Karen Nalley is the Vice President and Chief Marketing Officer for Art Jetter Company, an insurance brokerage firm in Omaha, Nebraska. Karen has more than 20 years of experience in the insurance brokerage industry specializing in health, dental, disability, life, and long-term care insurance solutions. Art Jetter Company has been in business for more than 30 years and currently has an office staff of about 30 employees. Karen and I have worked together for the past ten years, and I sat down with her to ask her questions about her experience and motivation to continue to turn to Celebrity Staff for her temporary, Match Hire®, and direct-hire staffing needs. 

Q:  When you find out you have an opening, you typically call me the same day. You haven’t run an ad for an employee in ten years, and you hire a new employee about once a year. Why don’t you run an ad for the position and see if you can find a candidate on your own before you engage a recruiting firm? 

A:  Unless you interview on a daily basis, you don’t develop the expertise to do it well enough. The misperception is that anyone can run an ad and interview the interested candidates. People think that because you are good at “reading” people you are a natural at interviewing, but interviewing is an acquired skill with a very large margin of error. 

The other misperception is that all it costs you to do the hiring on your own is the cost of the ad. But as a manager/entrepreneur/executive, your value to your firm is X amount of dollars per hour, and if your job is not specific to knowing how to navigate the recruiting and interviewing process, and how to avoid common hiring pitfalls, it will take you twice as long or longer to do what a professional recruiter is trained to do. Then you add up the rest of the costs for the other people in your firm involved in the process, and all of these steps are going to take your staff twice as long as someone who knows exactly how the process should work, how to interview, reference, what to look for, what to screen out, what to screen in, etc. 

It really does become an expensive in-house endeavor if you are a small business. For me, if I can make one extra sale, it covers the cost of the placement, so why wouldn’t I just make the sale and leave the recruiting to the recruiter? Then I don’t have to worry about creating an ad, screening a hundred applicants, taking phone calls about the position, interviewing, referencing, it’s all done. On my own the process could take weeks or months. The last time I had a full time position open, I called Anne and told her about it, and within 24 hours she had a qualified and interested candidate with industry experience interview with me the next day, and we hired that person.

Q:  A common barrier to companies considering using a recruiting firm is that the fees are too high. You’ve been using our recruiting firm for everything from temporary placements, to Match Hire®, to Direct Hire placements, and you and I calculated that I’ve placed 30 percent of your existing staff during the past 10 years. How do you continue to justify the fees?

A.  I think that people who say the fees are too high are looking at it all wrong. I probably use Celebrity at least once a year for a full-time placement, so I pay a fee about once a year. But, the way you grow as a small business and as an entrepreneur is by hiring really good, talented people specific to your industry. The way my relationship works with Anne is that she is keeping her eye out for those people all year round. Sometimes, she has called with someone that had a perfect background for my business, and I couldn’t pass up the opportunity to hire them because of what it would mean to the future success of my business, so I created a position, hired her recruit, and paid the fee! 

You can’t just look at the fee as the cost of that one employee. Anne is actually the cheapest employee I have! She works for me all year round and I only have to pay her once a year. In order to get that kind of value out of the relationship you have to work with someone who has put in the time to get to know your business, and knows when to call you with the type of talent that can really help your business grow. The smaller your firm is the more hats you and your people probably wear, the more valuable your time and resources are, the more you really do need a dedicated, contingent recruiter. 

Q:  What advice do you have for a hiring official who has never used a recruiting firm in order to get the best result?

A:  Find a recruiting firm and individual recruiter that you trust, and then commit to them for all of your hiring needs. Quit shopping other firms to find the best rate; quit taking calls from other recruiters.  Find a recruiter who has a genuine interest in you and your business, one that understands what drives your business, what the culture is like, what kind of personalities work and don’t work, what skill sets are critical, what the training is like, etc., and then spend the time working with your recruiter to get them the answers they need to partner with you. That takes time and trust.

Ideally, your recruiter will be an extension of you; they are representing you and your firm in the marketplace searching for talent. They need to know everything you know. I know the temptation is to call a recruiter with a job description and think that they can get the right match from that, but there’s a lot more to it than just the job description. The recruiter is going to be reaching out to a trusted network of referrals on your behalf so you have to be willing to spend the time up front with your recruiter – the communication has to be a two way street.

So first, you have to have a recruiter who wants that type of relationship and isn’t just interested in placing a candidate just to make a commission and then disappears on you. Second, you have to be willing to put in some time to help them get up to speed. Find a recruiter who has been around for a while. You are basically paying for, or investing in, that recruiter’s network and expertise. That’s what the fee is for. So at Celebrity, I work with Anne Romero because she has ten years with Celebrity, has spent her career building her network, and knows the people to tap when I call with a need, and can turn around within 24 hours and deliver because she’s taken the time to understand me, my business, and the jobs I have here. That’s a recruiter’s best asset – the combination of knowing who to call, and then knowing how to ask the right questions to get the right fit – and that’s what you want to look for in your recruiter. 

Q: It is sometimes difficult to tell the difference between recruiting firms. In your opinion, what sets one firm apart from another?

A: The biggest difference is how flexible that recruiting firm will be with you. You want to find a company that will tailor its recruiting process to your needs, and fit into your hiring process, not the other way around. I like working with Celebrity because they found out how I hire, what assessments I administer, what questions I want the answers to, and then they do all the work to screen the candidates using my internal process. They collected the materials from me, have them on file, and then they administer it to their prospective candidates for my jobs, and ask the candidates my questions. I don’t even see the candidates who didn’t meet the criteria I need. Celebrity administers the process, and just doesn’t send me the candidates who don’t pass. It saves me time on all fronts, and I know that the candidates I am getting already meet my internal hiring criteria.

Q: As someone who has used both the Match Hire® and Direct-Hire options, how do you choose between hiring a candidate using the Match Hire® or Direct Hire process?

A:  I think you have to make that decision on a case-by-case basis with the help of your recruiter.  And it again goes back to working with a recruiter who really does have your best interests in mind so that they can help you decide which option is going to be the best option. It really does depend on the candidate’s situation, the job, the need, the level of position, and other factors. You have to work with a recruiter who can help lay out the pros and cons of both options, and then choose the best option for that particular job and candidate. There really isn’t a cut and dry answer.  

Q:  You’ve also used our temporary services when you’ve had a short-term hiring need. Some companies that are highly specialized feel that they can’t use temporary employees because of the time it takes to train. Your company is an insurance brokerage firm, and the work is highly specialized.  How do you effectively use temporary employees when your business is so specialized?

A:  When you have the right recruiter who has taken the time to understand the nature of your business and the work, and you’ve taken the time to help them understand what skills and experience are critical, it doesn’t matter how specialized the business is, they will be able to identify if they have the right candidate with that skill set or background within a very short amount of time. 

Q:  One of the biggest factors in the success of a partnership with a recruiting firm is open, honest, and timely feedback and communication between the recruiter and the hiring official.  It’s not always easy to deliver news that is less than positive. What is your advice to others on communicating effectively with your recruiter?

 A:  The communication is a two way street and you have to find a way to deliver detailed information about what’s working and what’s not working. If a candidate isn’t a fit, it isn’t very helpful to say, “They just weren’t what I was looking for”. You have to be able to articulate the reasons why, so that the recruiter can understand how to go back and adjust their recruiting strategy or screening strategy accordingly.  A “gut feeling” isn’t enough; you have to find a way to put into words why you have a gut feeling that it’s not the right fit. Otherwise, the recruiter won’t know what to change to get you the right candidate.

Anne Romero, Celebrity Staff Account Manager

About Anne Romero, CIR, SPHR
In her 10th year at Celebrity Staff, Anne Romero is a seasoned account manager and recruiter. In that time, she has successfully placed 3000 candidates in temporary and full-time administrative, management, and corporate support positions with both small and large firms in the Omaha metro.

Anne earned a top performer award in 2003 and the prestigious President’s Club Award in 2008. She also secured her Certified Internet Recruiter (CIR) designation in 2008 and stays on top of the latest advances in internet and social media recruiting. In addition, Anne earned the SPHR distinction in January 2010 and looks forward to putting her human resources knowledge to work for her clients!

Originally from Chicago, Illinois, Anne came to Omaha to attend Creighton University, where she earned her BA in English Literature. Anne serves as the Vice President of Membership for All About Omaha and is President of the William A. Paxton Business Tips Society. When she’s not keeping her eye on the talent market, Anne spends time with her husband, Gabe, and their two year old son, and reads as much as she can!

Celebrity Staff Kansas City Branch Manager Brad Lewis poses with Q1 Employee of the Quarter Rebecca G.

Congratulations to Rebecca G., Kansas City’s Q1 Employee of the Quarter! Not only has her attendance been exceptional, but her outstanding work ethic has carried over to other facets of her assignment. Rebecca continues to lead by example in her own department, but will also go the extra mile for everyone else. Recently, when the company allowed overtime to assist a different department, Rebecca quickly volunteered, staying until 9:30 p.m. one Friday night. Even with little knowledge in the other department’s duties, the amount of work she was able to complete matched up to the productivity level of that department’s top performers. Her manager remarked that because of Rebecca’s efforts, the department was able get caught up and complete its weekly goal! She is a perfect example of the “highly motivated people seeking job satisfaction and career growth” Celebrity strives to recruit. We are fortunate to represent Rebecca and look forward to watching her career develop further.

Jennie C., Celebrity Staff Lincoln's Q1 Employee of the Quarter (left), with Celebrity Account Manager, Angie Smathers

Congratulations to Jennie C., Celebrity Staff Lincoln’s Q1 Employee of the Quarter!

Jennie came to Celebrity and started her first assignment in July ‘09 when she was looking to find full-time employment. Her willingness to take on temporary job opportunities and her patience is helping her reach her desired goal. She is a delight to work with and has shown great commitment to representing Celebrity Staff in a professional manner! A valuable quality that we appreciate!

Jennie takes great pride in her work and has a strong ambition to learn new challenges and handles new tasks with a positive and welcome attitude. She has recently been placed on a Match Hire® job with a client working as a billing associate. Our client commented that “It’s not often they assign new employees to new client accounts; Jennie has excelled. She’s been a strong contributor to the team where there is much to absorb and that challenge has not slowed her down. She’s consistent and respectful of her peers and supervisor. We look forward to a continued relationship with Jennie.”

Celebrity Staff Lincoln would like to thank Jennie for her great efforts and dedication to meeting our clients’ expectations! Congratulations to you for your deserving recognition!

Celebrity Staff Omaha Q1 Employee of the Quarter, Jennifer J. (right), with her Client Supervisor, Tina M.

Congratulations Jennifer J. on being named Celebrity Staff Omaha’s Q1 Employee of the Quarter.

Jennifer has been a solid contributor to the Celebrity Staff team since early in 2009. She has completed more than 20 temporary projects on behalf of our team and has always received rave reviews. Ten customers have requested Jennifer to return each time they have a staffing need! Clients have stated, “She is great!”; “Got a ton done”; “We love her – she is a winner and we want her back!” and “We have every confidence in her abilities and attitude!” Thank you Jennifer, for being a shining example of the Celebrity Staff and C&A mission, getting things done right and on time and with a positive attitude!

On the news today we are hearing about the loss of jobs in the economy and stories from the numerous people currently laid off about their struggles to continue to pay their bills while they search for a new career.  What we are NOT hearing about is YOU, the business owner, manager or HR professional giving your all to protect every cent and asset of your firm. Unemployment benefits can cost your firm thousands of dollars; having said that, the benefits are there for a reason. Many people out of work do deserve unemployment benefits. If you, as a company owe them, pay them. But, if you can avoid unnecessary unemployment costs, avoid them!

In my last article I touched briefly on how to protect your firm’s assets from unemployment liability using vigilant documentation and arming your firm with a solid employee guide. Today we will dive deeper into the subject of disciplinary action. Specifically how you can protect your firm when disciplinary situations escalate to termination. It is important for all employers to know that the way you manage and document disciplinary issues can directly correlates to how many unemployment claims your firm is found accountable for.

Misconduct vs. Gross Misconduct

It is an unfortunate part of life in the business world that people make mistakes, both knowingly and unknowingly. With that, there are different levels of misconduct. You will have employees who make bad impressions, do the wrong thing, or those who just don’t seem to “get it”. 

“Misconduct” in simple terms is any deliberate act or omission that is detrimental to the employer’s interests. For unemployment purposes, remember that misconduct is not mere inefficiency, inadequate performance based on inability, ordinary negligence in isolated instances, or good faith errors in judgment. In many cases, regular misconduct would require “progressive disciplinary action” to release your firm from liability.  Compared to “gross misconduct”, misconduct is the “lesser” form of wrongdoing. We will discuss this in more detail below.

“Gross misconduct” is considered a more serious offense. Most definitely any illegal action by the employee would be considered gross misconduct, i.e. stealing, violence, sexual misconduct, etc.  Yet, the action need not be illegal to be considered gross misconduct.  Per onque.com, a definition widely used by the court system for gross misconduct is “intentional, wanton, willful, deliberate, reckless, or in deliberate indifference to an employer’s interest.” For unemployment purposes, assuming that you can prove the actions and show the severity, your firm would not be held responsible. Many HR professionals would suggest that if you have an employee who you believe is guilty of gross misconduct you immediately suspend the employee to give yourself time to investigate the situation further, prior to termination.

Unfortunately, as with all things, there is a level of subjectivity involved in determining misconduct versus gross misconduct. The courts ultimately will want to see a good faith effort on the part of your firm and the aforementioned “progressive disciplinary action”.

Progressive disciplinary action involves coaching and counseling your employee when issues of bad behavior arise. Firms should have a progressive action policy in place and use the same process for all employees.

For the first offense there is normally a verbal warning, second offense a written warning, and the proverbial strike three results in termination. With each action you take you need documentation that the employee is aware of the situation and aware of what future occurrences mean for their future with your company. Even a verbal warning should be documented and have a signature of recognition from the employee.

All employees should be aware of the progressive policy and know how failure to comply with company policies will affect their employment. An employer must understand that new progressive action is necessary for each disciplinary situation. For example, if you verbally warn an employee of an attendance issue and then catch them on the Internet against policy, you will need to conduct a separate verbal warning for the Internet issue.

Arming yourself with documents affirming your progressive actions will make your interactions with the unemployment courts smooth and breezy.  Going to court with only your testimony of “they did it all the time” will get you nowhere.  Let’s discuss a few examples:

• Example 1 – Employee falsifies their timecard
  You grow suspicious of your employee’s overtime hours racking up week after week.  Deciding to investigate, you review your surveillance videos to discover that for weeks the employee has been taking long lunches and sneaking out prior to the close of business.  In this instance, the employee was knowingly leaving work at one time and documenting a different time, therefore being paid for time that they knowingly did not work, and thus stealing from your firm. In this situation, you would immediately release your employee, and based on the offense, possibly press charges. Gross misconduct of this kind would release you from liability. 
• Example 2 – Internet Usage
  Your firm has a policy of no Internet usage during working hours. You have an employee who makes an exception to jump online and pay a bill, check out their Facebook page or email a buddy, once.  A one-time offense of this kind, though deliberate and knowing, is not extremely detrimental to your firm, nor would it be considered a “serious” offense in the eyes of the court.  If you terminate your employee after a one-time offense, your firm would likely be held liable for the unemployment benefits of this employee.

In closing, please do not misunderstand me, there are definitely situations where retaining an employee to avoid unemployment liability can be much more detrimental to your firm.  Something to remember is that a good reason for terminating someone is not always a good enough reason for the courts to deny unemployment benefits. Employees are there to make your life easier, and to facilitate the growth and success of your business. If after a fair evaluation, you look at an employee and can say that they make your job harder, it is time to cut ties. 

One sure fire way to try out an employee with out any liability is to turn to a recruiting firm.  The next time you are ready to upgrade your staff, consider using this resource. Recruiting firms are a resource to meet candidates with minimal risk. We all know that “try before you buy” can instill confidence in a product, and the same can be done for an employee!  Celebrity Staff offers a Match-Hire program for companies to hire new staff on a trial basis.  Celebrity Staff will manage the interview and placement process, as well as payroll and performance issues, including attendance and attitude. After a predetermined time frame has expired, you can hire the candidate onto your payroll at no additional fee. You will enjoy all the perks with out the risk!

Sarah Bonow, Celebrity Staff Operations Manager

About Sarah Bonow, Celebrity Staff Operations Manager
Sarah B. has worked for Celebrity Staff since 2001. She was hired as an Administrative Assistant, and since then, she has been promoted several times to her current position of Operations Manager. Sarah assists in the management of both clients and prospective candidates while overseeing the day-to-day happenings at Celebrity. Sarah has a Bachelor’s degree in Marketing and is working toward a CPC. Off the clock she likes to run and is learning how to play golf.

Mission Man, C&A's Mission Statement super hero/mascot

C&A Industries brought its mission statement to life late last year when we introduced Mission Man, C&A’s very own super hero and mascot. Mission Man is on a mission to recognize employees who go above and beyond incorporating C&A’s mission statement values into their daily endeavors.

Mission Man made his second visit to the Celebrity Staff KC office in less than a year!  This time, he was honoring Brad L. and Grete R. for their excellent work with a vendor management company. Thanks to the efforts of Brad and Grete and the entire KC team, Celebrity ranked #2 of 18 vendors on a “vendor scorecard” with an impressive score of 92.66!  Way to go, Celebrity KC!

Here’s what Celebrity Staff Regional Manager Patty North had to say about the honor.

“Brad L and Grete R with Celebrity KC have a 10-year contract relationship with a Vendor Management Company to provide staffing services to a Kansas City utilities company.  Recently, the company completed a “vendor scorecard”, ranking each of their vendors. Out of 18 vendors, Celebrity Staff ranked #2! Out of a total score of 100, they scored an amazing 92.66, a whopping 40 points above average!  When Celebrity followed up to see how they could improve, the client couldn’t think of one thing that could or should be improved upon and appreciated all of their help!  WAY TO GO, CELEBRITY KC!” 

 Key Mission Statement Values Represented:  We will honor our commitments by delivering the candidate who best matches the client’s needs, doing what we say, doing it right, and doing it on time.

We’ve all heard that you can’t undo a bad first impression — that’s true online as well as in person. Here are seven basic tips to help your LinkedIn profile put its best foot forward:

1. DO — Post a headshot with your profile
A professional head shot is worth the small investment and can be used for “self-branding” via other media. If you choose to use a non-studio photo, be sure it’s clear, uncluttered, and a close-up.

DON’T — Post an inappropriate photo
Don’t confuse LinkedIn with Facebook or MySpace where you may be posting a more humorous, artistic or non professional profile photo. Poorly cropped photos with neon beer signs behind your head, your spouse’s arm, your puppy or new baby are not the way to go on LinkedIn. You also don’t want to post a provocative photo or body shot.

2. DO — check your spelling
Triple check your spelling in your status update and the body of your profile!  Misspellings in a post speak volumes about your attention to detail, intellect, and professionalism.

DON’T — think spelling and grammar aren’t being evaluated on every post you make
LinkedIn is a great way to advertise yourself. If you misspell words or use poor grammar, or worse yet “text speak”, what are you saying about your personal brand?

3. DO — engage in group discussions, post comments in your area of expertise or ask questions of others in your field
Reaching out is a great way to develop rapport. If someone posts a great article or discussion question, you can be sure they would love to hear some feedback acknowledging that you read their contribution. Conversely, if you come up with an article or relevant discussion topic, members can get an insight into your opinions or business niche.

DON’T — dash off a quick comment and 1) post harsh, negative or attacking comments or 2) misspell words or use poor grammar (review #2)
Nothing is a bigger turn-off than a member attacking another member for all the world to see. If a comment really has you seeing red, wait a bit before you compose your response to help ensure you don’t write anything you’ll regret later or reply privately, still maintaining your professionalism.

4. DO — personalize your Public Profile LinkedIn URL
(For example: http://www.linkedin.com/in/sherconner)

A personal URL is a customized version of the Web address assigned to your LinkedIn public profile. Once edited, this custom URL will then become your new LinkedIn Public Profile URL. You can include this custom URL in your email signature, post it in your blog, your resume, business cards, or on other Web sites.

DON’T — miss this easy step
Per LinkedIn, follow these steps:

• Click on the ‘Edit My Profile’ link found in the left navigation area of your home page.
• Click on ‘Edit’ next to the URL listed on the ‘Public Profile’ line.
• Click on ‘Edit’ in the ‘Your Public Profile URL section at the top of page. This will take you to a page that may show you your current URL and will also allow you to update that address. All custom URLs begin with www.linkedin.com/in/. You are able to add what will appear after the last slash to customize it to your needs (e,g., www.linkedin.com/in/jsmith).  
• Click on the ‘Set Address’ button once you have entered your custom URL.

If you change your custom URL your previous custom URL will no longer be valid. Your custom URL is limited to 5-30 alphanumeric characters. Do not use spaces, symbols, or special characters.

5. DO — have your “Connections” be individuals you personally know, have done business with, or have had some level of interaction
Opinions vary on this subject, but I personally feel the strength of your connections is lost when it is looked at as a “numbers game.” I am against the “Open Networker/I accept all invitations” tactic. I cannot, in good conscience, recommend someone that I do not know personally. If a “connection” wanted me to make a professional introduction to another one of my existing “connections”, how can I do that if I don’t know my own connections?

Use the LinkedIn message system to communicate with potential contacts privately to establish a relationship first and to judge if they are someone you feel “pride” in being professionally associated with.

DON’T — feel pressured to accept every invitation you receive
Reread the “do” section above. LinkedIn has a policy that if a person gets five “I don’t know this person” responses from any invitation, that account will be suspended. If you aren’t sure, you can choose to “archive” the invitation.

6. DO — Read 10 Ways to Use LinkedIn by Guy Kawasaki
You can access Guy’s recommendations by clicking here.

Another great resource, a personal favorite of mine, comes from sales professional Paul Castain, who combines humor with outstanding advice in LinkedIn–The Right Way.

DON’T — forget to make time to poke around LinkedIn’s Learning Center section for the latest tips and tricks plus new applications
You can find all the latest here: http://learn.linkedin.com/

7. DO — take advantage of posting job openings in your groups’ jobs tab for free
If you belong to one of the many niche “groups” on LinkedIn, you can post job openings you need to fill and expand your reach for employees. Use the “start a discussion” feature, it will then ask you if your comment is actually a “job posting” and move it to the appropriate area for you. Your job opening will remain visible for two weeks.

DON’T — assume national groups won’t aid you in your employee search
We all have friends and relatives who live in other cities/states or who may be looking to relocate. For those of us in the staffing industry, potential clients may read the posting and realize we fill higher level or a different type of position than they currently utilize from our firm, so sharing jobs on LinkedIn can be extremely beneficial.

Although there may be unlimited tips and tricks for perfecting your public profile, starting with these seven simple dos and don’ts will have you well on your way to sharing your LinkedIn profile with pride and professionalism. Share your best ways for using LinkedIn in the comment section.

Sheri Conner, Celebrity Staff Account Manager

About Sheri Conner
Sheri Conner joined Celebrity Staff’s Lincoln office as an account manager in 2007.  She brings a wealth of experience from the banking and mortgage industries, as well as experience in small business ownership, e-commerce, and in the entertainment field. Sheri is an Ambassador for the Lincoln Chamber of Commerce and a member of the Lofte Community Theatre where she appeared on stage in October 2009 in a comedic role.  Sheri also consults in the music industry for independent record labels and musicians both locally and in NYC in her free time.

Increased temporary work!  As business demands increase, companies will utilize temporary staff before hiring full time employees. The use of temporary employees will enable businesses to evaluate workload increases, and can help determine where full time employees are needed versus a short-term business spike.

According to a recent article in the Wall Street Journal, temporary staffing companies added more than 44,000 temporary jobs since July with plans to keep them long-term if the economy continues to improve. Temporary work also brings new opportunities for those who are in between jobs as a way to refresh resumes and gain new skills.

Midwest states reported good news!  Moody’sEconomy.com as reported on Stateline.com reports that Nebraska, Iowa, Missouri and other Midwest states are showing indications of economic stabilization and even recovery, based on factors such as employment rates, home prices, residential construction and manufacturing production figures.

We went shopping!  Boosted by car sales, retailers posted their second consecutive gain in sales in October after more than a year of declines, according to an article in USA Today . Spending means more consumer confidence!

More first-time home buyers! USA Today  also reports that first-time buyers accounted for a record 47 percent of U.S. home sales between July 2008 and June this year, up from 41 percent in the prior-year period, according to the survey conducted by the National Association of Realtors.  A second report indicates that home prices are expected to rise next year.  

Just as the housing bubble burst helped to create the current economic situation, the effects of a positive shift in the housing market will eventually help to produce improvements elsewhere.

In addition to the all the personal joys we have to be thankful for, this is just a handful of the good news we have to rejoice in this holiday season. Molly H., a recruiter for Celebrity Staff Lincoln, shared with me the words of Mr. Bing Crosby, whose 1964 holiday classic Holiday Inn, illustrates not only his dynamic voice, but also his celebration of Thanksgiving.

I’ve got plenty to be thankful for
I haven’t got
A great big yacht
To sail from shore to shore
Still I’ve got plenty to be thankful for

Do you have other signs of good news? Please share them with us so we may all enter the holiday season with thoughts of a rebounding economy and visions of a prosperous 2010!

Patty North, Celebrity Staff Regional Manager, CPC

About Patty North
 As the regional manager of Celebrity Staff, a leading staffing and recruitment firm, Patty North has assisted organizations across a four-state region with the development and implementation of best practice strategies in the areas of talent acquisition and talent management. Her collective insight and expertise on workforce planning, garnered from her 15 years in the staffing industry, has enabled clients ranging from small businesses to Fortune 500 corporations to improve performance and gain a competitive advantage in their respective markets. Celebrity Staff is based in Omaha, Nebraska with offices located in Lincoln, Nebraska and Kansas City, Missouri

During countless interview debriefs with candidates, I am shocked to find that clients may be wandering into dangerous territory with interview questions. One candidate, Jennifer B, who did a contract assignment for one of my clients stated, “The interviewer asked me about my kids and how old they were and I didn’t understand why he needed to know these things.”  While I am confident the question was a well-intended attempt to get to know the candidate on a personal level, it crosses boundaries about what is and is not appropriate information to ask at the interview stage. Coaching your management staff on what is and is not acceptable during an interview can prevent headaches and potentially even legal action. This question may seem like friendly conversation but in the HR world, it is wrong.

The purpose of an interview is to gain important knowledge while also building a friendly rapport with the candidate. Interviewers must exercise discretion and realize that some questions can be a little too friendly. The goal is not only to protect your company from legal trouble and embarrassment but also get resolution to the real concern behind what you really want to know. Here I provide a handy guide for quick reference that you may want to adapt for your management staff. It covers information in various protected categories.  

Nationality
What you Want to Know: Can this candidate legally work for my organization?
Ask THIS: “Are you authorized to work in the United States?”
NOT this: Are you a United States citizen?
Note: While they may seem like the same question, you are forbidden to discriminate against legally authorized candidates based on citizenship status.

Religion
What you Want to Know: Will this candidate need time off for religious observances outside of our normal work days?
Ask THIS: Are there days throughout the year on which you are unavailable for work?
NOT this: What religious holidays do you observe?
Note: Religion can be a very touchy subject and should be approached with extreme caution in the office in general and avoided entirely during the interview process.  Asking someone, “What religious holidays do you observe”  is highly inappropriate.  As an interviewer you might want to know about days that a candidate would have to miss due to a religious holiday or ritual, but it is extremely important to refrain from asking about the candidate’s beliefs directly. Instead ask, “Are there any days throughout the year you are unavailable to work?” 

Marital and Family Status
What you Want to Know: What is this candidate like outside of work? What are their additional commitments?
Ask THIS: Would you be available to work overtime on a consistent basis? Are you available for overnight travel?
NOT this: Do you have children?
Note: This is one of the easiest areas to find yourself in completely by accident. Many times “small talk” easily veers into talk about family as it is an area that people find common ground. Ensure that any information you gain about this piece of a candidate’s life is voluntarily disclosed rather than solicited by the interviewer.

Age
What you Want to Know: Is this candidate a mature and responsible individual?
Ask THIS: Are you over the age of 18?
NOT this:  How old are you?
Note: It may seem like you are incredibly restricted in this category. You are! I suggest asking more behavioral questions to determine a candidate’s maturity and preparedness for the job. For instance, “Name a time when you were forced to make an unpopular decision on the job” or “What is the greatest deal of responsibility you have been handed on the job and how did you handle it?”

Gender
What you Want to Know: Can this candidate handle my all male/all female office environment?
Ask THIS: Have you ever worked on a team with diverse viewpoints or personalities? How did you handle it?
NOT this: Can you handle working with all guys?
Note: Gender obviously becomes evident when you are at the interview stage, but it is critical that you do not make unnecessary assumptions.  Asking someone how they feel they would handle a position when they are a male and it’s an all-female employee office is not relevant. Instead ask about their ability to do the job and how their past work experience and skills have prepared them for the position they are applying for.

Disabilities
What you Want to Know: Can this candidate perform the essential functions of this job with or without reasonable accommodations?
Ask THIS: Do you feel that you are able to perform all of the duties required of this position?
NOT this: Do you have any disabilities that would interfere with this job?
Note: You are required as an employer to provide reasonable accommodations when necessary. Make sure that you are not letting that indisputable fact get in the way of hiring a great candidate.

Although it is very important to note that an employee’s health and abilities affect whether they are able to perform the job functions, it is vital to avoid assumptions and discrimination. It is wrong to ask someone, “Do you have any disabilities that would interfere with the job?” Be less specific and ask something along the lines of, “Do you feel that you are able to perform all of the duties required of this position?”

You may be thinking, “My hiring managers get the basic gist. Why invest the extra time in training?” It comes down not only to minimizing risk of legal action and costly settlements, but perhaps even more serious, missing out on outstanding candidates simply because your friendly banter turned invasive inadvertently.

Illegal or offensive questions could result in the loss of a talented candidate. Maybe the interviewer is thinking that this candidate is someone they want to hire but the candidate feels offended and wouldn’t take the job if offered to him or her. This can also trickle down to other potential candidates or clients if the candidate shares their negative experience, again giving the company or hiring manager a bad reputation.

Taking advantage of down time in order to further educate your hiring managers can save you a wealth of time in the future. We have already begun to see an upswing in our business, which means there are more jobs available, indicating an increase on the horizon in the number of interviews you and your managers are conducting. Do right by your organization by ensuring that everyone is prepared, prepped, and primed to conduct ethical interviews and capture outstanding talent.

Amy Cloud, Celebrity Staff Account Manager

About Amy Cloud

Bringing two years of prior management experience with her, Amy Cloud joined Celebrity Staff in September of 2007. In her two years on the Kansas City team, Amy has secured business with companies leading in the pharmaceutical, food, and mortgage industries. In addition to working with companies, Amy recruits and places top administrative, sales, and marketing individuals throughout the Kansas City metro. Originally from Anthon, IA, Amy graduated with a B.A. in mass communications. She enjoys pursuing photography as a side business and wedding planning has consumed the last 13 months of her life. Amy will marry her college sweetheart, Tony, in November  of this year.

Communication, be it personal or professional, has taken a sharp downward turn in recent years, simply because we may think we don’t have time or energy to “waste” on understanding and being understood.  This can be detrimental in your personal life, but especially in your professional life. Sometimes I think the only solution is to get back to the basics. How can we learn to be better communicators? By asking questions? Great!  But equally important to communication is the ability to effectively answer questions asked of us.

You don’t have to be an oracle when it comes to answering people’s questions on the job. Just give each inquiry—whether from a boss, co-worker or client—your best reply. Follow these tips to giving your best answer each time:

1. Understand the question. Miscommunication often occurs when you don’t pay close attention to what is being discussed. Make sure you understand what you’re being asked, and clarify the question if you’re confused.

2. Don’t babble. If you know the answer to what is being asked, provide it quickly and succinctly rather than spending a lot of time discussing irrelevant information.

3. Remember that you’re the expert. Don’t be intimidated when a manager who has more responsi­bilities (but less knowledge of the daily working of your position) asks you a question. Back your answer up with relevant facts and details, written and otherwise.

4. Keep your opinions to yourself. If you’re asked for a personal viewpoint, give it. Otherwise, stick to the facts. Refrain from adding anecdotal observations to your answer.

5. Don’t wing it. If you can’t immediately answer a question, let the questioner know how soon you can get back to him or her (the sooner the better).

6. Don’t be critical. Never answer a question with a condescending remark like, “You don’t know that?”

7. Admit when you don’t know the answer. Know when you don’t know, but make an extra effort to refer the questioner to sources you know can be of better help.

It is important to remember that your answers are important and fundamental to establishing your credibility. It is equally important to remember to listen, not to just wait for your turn to talk, but truly listen in order to provide the appropriate answer. Getting back to the basics of communication is more important than ever in our digital world. Mindful consideration of such skills will separate you from the pack, help you establish yourself as an authority in your role, and let your talent shine.

Grete Ruder, Celebrity Staff Recruiter

About Grete Ruder
Grete joined Celebrity Staff in 2005 and has helped build its Kansas City office from the ground up. She holds a bachelor’s degree in Psychology from the University of Kansas, has served as Chamber Champion for the KC Chamber of Commerce for two years, and has completed numerous training sessions on professional cover letter and resume writing.