the existing work force, said Norman Matloff, computer science professor at the University of California-Davis, in testimony to Congress about technology labor shortages.

The underlying driver is money.

“When a business says shortage, they really mean they are finding it difficult to obtain labor at the wage they are accustomed to paying,” said Richard DeKaser, chief economist at National City Bank.

Ohio businesses are definitely “not willing overall to pay for skills that are in short supply,” said Kathlene Tarsitano, general manager of Express Personnel Services, a staffing and recruiting company in Columbus.

About 23 percent of central Ohio employers said they had difficulty filling jobs because of the pay they were offering, according to Community Re- search Partners.

Industry doesn¡¯t apply the “basic laws of supply and demand to salaries,” said Paul Kostek, former president of the Institute of Electrical and Electronic Engineers.

A company that underpays “will sit around and wonder why they can¡¯t find people and say it must be due to a skill shortage,” he said.

Businesses are trying to lure people with perks other than money, said Stacey Jarret Wagner, managing director of the National Association of Manufacturer¡¯s Center for Workforce Success.

“Small manufacturers often can¡¯t pay ¡®big company¡¯ wages,” she said. So they “offer alternatives such as being a great place to work, flexible hiring practices, or access to training.”

Usually those efforts fall flat, especially if companies bank on retirement accounts and health insurance to lure talent, Tarsitano said. “Workers expect companies to offer those things.”

But employers who offer more generous benefits seem to be avoiding skill shortages altogether. Ohio Health, which runs eight hospitals including Grant Medical Center and Riverside Methodist, launched a program in 2002 to pay 100 percent of nursing-school tuition costs for its full- and parttime employees.

“It¡¯s been a great recruiting tool, especially as the cost of college tuition has risen,” said Jon Joffe, Ohio Health¡¯s vice president of human resources.

Even though Ohio had a shortage of 5,000 nurses last year, Ohio Health hasn¡¯t had trouble filling positions.

Attracting skilled workers “boils down to how you treat employees,” Joffe said. Industries that “don¡¯t develop a reputation for treating people well will always struggle to attract the work force it needs.”

Benefits are only part of the equation. Hiring practices also can exacerbate the skills gap.

Many companies are likely to shy away from older workers, even if someone has the skills they are looking for, said Robert Heneman, human resources expert at Ohio State University.

Older workers command higher salaries, and companies fear they will add to the company¡¯s health-care costs, he said.

It¡¯s treading the fine line of age discrimination, which is illegal, yet some workers say age is the only thing standing between them and a job.

“If (an employer) looks at your resume and gets the idea you are over 40, it¡¯s gone,” Karl said.

Businesses also have grown pickier.

“Companies are very rigid in who they are going to hire, and it¡¯s gotten steadily worse,” Tarsitano said.

“They would rather go with nobody than someone with comparable and transferable skills that they could train. They¡¯ve cut their pool of applicants to none.”

Employers are “seeing black and white, and they aren¡¯t making any consideration of an individual¡¯s potential,” she said. “They¡¯re hung up on this vision of the perfect person.”

Being “smart people who can learn” is no longer enough to get you in the door, Kostek said.

Why? Training budgets have been replaced with a “hit-theground-running attitude,” Heneman said.

Companies spend 50 times more recruiting a candidate than they do training them after they¡¯re hired, according to Deloitte Research. Only 37 percent of central Ohio companies provide general skills training beyond an initial orientation.

“It¡¯s the textbook way to manage talent,” Heneman said. “Companies don¡¯t want to pay to give employees skills they can take to another employer.”

But the gap between jobseekers and employers isn¡¯t all the result of human-resource changes.

“The economy has changed structurally” since 2000, DeKaser said.

Globalization and outsourcing have moved more blue- and white-collar work overseas. India and China have upped competition for U.S. businesses. And companies need fewer people to do more work, because of significant increases in productivity from mechanization and technology, said Bill Lafayette, vice president of economic analysis with the Columbus Chamber.

In 1997, the average American worker produced $70,200 worth of work as a share of gross domestic product. In 2005, it was $82,700.

Businesses say the skill shortage is, in fact, very real, and is caused by many of the same rapid technological advances that boosted worker productivity.

Many unskilled manufacturing jobs have been replaced with jobs requiring advanced math and computer skills, according to the National Association of Manufacturers.

The group said 90 percent of manufacturers are suffering from a shortage of skilled workers such as machinists and technicians, in part because of trouble recruiting young workers to replace skilled retirees.

At a biotechnology conference last fall, Ben Venue Laboratories in Bedford and Amylin Pharmaceuticals in Cincinnati said they had trouble recruiting workers, including senior-level scientists. In the past year, about 50 biotech companies moved to or were formed in Ohio.

The U.S Department of Education estimates only 20 percent of the U.S. population will have the skills needed to perform 60 percent of the jobs in coming years.

Central Ohio employers expect shortages in health care, information technology, architecture, engineering, sales, and business and financial operations in the next year.

Even so, these jobs will only yield a small number of openings every year. Occupations with lower pay and fewer skill requirements will provide significantly more jobs, according to the Ohio Department of Job and Family Services.

For instance, for every one job opening for a network systems data analyst, Ohio will have 20 openings for retail salespeople.

Still, skill shortages do pose a real risk to businesses, and maybe more so in the future, Lafayette said.

“All of the baby boomers are eventually going to go away, and there¡¯s a much smaller group of folks coming through the pipeline to replace them,” he said. “The real shortage hasn¡¯t happened yet.”

10 Things That Will Get You Fired

After spending weeks — or months — diligently looking for the perfect job, the last thing you want is to be forced back onto the job market.

A few wrong steps, however, and you might see a pink slip before a paycheck. If you want to guarantee your spot in the unemployment line, try some of these moves:

1. Don’t bother learning what’s expected of you.
Sit down with your manager and make sure you understand exactly what your job entails, your deadlines and any relevant department policies. This eliminates ambiguity and ensures you’ll know how your performance measures up.

2. Learn to say, “That’s not part of my job description,” and use it frequently.
Everyone needs to set limits, but doing only the bare minimum sends a clear message that you’re just interested in a regular paycheck. Sooner or later, your boss will start looking for someone willing to take more initiative.

3. Go shopping in the supply closet.
While you’re at it, run a few errands with the company car and pad your expense report. Stealing from the company is one of the best ways to guarantee your immediate dismissal.

4. Abuse company technology.
Think your boss won’t notice that you spend more time instant messaging your friends than you do working? Think again. Most companies monitor all their employees’ e-mails and Internet usage — and that includes what you do with your laptop after hours. Never use your company computer for anything illegal or X-rated.

5. Complain about your job to anyone who will listen.
Whether your pay is too low, the work is drudgery or you think your boss is an idiot, be careful of who hears you complain. If it gets back to your boss, she may just put you out of your misery.

6. Forget teamwork — look out for No. 1.
No one wants to work with an arrogant employee who steals ideas or an egotistical worker who demeans others. Helping your co-workers doesn’t make you a pushover, it makes you smart. Likeable employees move up the company ranks more quickly, and your colleagues will be more likely to help you find leads when you launch your next job search.

7. Bring your personal life to work.
It’s inevitable that personal business is going to pop up during work hours. But keep in mind that cubicles don’t lend any privacy, so the whole office can hear — and are distracted by — you making that appointment with your waxer. Keep personal calls and errands to a minimum during work hours.

8. Consistently work “abbreviated” workdays.
Want to show your boss how little you care about your job or career progress? Regularly come in late and leave early. After all, if you can’t be trusted to show up on time, how can your boss trust you with more responsibility?

9. Treat deadlines more like guidelines.
When you procrastinate, everyone suffers. Your missed deadlines reflect poorly on you and your boss, and they delay everyone else on the project, since they can’t finish their work until you do yours.

10. Operate the gossip mill.
While you can’t avoid office gossip completely, don’t get caught spreading it. Think about it: Do you really want hurtful or untrue rumors to be traced back to you? And remember: A few martinis are no excuse for getting loose-lipped.

Survey: Job Seekers are Stretching the Truth

There’s marketing yourself on your r¨¦sum¨¦, and then there’s flat-out lying. Many job seekers are crossing the line.

Although just 5 percent of workers actually admit to fibbing on their r¨¦sum¨¦s, 57 percent of hiring managers say they have caught a lie on a candidate’s application, according to a CareerBuilder.com survey. Of the hiring managers who caught a lie, 93 percent didn’t hire the candidate.

When r¨¦sum¨¦ inconsistencies do surface during background checks, they raise concerns about the candidates’ overall ethics. Forty-three percent of hiring managers say they would automatically dismiss a candidate who fibbed on their r¨¦sum¨¦. The rest say it depends on the candidate and situation.

Stretched dates to cover up employment gaps is the most commonly-caught r¨¦sum¨¦ lie, with nearly one-in-five hiring managers saying they have noticed this on a candidate’s application. Other top r¨¦sum¨¦ lies include:

Past employers (18 percent)

Academic degrees and institutions (16 percent)

Technical skills and certifications (15 percent)

Accomplishments (8 percent)

Reasons for lying range from the innocuous (not being sure of the exact employment dates) to the more sinister (intentionally being deceitful to get the job). To ensure your r¨¦sum¨¦ is accurate but still portrays you in the best light, heed these tips:

If you don’t have much formal experience… Highlight any activities or coursework that could be relevant to the position. Volunteer activities, part-time jobs and class projects can all provide transferable skills and training.

If you didn’t quite finish your degree… Do not indicate on your r¨¦sum¨¦ that you graduated. Instead, name the university and list the years in which you attended.

If you were out of work… Don’t stretch the employment dates to cover the gap. Instead, keep the dates accurate and address the gap in your cover letter. Be sure to mention any classes you took or volunteer work you performed during this time to keep your skills up-to-date.

If your company uses unfamiliar titles… This is one of the only circumstances in which it’s acceptable to change your title to something more recognizable. For example if your title was “primary contact,” and you performed the duties of an administrative assistant, you can clarify your title by writing “Primary Contact/Administrative Assistant.” Giving yourself a promotion to “office manager,” however, crosses the ethical line.

Behavioral and Performance Interviewing for Sales Achievers

If you are a CEO or a sales manager and you’re in the process of interviewing top sales talent, you probably have been trained on standard behavioral interviewing techniques which are used to make sure that you are getting to the heart of a candidates past behaviors as to predicting future performance. The other critical component that’s probably even more important is to make sure that in your behavioral interviewing process, you’re integrating performance based interviewing questions that really get to the heart of whether or not a candidate has the track record of consistent achievement that is an accurate predictor of their ability to achieve their sales goals once they come to work for you.

Performance based interviewing means that you need to integrate a number of specific measurements of metrics into the actual questions that you ask to a sales interviewee. Those include providing a summary of sales achievements by year against their actual quota, and then moving upstream from there to look at their activities in terms of daily and weekly customer visits, call counts proposals delivers, face to face customer visits, percentage time spent at the sea level versus at the front line decision maker level, etc. A good sales candidate should be able to rattle off these types of measures from previous positions.

Performance based interviewing also means that you’re going beyond just asking a person how they faced and won in a difficult sales challenge. What it translates to is asking the candidate how they’ve consistently beat their sales goals. Those are the kind of people that you’re looking to hire anyway, and by asking performance based questions, you’ll have a much better chance of weeding through a pile of resumes and a pile of potential candidates to get to those true top performers. After all, the true top sales producers, those who are in the top five percent of their class, can outsell the next ten to twenty percent of sales people by a factor of two fold. So why wouldn’t you invest in hiring only the best?

Job Search in Overdrive

At the beginning of the New Year, we urged candidates to get their searches started off right. With the New Year comes new hope and the realization that there might be a better job out there. Well, as the first month of 2007 draws to a close, recruiters need to prepare themselves for the onslaught of candidates who are ready to take the necessary steps to find the right position. We¡¯re now in the midst of what is generally the busiest season for recruiters:

¡±We¡¯ve always seen a spike in activity throughout January as people resolve to build a better life in the New Year. But it seems this is compounded by the poor weather and in particular the lack of daylight at this time of year, which contributes to a poor sense of wellbeing. It seems depression is the motivating factor for many a job search: ¡®I¡¯m unhappy = perhaps a new job might make me happy¡¯ seems to be the train of thought.¡± (From Recruiter Magazine)

It¡¯s not just depression that leads quiet and active candidates to move their searches into high gear at this time of year. Bonus structures, vacation time, and advancement opportunities are often determined by where you are and how you¡¯re doing in the early months of the year. So, as things pick up, it¡¯s important for recruiters to communicate with candidates and hiring managers in order to make the right match. It¡¯s also important to realize that you might be inundated with even more resumes than usual, which means you¡¯ll need to spend a little extra time responding to candidates.

For candidates, realize that the market can be a little flooded right now. This doesn¡¯t mean you shouldn¡¯t get involved. It just means you need to be as prepared as you possibly can:

¡±We all know that your resume is key to your job search. January is a great time to make sure it is up-to-date.

¡±Think about your target job, employer, and overall market. Make sure your resume is tailored to the outcome you want. Include industry key words and format your resume according to any industry standards.¡± (From Job Tuition)

Take the time to get your materials in order and to do the research that will help you better understand what specific companies are looking for and what you have to offer them.

As always, good luck to all involved as the job search heats up.

A Sample New-Hire Survey

One 31-question survey used by Ceridian for its employees. Questions include “How satisfied are you with how the job was described during the interview process compared to what you are actually doing?”
——————————————————————————–

As part of a solution to deal with employee turnover, Ceridian¡¯s HR department saw an opportunity to increase employee satisfaction and retention and improve its staffing processes. The staffing department created a quarterly survey in (below) to help gather information from each new hire regarding their satisfaction of the hiring process, training, impression of manager, and orientation.
——————————————————————————–

We appreciate your feedback on this brief survey to help us understand what we¡¯re doing well, and what we need to improve regarding: the interview process, new hire introduction, new hire training, and job specific satisfaction.

The survey has 34 questions and will take you 10 to 15 minutes to complete. Your answers will be kept completely confidential.

Section 1 – Pre-Employment

1. How were you recruited to Ceridian?
Employee Referral
External Recruitment Agency
Ceridian Staffing Department
Re-hire
Worked for previous customer
Other

2. How satisfied were you with the number of on-site interviews with Ceridian?
Extremely Satisfied
Very Satisfied
Somewhat Satisfied
Dissatisfied
Very Dissatisfied

3. If dissatisfied, please tell us how many interviews were conducted: _________

4. How satisfied were you with the organization and scheduling of your interviews?
Extremely Satisfied
Very Satisfied
Somewhat Satisfied
Dissatisfied
Very Dissatisfied

5. How satisfied were you with the explanation of Ceridian¡¯s benefit program?
Extremely Satisfied
Very Satisfied
Somewhat Satisfied
Dissatisfied
Very Dissatisfied

6. How satisfied were you with the length of time it took from the time you applied to the time you were hired?
Extremely Satisfied
Very Satisfied
Somewhat Satisfied
Dissatisfied
Very Dissatisfied

7. During the interview process, did you receive a folder with company information?
Yes
No

8. Overall, how satisfied were you with Ceridian¡¯s interview process?
Extremely Satisfied
Very Satisfied
Somewhat Satisfied
Dissatisfied
Very Dissatisfied

Section 2 – New Hire Introduction

9. Do you work virtual (off-site)?
Yes
No

10. How did you receive your “first day” new hire orientation?
Teleconference conducted by Ceridian Human Resources associate
On-site
Did not receive ¡®first day¡¯ orientation. If so, skip to question #14

11. How satisfied are you with the first day new hire orientation?
Extremely Satisfied
Very Satisfied
Somewhat Satisfied
Dissatisfied
Very Dissatisfied

12. How satisfied were you with the welcome you received from your department?
Extremely Satisfied
Very Satisfied
Somewhat Satisfied
Dissatisfied
Very Dissatisfied

13. How satisfied were you with the knowledge and skill of your assigned mentor or co-worker?
Extremely Satisfied
Very Satisfied
Somewhat Satisfied
Dissatisfied
Very Dissatisfied
N/A

14. How satisfied are you with your manager¡¯s ability to lead and provide direction to you?
Extremely Satisfied
Very Satisfied
Somewhat Satisfied
Dissatisfied
Very Dissatisfied

15. How satisfied are you with the necessary tools (i.e. computer, phone, etc.) provided to complete your job?
Extremely Satisfied
Very Satisfied
Somewhat Satisfied
Dissatisfied
Very Dissatisfied

16. How satisfied are you with the time it took to receive your benefits package?
Extremely Satisfied
Very Satisfied
Somewhat Satisfied
Dissatisfied
Very Dissatisfied

17. How satisfied are you with the benefits automated enrollment process?
Extremely Satisfied
Very Satisfied
Somewhat Satisfied
Dissatisfied
Very Dissatisfied
Section 3 – Training

18. When you were hired, what percentage of your skills matched those required to perform your job?
100% Match
80% Match
50% Match
20% Match
No Match

19. How satisfied are you with the computer-based new hire orientation training?
Extremely Satisfied
Very Satisfied
Somewhat Satisfied
Dissatisfied
Very Dissatisfied
N/A

20. How satisfied are you with the flexibility and ease of completing the computer-based new hire orientation training?
Extremely Satisfied
Very Satisfied
Somewhat Satisfied
Dissatisfied
Very Dissatisfied
N/A

21. How satisfied are you with the job-specific training opportunities provided by the Learning and Development Organization?
Extremely Satisfied
Very Satisfied
Somewhat Satisfied
Dissatisfied
Very Dissatisfied
N/A

22. How satisfied were you with the assistance of your manager in completing your training?
Extremely Satisfied
Very Satisfied
Somewhat Satisfied
Dissatisfied
Very Dissatisfied

23. How satisfied were you with the availability of your mentor or co-worker to assist you in completing your training?
Extremely Satisfied
Very Satisfied
Somewhat Satisfied
Dissatisfied
Very Dissatisfied
N/A

24. How satisfied are you with the length of time given to complete training during work hours?
Extremely Satisfied
Very Satisfied
Somewhat Satisfied
Dissatisfied
Very Dissatisfied
Section 4 – Job Specific

25. How satisfied are you with how the job was described during the interview process compared to what you are actually doing?
Extremely Satisfied
Very Satisfied
Somewhat Satisfied
Dissatisfied
Very Dissatisfied

26. How satisfied are you with the review of Ceridian¡¯s Performance Management Process with your manager?
Extremely Satisfied
Very Satisfied
Somewhat Satisfied
Dissatisfied
Very Dissatisfied
N/A

27. How satisfied are you with the review of Ceridian¡¯s goals and objectives explained by your manager?
Extremely Satisfied
Very Satisfied
Somewhat Satisfied
Dissatisfied
Very Dissatisfied
N/A

28. Considering everything, how would you rate your overall satisfaction with Ceridian at this time?
Extremely Satisfied
Very Satisfied
Somewhat Satisfied
Dissatisfied
Very Dissatisfied

29. Would you recommend Ceridian as a good place to work?
Strongly Agree
Agree
Neither Agree or Disagree
Disagree
Strongly Disagree

30. What recommendations do you have that would improve the new hire process?

31. Please share any additional feedback or recommendations you may have.

Career:What Do I Want to Be When I Grow Up?

One of the biggest issues that I see business professionals face day in and day out is: what do I REALLY want to do? If you’re early in your career, you may think you can play the field, try on a few jobs or careers before settling down. But job searching and career planning isn’t exactly like dating. Not taking an active interest in planning what comes next may just leave you permanently behind your peers.

You see, the longer you test the waters, hesitate or fool around, the mre others are getting experience and getting ahead. And it isn’t just about the competition. The more you play the field, the bigger impact your job “first dates” and job “break-ups” will have on your relationships, your confidence and your success.

The best part? Planning isn’t even that hard. Let me help you start attacking that New Year’s resolution to help you figure out what you want to do with your life:

1) Commit two hours
2) Try creating your own personal Career Model
3) Use the model to start a job search

It may seem like it’s more fun to surf Facebook, listen to your i-Pod or search your college town for the best sushi. But I promise you’ll thank me later for making me, make you, get off your butt now.

– Susan Strayer is an HR and business professional, and former career coach, recruiter and hiring manager who has worked with hundreds of Fortune 500 companies. She is the author of The Right Job, Right Now now available from St. Martin’s Press.

Job trends for the new year

By Matt Ferguson
CEO, CareerBuilder.com
Adjust font size:
Editor’s note: CNN.com has a business partnership with CareerBuilder.com, which serves as the exclusive provider of job listings and services to CNN.com.

(CareerBuilder.com) — Is finding a new job on your list of New Year’s resolutions? The market may be in your favor.

Recent reports from the U.S. Labor Department indicate that while the expansion of the U.S. economy is slowing, it is doing so at a reasonable pace, and inflation has steadied.

A moderated, yet stable, job market is expected to carry over into 2007 with gains that will remain strong enough to keep the unemployment rate in check.

University of Michigan economists predict the United States will create 1.5 million jobs in the next 12 months.

According to CareerBuilder.com’s annual job forecast, 40 percent of hiring managers and human resource professionals operating in the private sector report they will increase their number of full-time, permanent employees in 2007, compared to 2006. Eight percent expect to decrease headcount while 40 percent expect no change. Twelve percent are unsure.

Employers are expected to become more competitive in their recruitment and retention efforts in the New Year as the pool of skilled labor shrinks and productivity growth plateaus. Forty percent of employers report they currently have job openings for which they can’t find qualified candidates.

This bodes well for workers who are likely to benefit from more generous job offers, more promotions, more flexible work cultures and other major trends identified for 2007:

No. 1: Bigger Paychecks
To motivate top performers to join or stay with their organizations, employers plan to offer better compensation packages.

Eighty-one percent of employers report their companies will increase salaries for existing employees. Sixty-five percent will raise compensation levels by 3 percent or more while nearly one-in-five will raise compensation levels by 5 percent or more.

Nearly half of employers (49 percent) expect to increase salaries on initial offers to new employees. Thirty-five percent will raise compensation levels by 3 percent or more while 17 percent will raise compensation levels by 5 percent or more.

No. 2: Diversity Recruitment — Hispanics Workers in Demand
Understanding the positive influence workforce diversity has on overall business performance, employers remain committed to expanding the demographics of their staffs.

With the Hispanic population accounting for half of U.S. population growth since 2000, according to the U.S. Census Bureau, and buying power growing 8 percent annually, one-in-ten employers report they will be targeting Hispanic job candidates most aggressively of all diverse segments.

Nine percent plan to step up diversity recruiting for African American job candidates while 8 percent will target female job candidates. Half of employers recruiting bilingual employees say English/Spanish-speaking candidates are most in demand in their organizations.

No. 3: More Flexible Work Arrangements
Work/life balance is a major buzzword among U.S. employers as employees struggle to balance heavy workloads and long hours with personal commitments.

Nineteen percent of employers say they are very or extremely willing to provide more flexible work arrangements for employees such as job sharing and alternate schedules. Thirty-one percent are fairly willing.

No. 4: Rehiring Retirees
Employers continue to express concern over the loss of intellectual capital as Baby Boomers retire and smaller generations of replacement workers fall short of labor quotas.

One-in-five employers plan to rehire retirees from other companies or provide incentives for workers approaching retirement age to stay on with the company longer.

No. 5: More Promotions
With the perceived lack of upper mobility within an organization being a major driver for employee turnover, employers are carving out clearer career paths.

Thirty-five percent of employers plan to provide more promotions and career advancement opportunities to their existing staff in the New Year.

No. 6: Better Training
In light of the shortage of skilled workers within their own industries, the vast majority of employers — 86 percent — report they are willing to recruit workers who don’t have experience in their particular industry or field, but have transferable skills.

Seventy-eight percent report they are willing to recruit workers who don’t have experience in their particular industry or field and provide training/certifications needed.

No. 7: Hiring Overseas
Companies continue to drive growth by entering or strengthening their presence in global markets. Thirteen percent of employers report they will expand operations and hire employees in other countries in 2007. Nine percent are considering it.

With China’s economy expanding at 10 percent annually and India’s at 8 percent, these two countries are particularly attractive to U.S. companies. Twenty-three percent of employers recruiting overseas report they will hire the most workers in China and 22 percent will hire the most in India.

Survey Methodology

This survey was conducted online by Harris Interactive on behalf of CareerBuilder.com among 2,627 hiring managers and human resource professionals (employed full-time; not self employed; with at least significant involvement in hiring decisions), ages 18 and over within the United States between November 17 and December 11, 2006.

Figures for age, sex, race/ethnicity, education, region and household income were weighted where necessary to bring them into line with their actual proportions in the population. Propensity score weighting was also used to adjust for respondents’ propensity to be online.

With a pure probability sample of 2,627, one could say with a ninety-five percent probability that the overall results have a sampling error of 2 percentage points. Sampling error for data from sub-samples is higher and varies. However that does not take other sources of error into account.

This online survey is not based on a probability sample and therefore no theoretical sampling error can be calculated.

Matt Ferguson is CEO of CareerBuilder.com. He is an expert in recruitment trends and tactics, job seeker behavior and workplace issues.

Employee Performance Management: What’s Gnu at the Zoo

The San Diego Zoological Society, which employs 2,600 people, this year introduced an employee performance management system whose ratings will determine managers¡¯ pay raises. It¡¯s part of an emphasis on employee accountability outlined in the organization¡¯s strategic plan.
By Todd Henneman
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or years, employee performance evaluations were a low priority at the Zoological Society of San Diego, with no uniform metrics and no consequences for ignoring appraisal paperwork sent by the human resources department.

Different versions of the one-page form were used. Managers didn¡¯t judge subordinates on goals, but on a nebulous sense of how they were doing. Some employees hadn¡¯t been reviewed in years¡ªa few of them had waited decades.

“It wasn¡¯t taken seriously, and it didn¡¯t hold any credence because there was not a pay-for-performance system here,” says Tim Mulligan, director of human resources for the not-for-profit Zoological Society, which operates the San Diego Zoo, the San Diego Zoo¡¯s Wild Animal Park and the Conservation and Research for Endangered Species scientific center. Managers received annual raises, which were essentially cost-of-living increases not linked to their performance, Mulligan says. “HR would send out a form, say, ¡®This review is due,¡¯ but then would never follow up to see that it was turned in.”

That is changing. The Zoological Society, which employs 2,600 people, this year introduced an employee performance management system whose ratings will determine managers¡¯ pay raises. It¡¯s part of an emphasis on employee accountability outlined in the organization¡¯s strategic plan, which was being finalized when the nonprofit organization hired Mulligan two years ago.

Like an increasing number of organizations, the Zoological Society, whose revenues in 2005 reached $176 million, wanted a Web-based employee-appraisal system that helps guide managers through the process and reduces rote work.

The demand for software that accomplishes this is growing. Fueled by the performance and succession management segments, the talent management software market will increase by 20 percent this year, surpassing $2.3 billion in revenue, according to an estimate by technology consultancy Yankee Group. Of 244 large and midsize organizations surveyed by consulting firm Towers Perrin, 34 percent said their spending on human resource technology increased in 2005 compared with 2004. Only 15 percent said spending decreased; the rest of the respondents said spending was flat.

This year, the Zoological Society¡¯s management team, which consists of 225 employees classified as assistant managers or higher, falls under the Web-based employee appraisal system. Next year, the practice will be expanded to include all exempt employees.

With built-in prompts for completing reviews, performance management applications standardize the format of performance reviews and free human resource professionals from the administrative tasks of reminding managers that appraisals are due. They also tend to be affordable ways to update appraisal processes, have multiple raters and enable timely feedback on performance.

Setting goals
Mulligan identified the primary objectives for the Zoological Society¡¯s new system: establish impartial employee goals directly linked to the organization¡¯s goals; include a midyear review to ensure an ongoing dialogue and to prevent end-of-the-year surprises; and require year-end reviews whose ratings will be used to determine merit increases.

Mulligan also realized his diverse workforce, which includes everyone from world-renowned scientists to teenage food-service workers, needed metrics to measure performance, as well as easy-to-use software. He created two teams¡ªone looking at vendors, the other at skills that characterized a successful leader within the organization, regardless of their department.

“We didn¡¯t want to throw this down our managers¡¯ throats,” he says of involving employees in the planning. “We wanted to have them work on and approve of it.”

The process led to performance appraisals based on two categories: goals and leadership competencies. At the beginning of the year, each manager chooses five goals, at least three of which must be linked to organizational objectives. Those goals are based on everything from guest satisfaction to revenue.

The other two goals are what Mulligan calls “wild cards”¡ªtargets pertinent to their specific area. Together, the performance goals make up 50 percent of the overall employee appraisal.

The other half comes from ratings on leadership competencies. Those were identified by 220 managers and then whittled to a list of six, each with five sub-factors. For example, the competency of “professionalism” includes scores on teamwork, communication, interpersonal relations, Zoological Society mission and customer focus.

Halogen Software of Ottawa was chosen as the vendor. Halogen has gained a reputation as an appropriate choice for midsize companies. Business-information provider Hoover¡¯s Inc. estimates that Halogen¡¯s sales reached $4.2 million in 2004. Halogen declined to disclose its current revenue but says it is profitable and has added 400 customers during the past two years. The company also says a nondisclosure agreement prevents it from divulging the value of its contract with the San Diego Zoo and the length of the agreement.

In a market report last year, research firm Gartner rated Halogen and competitors Softscape of Massachusetts and SuccessFactors of California each as “strong positives” based on criteria that included product capability, affordability, scalability, viability, market momentum and vision.

Halogen¡¯s eAppraisal performance management solution lets employees record accomplishments in an online journal that they may share with their manager. Mulligan says the tool helps to craft an accurate year-end review. “Many of our people are very involved with organizations in conservation and in the animal world,” he says. “We don¡¯t want those things to be forgotten by management at the end of the year when they do their review.”

The performance management solution¡¯s other tools include a “comment helper” that offers feedback templates that automatically insert pronouns using the correct gender and a “language sensitivity checker” that flags offensive words and suggests alternatives. The company¡¯s product tour shows the language checker suggesting “overqualified” to replace “old,” for example.

Many human resource professionals feel an increasing demand to build business cases for HR investments and to calculate their return on investment. Last year, even the publisher of the Myers-Briggs Type Indicator introduced a guide for measuring the ROI of the venerable personality-type test.

As a not-for-profit organization, the Zoological Society is more concerned about the “return on mission” than its ROI for the technology, Mulligan says. But Halogen¡¯s president, Paul Loucks, points to studies by research firm IDC as proof that his clients can expect a healthy return on their investment.

IDC determined that Amcor Sunclipse North America, a division of Australian packaging manufacturing company Amcor, saved more than $300,000 a year since introducing Halogen¡¯s eAppraisal. In a separate analysis, IDC estimated that Halogen client Howard Regional Health System of Indiana might see a 164 percent return on its investment, in terms of cost savings.

Flexibility of the web
The Zoological Society¡¯s adoption of a Web-based solution also reflects another trend. One of the notable changes in the past five years has been the shift to Internet-based appraisal systems from client-server platforms, in which programs are kept on a central computer connected through a network to PCs. “As long as they have a Web connection, managers can write appraisals at home,” Loucks says.

Loucks expects that organizations will expand from using Web-based appraisal systems to adding compensation and succession planning processes. In fact, Mulligan lists such a flexible system among the reasons he liked Halogen.

“Those types of processes will be adopted by more companies over the next few years,” Loucks says. “It¡¯s not clear whether the new customers will do it in steps or whether they¡¯ll go for more of the big bang.”

Not everyone sees Web-based employee appraisals as all good news. Anthony Chelte, dean of Dillard College of Business Administration at Midwestern State University in Wichita Falls, Texas, says the key benefits of online employee appraisals are the timeliness of feedback and the efficiency of eliminating paperwork.

“When you look at the ratio of individuals to HR people in terms of the number of reviews that have to be looked at for completeness, accuracy and legal concerns, it¡¯s probably far more efficient,” he says.

Chelte cautions against relying on online appraisals to deliver feedback, saying one-on-one discussions are as important. “I do not think the online appraisal system is a good proxy for delivering feedback,” he says. “The whole social context is gone. It takes the entire human element out of the mix.”

Halogen executives say their system is not intended to replace one-on-one appraisal meetings, but rather to simplify preparation for it.

Mulligan says he ensured the “human element” remains intact for zoo staffers. The appraisal must be delivered in person, with the supervisor printing and reviewing it with the subordinate or the two discussing results as they go over it on the computer screen. “It has to be done with two people together,” he says. “You can¡¯t just pull it up and read your review.”

The supervisor then must certify that the in-person meeting occurred. “I don¡¯t want us to go back to where we were before, with employees and managers not having this face-to-face dialogue on performance,” Mulligan says.

Michele Stancer began working at the zoo 28 years ago, starting in food service while in high school and working her way up to animal-care manager. She describes her experience with the new appraisal system as positive because of discussions with her boss about setting goals and basing raises on performance.

“If you perform well, you¡¯ll get more,” Stancer says. “I think people should be held accountable. I¡¯ve been here a long time. You see people who are ¡®working in retirement,¡¯ and that¡¯s not good for anyone.”

Mulligan says the Web-based appraisal process has helped the zoo attract talent. “What I found is that it¡¯s a recruiting tool,” he says. “A manager who starts here sees that we have a program like this where you have goals and objectives and are given timely feedback and paid for the work that you do. As we come into the modern world here in HR, we have to provide programs like this.”