This fast-growing, publicly traded company is looking for their next superstar executive assistant to support the CEO and President. This is a one of a kind opportunity to collaborate and partner with two high caliber individuals as you take on administrative, logistical, and project-related responsibilities. The ideal candidate is a senior level EA who is seeking a right arm role and is dedicated to the executives and their success. You will have the opportunity to plan and execute board meetings, liaise between executives and senior management and take ownership of their highly confidential schedules. If you’re looking for competitive pay, stock options and exceptional mentorship by some of the Bay Area’s most influential individuals then this is a perfect role for you!
Talent Management Tips from Two Well Known Companies
So far we have learned that employee retention and loyalty are strongly linked to management. Corporate culture also has much to do with employee retention. This is evident in the highly successful talent management systems employed by Google and Facebook. Both companies have no trouble hiring and retaining top talent. Actually the talent is often willing to take nearly any open position just to get their foot in the door. Why?
Google receives 150,000 applications per month. Facebook has no trouble recruiting top talent while they are still in college. Granted, Google and Facebook brands are huge. In many cases a well known, even prestigious brand is simply the facade. Once you peek behind the curtain and see the company’s true colors, the allure is lost. This is not the case with these two companies.
Google and Facebook have similar corporate cultures and talent management practices. Each knows that the way to an employee’s loyalty is through their stomachs. Google has snack bars close by employees work areas and gourmet meals in the cafeteria, all for free. Facebook also feeds their employees and has a Happy Hour on Fridays.
Employees at Google and Facebook also enjoy free onsite medical care and fitness centers. If a Facebook employee is sick, they don’t have to worry about sick time. Facebook offers unlimited sick days. The thought behind is that their employees are so engaged in their projects, that they will only stay home if absolutely necessary.
Furthermore, Google and Facebook employees can have their laundry cleaned while they work. Haircuts and massages are also available on campus at Google. Facebook will help with the commute by offering shuttle equipped with Wi-Fi. If the shuttle is not convenient, they will hook you up with free train passes or a vanpool. Both campuses have office designs that encourage collaboration with coworkers. Need to blow off steam at Google? Take a ride down the two-story slide or shoot some pool with your team.
In addition, Google and Facebook might be two of the most family-friendly companies at the moment. Google has low-cost day care two miles from campus. Facebook grants all new parents four months leave and a $4000 baby bonus. They will also reimburse some for daycare expenses and adoption fees.
Perhaps the best talent management processes that can be implemented in any company come from Facebook. No Meeting Wednesdays allow team members to work without interruption one full day per week. Facebook’s leadership shares a philosophy of Open Book Management with best example being “Open Door Fridays” which allow employees to meet directly with the CEO.
The talent management practices at these two companies result in very high employee retention rates. While not every company is ready to serve their staff gourmet meals or provide onsite medical care, which of these ideas could make sense in your company? The essence of Google and Facebook’s strategy is the creation of a collaborative work environment that engages and excites their staff. That is something that every company can copy and implement in their own unique way.
Next time we finish up this series with a look at how the way a company says ‘goodbye’ to a departing team member can impact employee retention.
Wolves are one of the most loyal animals. They mate for life, care for their young and return to their parents each year. With human interaction, they can be as loyal as domesticated dogs if they feel comfortable. Cats are the exact opposite. They are fiercely independent. Domesticated cats do not demonstrate any loyalty to their owners. Employees can show the same traits in the workplace. The big difference is a cat-like employee can become a wolf. Read on to learn how.
Enjoy!
Creating Employee Loyalty
In last week’s article we covered how employee retention relates to hiring costs. This time we go deeper into this topic by taking a look at cultivating employee loyalty. With downsizing, outsourcing and restructuring happening in all industries, top talent is on the lookout for Plan B. Regardless of the economic climate, loyalty can be fostered.
Length of tenure does not equate to loyalty–nor does an employee who will do whatever their manager requests. Loyalty is when an employee is invested in their position and the company. They believe in the company vision and feel that the work they do is important and meaningful. This belief is proven in their integrity and performance. These wolves will question authority, but in the end embrace decisions that are made. They support colleagues and the company as a whole in public. In the end, when it is time for them to move on, they do so professionally and usually after much thought about the decision.
Fostering loyalty can be both easy and cost-effective. While employee retention is linked to the manager, so is employee loyalty. Leading by example is the easiest way to create loyalty in a team. People who work for honest managers tend to be more loyal to not only the manager, but also to the company as a whole.
Treating employees like valued collaborators is the first step to fostering loyalty. Many times leaders, often due to hectic schedules, make decisions in the moment without huddling their team. While practical in the moment, this may not always be the best way to build a loyal team. Employees who feel that they are an integral part of something bigger become more vested in that organization.
Humans are creatures of habit in both their personal and professional lives. When their routine is consistently changed by outside influences, it can get ugly. Employers that are transparent, honest and ethical have more effect on employee loyalty. Managers who respect their employees and their lives outside of the office will win the respect of their team. Managers who lead by fear or intimidation tend to have a clowder of independent cats versus a pack of loyal wolves on their team.
Employee loyalty can be cultivated at all levels. All it takes is a company culture that is based on the basic moral of “treat others as you would like to be treated.” Honesty and respect is at the heart of loyalty. A team that feels valued and respected will help breed more loyal teammates.
Next time we take a lesson from companies that have proven talent management systems and how they foster retention of talent.
Relieve Anxieties with a Great On-boarding Plan
Last week we discussed some tips on creating a great on-boarding program from day one. Making the first day more about learning the lay of the land than paperwork, avoiding “busy work,” and assigning a mentor were the main thoughts. This week we continue the discussion with more ideas to help avoid new hire angst.
First day jitters are really first week to first month jitters for any new employee, except they change over time. The best way to help your newest team member is to have a plan. From day one, there should be a clear set of goals and objectives for the first 90 days. This outline can be included in your packet to the employee either before the first day or on the first day. Set your expectations and give the new hire the tools to reach and exceed them. Your guidance and feedback, along with a mentor will allow this to happen.
Social anxieties are just as high as performance anxieties with new employees. Include in your welcome packet a detailed dress code. Your new hire probably wore a suit during the interview process. They may have a nice outfit or two for the first few days. After that, many are standing in their closets trying to figure out what is appropriate. Outline what is expected. If business casual is acceptable, describe what business casual is at your office. This term has come to include everything from jeans to trouser with button-down shirts and ties. If Friday is more relaxed, define how relaxed.
Another great way to alleviate social anxieties is to set up lunch “dates”for your new hire. Pair them up with one or two colleagues each day during the first week. This will help the new hire and your existing team members become comfortable with each other. It will also help integrate the employee into the office.
After the first week, check in with the new hire and the mentor regularly. The real stress can set in once the new hire is set off to begin work. The most successful on-boarding programs allow the new hire to learn something new every day, building upon each day’s lesson. This allows the new employee to learn the full scope of the position without becoming overwhelmed. Remember that on-boarding is not just the first week or two. The full on-boarding program should span the full 90 days.
A successful on-boarding program addresses both social and performance anxieties. Utilize your team members to help welcome their new colleague. Assign a mentor to see your new hire through their first 90 days with your assistance. Give your new employee a detailed outline of milestones and dress code. These steps will help avoid new employee angst.
You have to do the hard things.
- You have to make the call you’re afraid to make.
- You have to get up earlier than you want to get up.
- You have to give more than you get in return right away.
- You have to care more about others than they care about you.
- You have to fight when you are already injured, bloody, and sore.
- You have to feel unsure and insecure when playing it safe seems smarter.
- You have to lead when no one else is following you yet.
- You have to invest in yourself even though no one else is.
- You have to look like a fool while you’re looking for answers you don’t have.
- You have to grind out the details when it’s easier to shrug them off.
- You have to deliver results when making excuses is an option.
- You have to search for your own explanations even when you’re told to accept the “facts.”
- You have to make mistakes and look like an idiot.
- You have to try and fail and try again.
- You have to run faster even though you’re out of breath.
- You have to be kind to people who have been cruel to you.
- You have to meet deadlines that are unreasonable and deliver results that are unparalleled.
- You have to be accountable for your actions even when things go wrong.
- You have to keep moving towards where you want to be no matter what’s in front of you.
You have to do the hard things. The things that no one else is doing. The things that scare you. The things that make you wonder how much longer you can hold on.
Those are the things that define you. Those are the things that make the difference between living a life of mediocrity or outrageous success.
The hard things are the easiest things to avoid. To excuse away. To pretend like they don’t apply to you.
The simple truth about how ordinary people accomplish outrageous feats of success is that they do the hard things that smarter, wealthier, more qualified people don’t have the courage — or desperation — to do.
Do the hard things. You might be surprised at how amazing you really are.
Written by Dan Waldschmidt
To give you a little practice in answering both traditional and behavior-based questions, here are some interview questions that might be asked of you the applicant going for a position at any level in an organization. After each question, you’ll find an analysis of the question, which may help you understand how to answer such a question in your job interview. Good luck.
1. Could you please tell me about yourself?
Although this question is broad, keep your answer focused and relevant to the job you’re applying for. Mention the top three or four aspects of your experience, skills, interests, and personality that make you a qualified candidate for the job.
2. What are your long- and short-term career goals?
Good question! The interviewer is trying to get a feel for why you want this job and how long you’re going to stick with it. The ideal answer will assure the employer that you’re worth his investment—that is, training you, introducing you to clients, entrusting you with responsibility. Your answer should assure him that you’ll be around for awhile—and maybe even a long time.
3. Outside of work, what are some of the things you do?
Employers know that what an applicant does for free can speak louder about his character than what he does for money. Tell the interviewer about something in your nonprofessional life that says: “Hey, I’m a good person.” Clubs, activities, conferences and mentoring are all worth a mention.
4. What strengths do you bring to this job that other candidates might not?
There’s no hidden message here. The employer is giving you the floor to sell yourself for the job. Prepare well for this answer and deliver it with confidence. After all, who knows more about why you’re suited for the job than you? And make your presentation using brief achievement stories whenever possible. Achievements, publications you contribute to and recognition are all good material to talk about.
6. Why do you want to leave your current position?
Ah, the interviewer’s concerned about any problems that might pop up on your next job—especially since that might be with him. Be sure to use good judgment here. Don’t bad-mouth your current boss and don’t bring up anything negative. For example, begin by outlining how the new position’s tasks are far more challenging and enriching for your career and it’s a right time for a move.
7. Why did you leave your last job?
Sounds like the interviewer wants to know if there are any underlying problems like: lack of commitment, difficult personality, poor performance, or anything that might lead to termination. Employers don’t want to take on someone who has a record of walking out on jobs or getting fired. No matter why you left your last job, couch your response in positive terms, without lying.
8. Please explain why you have a gap in your employment history?
With this question, the employer’s looking for any problems in your personal life that might become his headache if he hires you. Explain your gaps honestly, leaning on activities that support your job objective, if that’s possible. If you don’t have anything to say that’s relevant, then talk about activities that show your strength of character and helped you know what you really want to do next: the job you’re interviewing for.
9. Of all the problems you had at your previous position, which was the hardest to deal with?
What a sneaky question! “Of all the problems”… don’t fall for it. Don’t let on that you had lots of problems, even if you did. Instead, refer briefly to an area you—and probably the rest of the world—find challenging, and move right on to how you’ve learned to deal with it. Try to always be solution oriented in what you say.
10. What project required you to work under pressure? And what were the results?
How you respond to this question will tell the interviewer whether or not you like working under pressure. Be honest and positive. All jobs bring with them a certain amount of pressure, but some have a lot more than others. So give an example where the level of pressure was just right for you, which will suggest how much pressure you’re looking for on your next job.
11. What college experience are you especially proud of?
If you haven’t been in the workforce long, this question is your opportunity to give balance to the fact that you don’t have much paid experience. Spotlight your academic and extracurricular achievements, especially the ones that are relevant to your job objective.
12. What classes or training are you planning to pursue at this point?
This one’s tricky. You want to look dedicated to developing your profession but you don’t want to appear to have so much going on that you won’t be 100 percent on the job. Make it clear that your number one priority is your job; developing your profession is second.
Your success depends on how well you respond to these and other similar questions and may the force be with you!
The biggest part in life in suiting up and showing up, or at least that’s what mom used to say. Yes, this is mostly true when it comes to job interviews too, although there are a few more details that may be necessary to win. Since you are competing with hundreds potentially thousands of applicants that want the same job, what will make you stand out from the crowd may be your positioning or personal branding.
First impressions are everything.
For both women and men, be sure your outfit represents poise, sophistication and prestige. A suit or a blouse and a sharp skirt or pants are the best bet as wardrobe selection. For men, a suit is an absolute must when applying for corporate minded roles paired with a tie. You will also want to make sure your clothing is clean with no heavy perfumes or cologne, and ladies keep your makeup light, professional and hair conservatively styled.
Second, be prepared to describe your top three assets in terms of skills, traits and abilities.
Keeping your most successful professional achievement in mind is also a good idea. Employers want you to be able to tell a story of what you did, what worked well in your past, how you got here and with what skills to help you do the job you are applying for. Remember, ability to upsell your strengths is not only part of a good interview, they are an absolute requirement and demonstration of your communication and people skills.
Third and probably most pivotal element of evaluation is your online persona.
Everything you have about you online is an extension of your professional brand and you want to keep this top of mind. Be sure your LinekdIn profile matches your resume. Clean up your social media channels. Employers often if not always review your online properties. One of the most common ways to check the transparency of an individual’s mark on the world is to check how they come up in Google. In addition to evaluating what you have to offer and your professional ranks, you are also being evaluated on your extracurricular activities across the board. So your Facebook, Twitter and LinkedIn are but a beginning if you are active in the online stratosphere. Your writing, photography tastes, and networks you join are an indication of your character and your life preferences.
We always welcome your feedback on the above and please keep our suggestions in mind when applying for job as requirements. Our ultimate goal is to find a match between qualified candidates and open positions and we want to make sure that these little nuances don’t get in the way of you finding a position of your dreams.