Western & English Today

Summer 2018

W&E Today provides retailers and manufacturers with education and ideas that provoke innovation in the Western and English markets.

Issue link: https://wetoday.epubxp.com/i/990668

Contents of this Issue

Navigation

Page 24 of 35

SUMMER 2018 UNPREPARED You know what they say: You only have one chance to make a fi rst impression. at's essentially the whole playbook when it comes to interviews. Evaluation should go beyond aesthetics, but if an applicant comes in sloppily dressed, that may be the fi rst red fl ag. While the retail industry tends to follow a relaxed, albeit more stylish, dress code—casual as opposed to business or business casual—it should always be clear that an applicant put in the eff ort to look the part or as professional as possible. is shows preparedness, along with being informed about the company, bringing thoughtful questions to the table, and following application guidelines correctly. If an individual comes unprepared to an interview, his or her reliability on the job is not promising. MISCOMMUNICATION Communication is key on the job, so it can be a telling sign in the interview process. If a candidate is slow to respond to emails, misses appointments or calls, or causes any sort of communication frustrations, it's a red fl ag. A candidate shouldn't rub you the wrong way, and if miscommunication happens at this stage, chances are it will continue in the workplace. Additionally, the manner in which a candidate discusses former employers can signal professional maturity or immaturity. In general, the way a potential employee speaks to you will refl ect how he or she might interact with your customers. What's one positive thing to look for? If you receive a handwritten thank-you note following the interview, that's a good sign. UNANSWERED QUESTIONS Confusion stemming from a candidate's background are common interview pitfalls. Do your research and leave no room for guessing. Whether it's a poor or unreachable reference, the reason for T H E T R U T H B O U T T U R N O V E R Here's what the recruiting experts tell us about retention efforts. Glassdoor Economic Research Division Study (2016) "Voluntary turnover is a critical issue facing employers. Employee turnover adds signifi cantly to business costs, costing an average of 21 percent of an employee's annual salary to replace workers." Deloitte Global Human Capital Trends Report (2017) "Understanding and improving the employee experience is critical for companies operating in a highly competitive global economy. Providing an engaging experience will help companies succeed in attracting and retaining skilled employees." Gallup State of the American Workplace Report (2017) "Organizations have more success with engagement and improve business performance when they treat employees as stakeholders of their future and the company's future. ey put the focus on concrete performance management activities, such as clarifying work expectations, getting people what they need to do their work, providing development, and promoting positive coworker relationships." R E D F L G S These are the warning signs telling you to go the other way. termination from a previous job, a criminal record, or gaps in employment history, it's worth investigating and giving candidates the opportunity to address your concerns themselves. If a candidate has changed jobs excessively, this may speak to his or her lack of commitment, or he or she might not have felt comfortable disclosing the reason in a shareable document. Do the candidate's career goals align with your organization? Does he or she demonstrate an interest in growing with your industry and your organization? If so, don't be afraid to dig a little deeper into a question mark on the résumé. Employees are investments. You don't want to hire a fl ight risk, but you also don't want to miss the right person. MISMATCHED SKILLS It's not always a fl aw such as rudeness or arrogance that makes someone a bad fi t for your team. ere are qualities and personality traits that aren't inherently wrong but might be wrong for your company or a specifi c position. If the job requires an outgoing and charismatic persona, will a shy or reserved person be able to fulfi ll that role? If you need an entry-level assistant to support your day-to-day operations, should you hire a qualifi ed manager with experience directing the big picture? In any job market, there are candidates who want or need a new job badly enough that they might convince themselves they are right for any role. You have to know whether or not that is the case. Western & English Today 23

Articles in this issue

Archives of this issue

view archives of Western & English Today - Summer 2018