5 Red Flags That Make Employers Reject You

Ever apply for a job you think you're great for, only to never hear back? Or have you ever walked out of an interview feeling excited and then find out the company hired somebody else?

These scenarios happen for a lot of different reasons. While it’s not always in your control, there are some key areas that you do have control over that can often be the deciding factor.

This article will walk you through the most common mistakes that might be costing you the job.

 

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1. You Made a Mistake on the Job Application

Not everyone is detail-oriented by nature, but companies expect you to be when it comes to job applications.

Think of it from their perspective…

Your application is the first thing they see. They haven’t talked to you yet and they don’t know the quality of your work or anything else about you.

If your application is sloppy and contains mistakes, they’ll assume the rest of your work does too. Employers want to hire somebody who is careful and focused, not rushed and mistake-prone.

Take your time and go slow with your job application to make sure you give a great first impression.


2. You Submitted a Generic Resume

Here’s how the typical hiring manager or recruiter reads your resume…

They sit down with a copy and they pull out the job description. They’re going to compare the two documents side-by-side, looking for overlaps.

They might be so familiar with the job description that they don’t need to look at a physical copy, but the comparison is still being made.

They want to see evidence that you can come in and perform this job specific job with the skills you already have.

Most job seekers look at their resume in a vacuum when writing, and try to show off their most impressive work in general.

That can be a great secondary goal, but your priority should be to show what’s most relevant for the specific job.

Make your resume about them, not about you, and you’ll receive far more interviews.

You can do this by tailoring your resume for each position. Sit down with the job description and write your resume to show as many similarities and overlaps as possible. Focus on relevancy before you focus on being impressive.


3. You Didn't Seem That Interested in the Job

Tailoring your resume and submitting a clean job application is a great start to showing that you’re interested in the company.

In the interview itself, there are a few other areas to be careful of too…

Not knowing enough about the company is a big tipoff that you didn’t spend time preparing. They see that as a lack of interest.

To put their mind at ease in the interview, review the company website and get familiar with their story.

What's their mission or goal? How do they make money? Who is their typical customer?

Knowing this will help you give impressive answers to interview questions like, “What do you know about us?”

Another benefit of this is when it comes time to ask questions of your own, you’ll have a lot more info to base your questions on.

Here’s an example of something you could ask to sound impressive: “I read on the website that your customers are mostly small startups and local businesses, why do they choose your service?”


4. You Weren't Confident in the Interview

If a company reviewed your resume and invited you to interview, they must have seen something they like in your background. Right?

So walk in confident and act like you know you can deliver what they need in this role.

If you hesitate in the interview and don’t seem fully confident that you can perform the job, why would they hire you?

I recommend you prepare good answers for any questions that require you to brag about yourself.

Here are a few examples of questions you should be ready for:

  • What accomplishment are you most proud of?
  • What’s your greatest strength?
  • Why should we hire you?
  • What’s a recent challenge you’ve faced and what was the outcome?


5. You’re a Flight Risk

Regardless of how talented you are, companies are not going to hire you if they think you’re going to leave after 6 months.

There are a few mistakes that will give them this impression.

If you’ve made frequent job changes in your past, make sure you have a good explanation for each. You need to provide a convincing answer when they ask or they will worry about it happening again.

Also, be cautious of showing too much interest in only the company, as opposed to the position itself.

It’s great to seem interested in both, but show a bit more excitement about the job if you can.

You’re talking to a hiring manager who handles one area most likely.

If you only seem interested in the company they’ll worry that you just want to get your foot in the door with this company, but the day-to-day work won’t interest you.

That means an increased chance you’ll leave, ask for a transfer, etc.

Also be careful with the questions you ask. If you seem too focused on a future promotion, or something the role doesn’t directly offer, you’ll scare the company off.

For example if a job is an individual contributor role and you ask multiple questions about future leadership opportunities, the hiring manager is going to worry that you won’t be happy for long.

Even if you’ve shown you can perform the job, they might not hire you.


Conclusion 

As a final thought, remember that nobody gets a callback from 100% of the companies they apply to. And nobody gets an offer from 100% of their interviews.

Don't get discouraged if a couple of companies aren’t interested.

Focus on the impression you're giving and the things that you do have control over, repeat the process and you will get the result you want.

 

Artigo por Biron Clark, Interview Sucess Formula Founder

in http://www.social-hire.com, 07 Abril 2016

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Quais os seus pontos fracos? Saiba como valorizá-los!

Quais os seus pontos fracos?

Saiba como valorizá-los em entrevista

Em quase todas as entrevistas de emprego há uma questão que se coloca e à qual muitas pessoas têm dificuldade em responder: Quais são os seus pontos fracos? / Pontos a melhorar?

Vejamos como poderá responder a esta questão da melhor forma:

  1. Faça uma introspecção e pense nas competências que já conseguiu melhorar, pode dar esses exemplos ao entrevistador.
  1. Quando referir os pontos fracos refira também o que fez, ou está a fazer para ultrapassá-los/melhorá-los, revela proactividade e autoconhecimento.
  1. Evite referir os pontos fracos “comuns”, ou seja, aqueles que todas as pessoas referem, tais como “sou muito perfeccionista” ou “trabalho demais”, estas características, à partida, serão positivas para a entidade empregadora.
  1. Seja sincero e fale de situações reais, não vale a pena mentir, ou inventar competências, pois o entrevistador é uma pessoa experiente e vai perceber essa situação.
  1. Acima de tudo, deve conhecer-se bem e pensar nas suas características, positivas e menos boas para poder responder de forma assertiva.

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10 Stats to Help You Drive Better Teamwork Initiatives

By Ryan Mead  

What does it take to build a successful team? One organization’s method of achieving this goal will be different from another’s, and the shifting composition of the workforce combined with rapid technological innovation means that all employers will have to sit back and rethink their teamwork tactics soon.

Looking to build an excellent team and drive powerful teamwork initiatives? Start by considering some of these critical stats:

Technology

- High-performing sales teams are 3.5 times more likely to use sales analytics tools than underperforming sales teams are (source).

- Nearly 60 percent of high-performing sales teams already use or are planning to use a mobile sales app – a usage rate two times hire than that of underperforming sales teams (source).

- Top performers are nearly eight times more likely than underperformers to adopt new technologies more quickly and more often (source).

Communication

- 44 percent of workers want wider adoption of internal business communication tools (source).

Relationships

- When it comes to managing customer relationships, high-performing sales teams use technology to accelerate sales processes, using nearly three times more functionality than underperforming teams (source).

- In a recent study, high-performing sales teams were twice as likely to describe themselves as a “cohesive group of like-minded individuals” as people at lower-performing organizations (source).

Continued Learning

- Companies with high-performing sales teams are 2.6 times more likely than underperformers to invest more than $1,000 in annual training (source).

Accountability

High-performing teams are nearly three times more likely than underperforming teams to view sales as 100 percent the responsibility of the entire organization (source).

- In a recent study, 29 percent of high-performing sales team members strongly agreed they are consistently measured against their quotas and held accountable for results (source).

Diversity

- For every 10 percent increase in gender diversity on an executive team, the organization’s earnings before interest and taxes (EBIT) can rise by 3.5 percent. For every 10 percent increase in racial and ethnic diversity on an executive team, the EBIT can rise by 0.8 percent.

As American author and management expert Ken Blanchard once said, “None of us is as smart as all of us.” Consider what these stats can mean for your organization, and then get started on driving better teamwork initiatives.

 

in https://www.recruiter.com, March 28, 2016

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CEO Ruins Company’s Employer Brand With a Single Email

By

If you haven’t seen this story, it’s worth reading – and then passing along to your executive team.

A young woman who worked at a retail store started posting pictures of herself in adorable outfits from the store on Instagram. How great is that? An employee loves what she sells so much, she’s willing to promote the company on her own social channels (for free!) to all her like-minded friends in hopes of inspiring them to come in and buy the clothes.

Until the CEO sent her this email…

"Something I want to make sure you keep in mind. I want size small, the stereotypical 'model' to model our clothes. Please use our pictures of our models if Stillwater store can't find someone who would be considered 'model material.' This is not to put anyone down but to communicate expectations of presenting our brand. Don't take it personal, all I ask for is really good representation. In exchange for the freedom, I ask you to take down all pictures of anyone that doesn't fit the criteria."

Translation: you can work for me, but I don’t think you are worthy of representing the company’s consumer brand.

A single email revealed the company’s true employer brand

Besides losing a lot of customers, this company will likely lose a lot of talented candidates too. In a single email, this company shared the following with job seekers interested in working for them:

Leadership style = Discriminatory
Employee attributes = Unrealistic standards
Values and beliefs = Looks over substance
Fun factor = Body shaming
WOW factor = Mean girls club

Lesson learned: those emails you are sending represent your employer brand. Think before you type!

It’s time to give your c-suite a reality check

Got an executive team that still doesn’t understand employer branding and why it’s so important? This video tutorial might help them realize why they need to pay more attention to it.

Employer branding is so widespread that it's expected by talent these days. If you aren’t investing in creating and promoting the right message, you’re sending the wrong message. Moreover, as proven with this PR disaster, without a strong employer brand, you have nothing to back you up when someone in the company (like the CEO!), makes a mistake.

Never forget: brand or BE branded.

 

in https://business.linkedin.com

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5 Mistakes People Commonly Make in Answering Questions in Job Interviews

In helping you prepare for your next job interview, I wanted to relate the most common mistakes candidates make when giving answers to questions during job interviews:

Answering in a generic manner

In answering interview questions you should provide vivid examples. You could probably get by with an answer that at least referred to the organization or yourself. But when you give an answer that sounds like a prepared response, it bombs! An example of a generic sounding answer would be, “I work well as part of a team,” and “I’m very interested in the kind of work your company does.” By being well prepared for your job interview, having done all your research, you can avoid this mistake.

Not giving a straight answer

Some candidates present themselves like politicians by not being able to give a straight answer. If you don’t understand the question, ask the interviewer to please rephrase or clarify their question. Repeat the question in your own words then answer as accurately as you can. When you’re finished, you can ask, “I’m not sure if this answered your question. Was there something I missed or left out?”

Answering before thinking it through

In all likelihood you will face interview questions that you’re not prepared for. Before responding, you need to think the question through and devise a good answer. If you speak before thinking you may end up sputtering out “ums” and “ughs,” which is not a good sound. Or you could give a totally random answer that does not pertain to the question. What should you do in this situation? Calm down and take a deep breath. It’s perfectly appropriate to say, “That’s a good question; I’ll just take a few moments to collect my thoughts.” If you are still unsure about your answer, try breaking it down into segments, beginning your answer with something you feel confident about.

Providing lengthy answers

In answering an interview question you should take anywhere from twenty seconds to two minutes. Never give one-word answers, like “yes” or “no.” This is your chance to shine and to do so you must answer appropriate questions in a thorough manner by providing important details. When you sense that you’ve said enough, stop yourself. But if you feel there’s more, you can say, “If you want more details, I can provide them.” Most likely the interviewer will simply move on. When answers go on too long, interviewers have a tendency to just to zone out.

Not having a conversation

The purpose of an interview is to establish a relationship, to have a rapport between you and the person interviewing you. If they’re just blasting questions at you one after another, you won’t be doing yourself any favors if you can’t turn this into a conversation. If you are asked, “What was the most challenging problem you had to overcome on a project?” when finished answering, you can ask, “What kinds of challenges do people face in their jobs here?”

When you provide strong answers to interview questions, you leave a good impression. You need to practice before you head out for the interview by researching the company online so that you can be ready with brief answers that in fact answer the questions posed to you in the interview.

Artigo por Alan Carniol, Interview Sucess Formula Founder

in http://www.social-hire.com/, 27 Janeiro 2016

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Como ganhar confiança para a Entrevista em 2 minutos

Muito tem sido escrito relativamente ao poder que a mente tem sobre o nosso corpo, mas já sabia que as nossas posturas também influenciam o nosso estado emocional?

Imagine que através da sua postura conseguia atingir um estado mais confiante, focado e tranquilo, imediatamente antes de uma entrevista de trabalho, de uma reunião determinante, ou de uma conversa mais difícil com um familiar ou amigo.

Que impacto teria na sua vida?

O estado de espírito é afectado pela sua postura

É isso mesmo. Existem posturas, gestos e expressões faciais que têm o potencial para nos colocar num estado emocional mais habilitador. A ciência revela que a Linguagem Corporal é uma autoestrada que nos permite alterar o nosso estado emocional, em apenas 2 minutos, para que possamos manifestar mais do nosso potencial e das nossas competências de comunicação, tomar melhores decisões e criar novas e melhores alternativas, em especial nos momentos mais desafiantes. Só depende de nós mesmos!

Num estudo da Universidade de Harvard, conduzido por Amy Cuddy, chegou-se à conclusão que a Linguagem Corporal é capaz de alterar a nossa bioquímica, em apenas 2 minutos. O estudo concluiu que, após a realização de posturas poderosas, em que as pessoas se expandem, ou fracas, em que as pessoas se fazem mais pequenas do que aquilo que realmente são (ex.: ombros rodados para a frente, braços cruzados e queixo a apontar para baixo), existiram mudanças significativas ao nível de duas hormonas, a testosterona e do cortisol. A testosterona é conhecida como a hormona da dominância e está associada a estados de confiança e assertividade. O cortisol, por outro lado, é conhecido como a hormona do stress e está associado a uma incapacidade para nos adaptarmos em situações altamente stressantes. Quando as pessoas adoptaram posturas poderosas, a concentração da hormona testosterona subiu e a concentração de cortisol desceu. No caso das posturas fracas, aconteceu precisamente o contrário, desceu a testosterona e subiu o cortisol. Tudo isto em apenas 2 minutos!

Existem posturas podem aumentar a sua auto-confiança no dia da entrevista

A pergunta que se deve estar a colocar é… se é assim, que posturas poderosas são essas?

Vou partilhar consigo duas das posturas mais habilitadoras que tem ao seu dispor. No entanto, deixe-me dizer-lhe que deve evitar realizar estas posturas quando está na companhia de outras pessoas, dado que são muito dominantes e podem ser percepcionadas como agressivas. Deve manifestá-las quando quer transformar um estado emocional mais débil e precário, num estado emocional mais poderoso de recursos (ex.: antes de uma entrevista de trabalho, antes de uma apresentação em público, antes de uma conversa mais desafiante com alguém, etc.).

A Postura em V

confiança

 

A primeira postura que pode utilizar é a do “V”, ou seja, braços esticados e mãos acima da cabeça, peito aberto, queixo a apontar ligeiramente para cima, pernas afastadas e ponta dos pés a apontar para fora. Mantenha a postura por 2 minutos e respire profundamente. Procure olhar para cima e manifestar uma expressão facial de felicidade. Se quiser aumentar a intensidade da experiência pode ouvir uma música com ritmo e com uma letra positiva que o entusiasme e estimule. Gosto particularmente de escutar “A Beautiful day”, da India Arie, “Don’t Worry be Happy”, do Bobby McFerrin” ou “I Gotta Feeling”, dos Black Eyed Peas”. Funcionam bem e possuem a letra e o ritmo adequados. Sinta-se livre, no entanto, para escolher a sua música preferida!

A Postura do Orgulho Pessoal

confiança

A segunda postura é a do “Orgulho Pessoal”. Nesta postura o seu tronco está direito, as mãos seguram as ancas, o peito está aberto, o queixo aponta ligeiramente para cima, as pernas estão esticadas e afastadas e as pontas dos pés apontam para o fora.

Pode utilizar as duas posturas isoladamente e de forma mais estática, durante pelo menos dois minutos, ou realizá-las intervaladamente, num ritmo mais dinâmico, como se fosse uma dança, durante dois ou três minutos. Nos meus Workshops e Cursos, peço frequentemente aos participantes para recordarem um problema e para assumirem uma postura mais fraca, enquanto procuram sentir aquilo que sentiram, nessa situação-problemática (ex.: ansiedade, tristeza, etc.). De seguida, guio-os através de um conjunto de posturas poderosas durante alguns minutos. Por fim, enquanto realizam as posturas habilitadoras, peço-lhes para procurarem sentir novamente a emoção negativa anterior enquanto realizam a postura habilitadora. Invariavelmente a resposta é negativa. Conseguem recordar-se da situação, mas não conseguem sentir a emoção negativa que lhe estava associada. É o sistema de bio-feedback é ação.

Por isso, já sabe, da próxima vez que se sentir menos confiante e stressado, utilize a “Técnica das Posturas Poderosas” e experimente na prática os seus resultados.

Artigo por António Sacavém

in http://blog.alertaemprego.pt/, 4 Novembro 2014

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Como gerir adequadamente a procura de emprego

A procura de um novo emprego ou a mudança no percurso da carreira é um desafio aliciante que requer empenho, foco e persistência.

Aqui indicamos alguns passos que podem ajudá-lo a gerir esta fase da sua vida da melhor forma:

  1. Criar um plano de acção.

Para elaborar um plano de acção, deve definir um objectivo final e vários objectivos específicos. Defina exactamente em que sector de actividade gostaria de desenvolver a sua carreira. Em relação aos objectivos específicos, pode elaborar uma lista de tarefas para cada dia, uma lista de empresas (dentro do sector de actividade definido) que pretende contactar, pense de que forma vai fazer estes contactos (através do Linkedin, via email, ou fazendo uma candidatura espontânea).

  1. Realizar uma análise SWOT pessoal

A análise das forças, fraquezas, ameaças e oportunidades contribuirá para um melhor auto-conhecimento. O conhecimento das suas potencialidades facilitará o rumo que deseja dar à sua carreira e irá ajudá-lo a perceber qual é a melhor forma de se fazer notar nas redes sociais, de que forma poderá ter um melhor desempenho nas entrevistas de selecção e o que valorizar no seu CV.

  1. Manter-se actualizado nas redes sociais

É importante manter-se actualizado e activo nas redes sociais, tirando o máximo partido das mesmas. Estabeleça conexões de qualidade no Linkedin (tanto com empresas, como com pessoas) e faça publicações relevantes para a sua actividade e área profissional. O facto de publicar com frequência leva a que o seu perfil seja visto com mais regularidade.

  1. Desenvolver competências técnicas

O mercado de trabalho é cada vez mais competitivo e exigente com os colaboradores, pelo que será importante desenvolver novas competências, por forma a tornar-se mais atractivo para o mercado de trabalho, tornando-se uma mais-valia para a empresa que irá contratá-lo e aumentar também a sua auto-confiança profissional.

  1. Manter o foco

Os objectivos bem definidos e o auto-conhecimento são ajudas fundamentais para manter o foco e não se perder no percurso até ao objectivo final. Defina o que pretende atingir, em quanto tempo, analise os prós e os contras, as etapas, os obstáculos e os facilitadores, para que esteja completamente consciente das dificuldades que irá encontrar e para que tenha também consciência de todas as suas potencialidades.

Lembre-se de investir em si, criando rotinas para que consiga ter tempo para fazer coisas e estar com pessoas que o ajudem a relaxar e para que possa realizar actividades que realmente gosta e que o fazem sentir-se bem.

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Human Power marcou presença na Feira de Emprego do IPS

A Human Power – Recruitment marcou presença na Feira de Emprego do Instituto Politécnico Setúbal (IPS), realizada no dia 3 de Março, no Campus de Setúbal. Paralelamente dinamizou o workshop “Do CV à Entrevista”, onde foram dadas dicas aos estudantes de como elaborar um CV atractivo, de pesquisa e promoção nas redes sociais, terminando com a simulação de uma entrevista de emprego.

A Human Power apostou num espaço de partilha e divulgação das ofertas de emprego, bem como de aconselhamento, pretendendo, assim, posicionar-se perante os estudantes como a parceira na procura activa de emprego.
A iniciativa é organizada pela Escola Superior de Ciências Empresariais (ESCE/IPS) e pela Escola Superior de Tecnologia de Setúbal (ESTSetúbal/IPS) e pretende proporcionar aos estudantes e diplomados do IPS um momento de relacionamento com o mundo empresarial, auxiliando na criação de redes de contacto e de oportunidades de emprego.

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9 to 5 No More: Today’s High-Skill Job Seekers Want Flexibility

What does today’s high-skill job seeker want? An analysis of popular job search terms points to some crucial answers.

In the Indeed Hiring Lab’s latest report we looked at searches for remote, weekend and flexible work and found that they were on the rise in the US between 2013 and 2014. This was part of a wider trend: Interest in flexible work increased by 42.1% from 2013 to 2015 in nine of the 12 countries under examination.

Growing interest in flexible working arrangements

Why is interest in flexible work rising?

In economically troubled times—such as during the global financial crisis—an uptick in searches for these types of working arrangements may reflect the difficulty workers have finding full-time employment. In other situations, people may be looking for a flexible opportunity to balance work with other responsibilities. Perhaps they are seeking extra income or cannot work full time due to family circumstances.

There is a common assumption that part-time and remote work tends to be low paying, low-skill work. But a closer look at the language of search suggests that flexibility is taking on a new meaning.

Indeed data shows that over half of the top 50 keywords associated with searches for flexible work are related to high-skill jobs—and not only that, many of these are in the tech and healthcare fields where talent is scarce.

In fact, the occupational category which garners the most interest from job seekers pursuing flexible work arrangements in the US is “Computer and Mathematical”—and this includes many in-demand tech jobs. Healthcare comes second while Business and Financial Operations occupations come third.

High skill workers are moving beyond the 9 to 5

Clearly “flexibility” isn’t just about low-paid or part-time work anymore—today’s in-demand job seekers want to have a greater say in when and where their work is done. New technologies make it easier for workers to remain connected across disparate locations, and as a result, more and more of them are losing interest in the traditional 9 to 5 model. They want to set their own schedule, organize their own priorities, and get the work done on their own terms.

So what does this mean for employers? Given the traditional associations with flexible work, they may be underestimating the degree to which high-skill candidates are interested in this new approach to organizing their own time and schedule. In particular, firms struggling to recruit top talent in key fields may have to seriously consider adding more flexibility if they hope to compete for the best talent—an insight that should inform how employers post jobs.

But that’s not all. Flexibility may grant employers access to other pools of talent. After all, today the baby boomers are in or approaching retirement age, and that means soon there will be a large group of experienced workers who may be looking to stay engaged with work, although not necessarily in a traditional office setting. And so there’s another reason why employers looking to fill positions in difficult fields may want to consider offering the option of flexible work.

in http://blog.indeed.com/

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How Can Employers Keep Up With the Changing Engagement Needs of Employees?

National Employee Motivation Day is taking place this month (Thursday 25 February), so how can employers get an accurate idea of how motivated their employees are, and also gauge if existing engagement practices are still meeting the needs of a changing workforce?

Running for the second year, the creation of a National Employee Motivation Day, run by Argos for Business, was prompted by a 2015 survey which showed that over half of the UK’s employees regularly felt demotivated at work. The aim of the day is to help businesses to understand the power of incentivising those who matter most, the staff.

At Pure we champion employee engagement because we want to help businesses create and evolve workplace cultures which attract and retain the best people. We’ve just held our latest employee engagement seminar, which included over 100 local business leaders, and one of the key themes to come out of the event was the importance of understanding the changing needs of employees and establishing what really motivates people as individuals.

This is because we are moving into an era where it is increasingly common to find four different generations of people working alongside each other. By 2025, the latest generation, known as ‘Millennials’ will make up 75 per cent of the UK’s workforce. However, numerous HR surveys have shown that traditional employee engagement methods are not always as effective when it comes to motivating this particular generation.

How can employers keep up with changing trends, and be ready to evolve their workplace culture if needed?

Annual staff survey

There is still very much a place for the annual staff survey in helping to understand employee motivation levels and to identify any areas for improvement. This message was reinforced at our employee engagement event, when guest speaker Sharron Pommells, head of operations at Virgin Management, described the results of the Virgin staff surveys as being ‘as important as balance sheets’ when it comes to gathering information on employee engagement.

To ensure good participation levels, and gain honest, valuable feedback it’s important to ensure that employees don’t find the survey too predictable or irrelevant to them. Employers should also make sure that the questions are specifically tailored to capture exactly what they want to establish, in line with the organisation’s business objectives.

There is external support available to help businesses if needed. For example through our Best Employers Eastern Region initiative we offer local organisations a completely free employee survey which provides feedback on the company’s culture and values, the impact this has on engagement levels, and a tailored action plan for development.

‘Pulse’ surveys

The annual staff survey provides an excellent overview, but we are now seeing a growing trend for using short, ‘pulse’ surveys throughout the year. At a time when the needs of a workforce are changing quickly, a year is a long time to wait for the next staff survey results to roll round. It can put employers on the back foot when it comes to spotting any changing trends which could impact on productivity.

Pulse surveys are short and very specific, and provide a quick and effective way for employers to capture immediate feedback on particular issues. They work really well as just one question with multiple choice or score ranking answers.

Discover individual motivations  

While there have been many studies into the different working styles and preferences of different generations, sometimes generational stereotypes can be just that, a stereotype. Don’t assume that people from certain generations will all want the same thing.

It’s important to understand what motivates people as individuals. Including some considered questions within an employee survey can be a good way to track and manage the varying needs within the organisation. Ask them what they want from their professional lives. What motivates them? How do they like to communicate? Discover where they are in their lives and what their needs are at the moment.

Act on results

However you decide to gather staff feedback, the most important thing is to make sure that you act upon the information you gather. The worst thing employers can do is to encourage staff to express their views and not follow them up. To build a company where people want to come to work every day, employees need to feel that they have not only have a say in the business, but also that their views are acted upon.

Share key findings and trends from staff surveys and provide regular updates on actions which are being taken, linking them back to the original feedback given. This transparency will help employees to feel valued and enable them to see the role they are playing in shaping and improving the organisation.

in http://theundercoverrecruiter.com/

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