Thought Leader / Featured Blogs*

What do your employee’s cost – really?

by Jeanne Knutzen | April 6, 2024

0 Author-Jeanne, Hiring Strategies and Tactics, Thought Leader / Featured Blogs* get connected

When taking a closer look at the true costs of being an employer, temporary employees are often much less expensive. Here'why.....   … Read More »

A 7 Step Journey to Stress Free Firings!

by Jeanne Knutzen | April 1, 2024

0 Author-Jeanne, INFO/RESOURCES - FOR PEOPLE MANAGERS / HR PROFESSIONALS, INFO/RESOURCES - HIRING / CANDIDATE SELECTION PROCESSES, Thought Leader / Featured Blogs* get connected

Hiring and firing are not just the opposite ends of the staffing spectrum, but together represent the two most important staffing decisions managers make when building their teams. … Read More »

I feel stuck. How do I put new life into my job search?

by Sara Bennett | March 16, 2024

0 Author-Sara, INFO/RESOURCES - FOR JOB SEEKERS (All), Job Seekers Q and A*, Thought Leader / Featured Blogs*

We all inevitably have been in a job search for much longer than planned and have been left to feel disappointed and lost of hope for job prospects, here are our best tips for getting yourself out of this cycle! … Read More »

What questions are likely to come up in an interview?

by Sara Bennett | March 8, 2024

0 Author-Sara, INFO/RESOURCES - FOR JOB SEEKERS (All), Interview Dos and Don'ts, Job Seekers Q and A*, Thought Leader / Featured Blogs*

Have an upcoming job interview? Here are the 3 most important interview questions that you are likely to be asked during a job interview! … Read More »

Result Based Hiring Moves Past Traditional Job Descriptions!

by Sara Bennett | February 12, 2024

0 Author-Jeanne, Hiring Strategies and Tactics, INFO/RESOURCES - HIRING / CANDIDATE SELECTION PROCESSES, Results Based Hiring Processes*, Thought Leader / Featured Blogs*

Traditional Job Descriptions and a Results Focused Hiring Process Don't Always Go Together!  

The use of the job description as an organizational tool dates back a long ways, likely created at the turn of the 19th century when the industrial revolution burst onto the scene requiring organizations to find new ways to organize work into specific tasks and responsibilities. As the number of jobs on an assembly line grew, with multiple people doing the same or similar work, HR was tasked with standardizing descriptions of work into formats that would keep their employer in compliance with a growing number of government regulations re: standardized work weeks, overtime pay requirements, workers compensation, and mandated benefit requirements.  Job descriptions quickly turned into lists of tasks the worker would perform and pre hire skill and experience requirements. Today we see a variety of job description formats, each designed for different purposes, to support different approaches to describing work.   Some formats reflect an employer's need to document certain administrative or compliance elements of the job.  Other formats focus more on making the job description part of the company's hiring process or making it tool for managing the employee's  performance once hired. Most job descriptions still include 1) a list of the tasks to be performed by the person doing the job, and 2) a list of qualifications a candidate must have in order to be hired. Our POV is that most job descriptions aren't being designed to play a role in today’s very competitive marketplace.  First of all  job content can change "just like that.'  Traditional job descriptions with their lists of work to be done can be outdated even before they get published.  Nor is their list of tasks to be performed or hiring requirements needed or preferred, interesting enough to inspire a candidate to say "choose me."  Talented candidates always want to know more about the WHYs behind the WHATs, before they are willing to engage.  How will they be able to make a difference?  Most traditional job descriptions don't answer that question.     This blog is being written to offer some ideas for how hiring managers can make their traditional job descriptions more relevant in today’s world of work. We will make the case that traditional JD formats that focus on the work to be done rather than the results to achieve, need to be tweaked if we want them to play an important role in the recruiting process.  We will point out that a shift in mindset (from a task to results focused mindset) is needed if you want your hiring process to deliver quality hires.          

How do you turn a traditional, task focused job description into a RESULTS FOCUSED hiring process? 

Here's the steps we think are important...

Start by asking questions about the bigger picture - WHY does this job exist?  How does this  job contribute to the company's mission and goal?  

In recruiter training, most recruiters have been taught that their first job is to pin down a hiring manager’s wants and needs.  They've been taught ask all those WHAT questions.  WHAT skills? WHAT knowledge?  WHAT work  experience are you looking for in a prospective employee?  We are encouraged to get as specific as possible when describing the WHATs while also  making sure that the "list" doesn't get so long or become so unrealistic that the candidate who could meet all the marks doesn't exist! The traditional job description does indeed answer these low level recruiter questions, and almost always describes WHAT the employee will do once hired.  What these types of JDs don't do is answer the question as to WHY these tasks have been assigned to this role - what results is the employee expected to deliver?  How will they contribute to the company's mission or goals?  What do they have to deliver in order for their hiring manager to consider them a successful hire?
In a results focused hiring process you always start with a good understanding of the company's mission and how the job is intended to contribute?  .  

The next step is to organize the list of TASKS into areas of RESPONSIBILITY

Most job descriptions contain a fairly long list of the tasks that the employee will do.  We find it helpful to organize that list into a much fewer areas of responsibility. Some jobs have only one area of responsibility;  others have several.  We have a person on our team, for example, who touches and has been assigned important results she is expected to achieve in Operations, Marketing, Recruiting, and Administration. By first organizing her work into specific areas, we can focus on describing the results she is expected to deliver in each of these "buckets" . Organized in that way what we uncovered is that the results we expected her to deliver varied in terms of the level of delegation and accountability we assigned to her.  Her results ranged from  “supporting ” results assigned to a team of folks (a team participant),  to results where  she was the only one involved (an independent producer).  Getting clear around these diverse areas of responsibility and organizing them into visual buckets was incredibly helpful to getting a clear picture of this role.

Once you've identified the AREAS of RESPONSIBILITY, get clear on the results important to each bucket!   

Most areas of responsibility have 2-3 results considered key.  To help you describe these results, take a look at the tasks that fall into each of the responsibility buckets, and ask WHY these tasks are important - what are they supposed to achieve. Traditional job descriptions tend to get organized around descriptions of the tasks, and then go on to describe the result.  The results focused hiring process shifts that  thought process by focusing first on the results a role is expected to achieve and then identifying the tasks currently considered important to achieve those results. For example instead talking to a candidate about an Account Manager role and the need for them to “meet with key customers monthly" - in a results focused hiring process your first focus is on the results.  "This role has been created to increase the number of products or services we sell to each customer.  One of the ways we do that is by meeting with key customers monthly."   The difference in these two conversations might seem a bit nit picky,  but by keeping conversations with candidates focused on RESULTs, not TASKS – you're sending the message that what's most important to you about what a successful hire is finding someone who will achieve a goal, not just complete a set of tasks. The reality is that new technologies and marketplace shifts can change how we do our jobs “just like that”, even though the goals for what we are expected to deliver.   Job descriptions built around tasks need to be updated every 2-3 months.  Job descriptions built around RESULTS can stick around for a while.
When the results an employee is expected to deliver is placed at the center of work conversations, and the conversations that take place when a candidate is being considered for a role, the ripple effect in productivity, resilience, and the candidate's motivation to achieve results, touches every corner of the organization. The organization suddenly becomes more bottom up, less top down.
And for candidates applying for jobs, talking about results is also a way to engage a high quality candidate early in the hiring process.  Talented employees want to be challenged.  Talking with them about goals, not tasks, is a way to do that.  Organizationally, the link between an employee's sense of purpose and their productivity is well documented.  Motivational research continues to show that employees who have bought into the mission are the employees most likely to “go above and beyond”.  We've all seen that employees who don’t know why their job or what they do matters, are employees who tend to disengage,  or even worse, turn their jobs into a personal agenda.

Here's an idea:  Instead of relying on a traditional job description to "describe the work", how about creating a 30-60-90 day PLAN for PERFORMANCE.  

In fact if we had to choose between kicking off a recruit using either a traditional job description focused on a list of tasks and candidate qualifications, or a 30-60-90 day post hire performance plan, we'd choose the latter.  It is really important that in any hiring process we are able to communicate what a new employee is expected to achieve (by when) if they "get the job." And a 30-60-90 post hire performance is not the plan you prepare when a more seasoned employee gets in trouble - not meeting your expectations.  The 30-60-90 day post hire plan lays out what a new employee can expect to experience in their first 90 days on the job.  It is also a road map with check points every 30 days to make sure the employee is on target to become the quality hire you need them to be. The process of creating a post hire 30-60-90 day performance plan minimizes hiring mistakes because it requires a hiring manager to think clearly about their expectations.  It also requires them to get real about what their new employee will experience in their work environment post hire - the CONTEXT in which the work will be done. One of the questions we always ask during an intake conversation with a hiring manager re: a new role that we haven't work with before is:  How would you describe a “day in the life” of your new hire during their first 30 days on the job?  What will they need to know or learn?  What obstacles will they face?  What support systems are or are not in place that will help them be successful? What we've found is that its often the context in which work is done that gets revealed by these questions that makes a difference to what a new employee can deliver! Hiring managers who don't pay attention to  CONTEXT will often…
  • Make mistakes in what they come up with as a profile for their "preferred candidate” – missing some of the soft skills or talents important to actual success on the job  
  • Misrepresent the reality of the role, what it will look and feel like to a new employee, leading to early term turnovers
  • Hire candidates who actually might be the right fit for the role, but lack the skills or talents needed to navigate some unique aspects of the current context.
An additional benefit of preparing a performance plan up front is that they make it easy for a hiring manager to track the progress of a new employee once hired.  So many times managers will decide that a new hire isn’t working out because they haven’t taken the time to describe what it means for an employee to “work out” .  In other words, they have no clue what a quality hire looks like in 30-60-90 days. Performance plans are great tools to get a candidate thinking about the job and what it might be like to work for your company.  When a hiring manager is specific about what they expect by when and presents that  outline to prospective candidates, the right candidate’s wheels will start to turn even before they’re hired, kick starting the onboarding process.  And I guess you just have to trust us when we say that creating a 30-60-90 day pre hire performance plan will set you, your job, and your company apart from competitive opportunities in the candidate's eyes.

Its always a good idea to pin down as much as possible about how you will measure the results you are expecting in your 30-60-90 day plan.   

While nailing down the details of how results will be measured isn’t as important to the hiring process as it is to performance post hire. I can’t tell you the number of times in our own organization where we’ve had to scramble to find the right data and present it visually to a new hire in order to give them feedback on how they are doing. The data is almost always there, but not available in a visual designed to tell the story at a quick glance – and its that story the employee wants, needs and deserves.
It would have been so much better had we done the work to identify the data we needed before we hired so we could get our new employee's on their RESULTS right out of the gate.  Enough said.

Final Thoughts - Why is the focus on RESULTS so important to hiring success?

The data about the number of hiring decisions that end up being hiring mistakes hasn’t really changed that much over the last decade.  Data shows that somewhere between 35 and 55% (depending on who is doing the counting) of all new hires turn into hiring mistakes at some time in the first 12 months.  And that's been true for the last several years. What we know about this statistic is that a lot of hiring mis-fires  have roots in how the job descriptions that are used to drive most hiring processes tend to be focused on tasks not results.  People get hired because they are really good at doing certain types of tasks; but they often lose their job when they aren't achieving the expected results.
In many (but not all) cases the issue with hiring mistakes lies more with the hiring process (including the job description at the center of that process) than the person hired.
A results focused hiring process requires a shift in how hiring managers and their recruiters approach the hiring process.   Relying on job descriptions built around the what's (the tasks to be performed, the skills needed to do those tasks) need to be shifted into job descriptions built around the whys (the results needed by the team).  When a hiring manager makes that shift the impact on who is hired and how can be game changing.
PACE Staffing Network is one of the Puget Sound’s premier staffing /recruiting agencies and has been helping Northwest employers find and hire quality employees who are the “right fit” for their roles, for over 45 years. A 5-time winner of the coveted “Best in Staffing” designation , PACE is ranked in the top 2% of staffing agencies nationwide based on annual surveys of customer satisfaction. PACE services include temporary and contract staffing, temp to hire auditionsdirect hire professional recruiting servicesEmployer of Record (payroll) services, and a large menu of candidate assessment services our clients can purchase a la carte.

If you’re a hiring manager looking for a service that will actually “make a difference” to who and how you hire, contact us at 425-637-3312 or fill out this form and we’ll be in touch!

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Hiring for Results: A Shift in Mindset Will Change Who and How You Hire!

by Sara Bennett | January 29, 2024

0 Author-Jeanne, Hiring Strategies and Tactics, INFO/RESOURCES - HIRING / CANDIDATE SELECTION PROCESSES, Results Based Hiring Processes*, Thought Leader / Featured Blogs* get connected

Getting Clear on the RESULTS You Need Your Next Hire to Deliver Makes a Big Difference in Who and How You Hire! 

When you're competing for talent in a fast changing candidate market, how you organize the steps in your hiring process can make a big difference in who and how you hire.  Your process can't just be a series of steps you go thru to satisfy your boss or HR.  Each of the steps in your hiring process needs to be focused on delivering a quality hire.  But how do you define a quality hire? At PACE, our RESULTS FOCUSED hiring model is all about delivering quality hires.  We use it internally with our own team.  We use it externally with our clients to help them select the right candidate to hire or even to put into a long term temporary assignment. It has several steps, some of which are all about the science of hiring.  Others lean more into the intuitive or artistic side of successful hiring.  but our hiring model  differs from other models  because of its focus on HIRING RESULTS.  It was specifically designed to help clients select the right candidate which in their world is the candidate most able and willing to deliver the results they have determined up front are most important to hiring success.  It was also designed to enhance how a high talent candidate would experience of the hiring journey.  Not just to attract them the job, motivate them to accept our client's job offer, but also to get them ready to perform on day one post hire! This blog is being written to introduce our readers to our  RESULTS-BASED hiring model. We use this model when selecting an employee to refer to a client for hire  or to be assigned into a short or long term temporary role. It involves a series of steps just like any hiring process, but starts with the need to get clear on the results the hiring manager states is important for a successful hire to achieve. It involves a vetting process that includes engaging with the candidate on those results and finding out how they think they would achieve them if offered the chance.   It is a model that includes multiple screening, evaluation and assessment activities designed to provide the hiring manager with the information they need to predict which candidate is most likely to turn into a quality hire!  It also becomes a strategy for retention since it prioritizes underlying talents that can be developed over time,  not just here and now skills.        The PACE team has been using our RESULTS BASED hiring model for over a decade now. Whether our client needs to find a temporary powerhouse or hire a key player for a pivotal role, we help our clients define what an employee needs to deliver to be considered a quality hire, and then we help them find and id the candidates who fit that mold.  We’ve recently added some new features to the process so wanted to update our description of the journey – the steps our clients will experience along the way. To give full credit where its due - the inspiration for this model came from staffing guru, Lou Adler, and what he calls a Performance Based hiring process. Here are the key steps in our version of Mr. Adler's model, pointing out why we call it RESULTS BASED:

#1 Pre Hire Homework

Getting clear about the actual work and what a hiring manager expects a successful hire to deliver, is part of the homework we do with each client before the recruit can launch.  Our intake conversation is the first and most important piece of work in any hiring project. One of the reasons why our hiring model is considered Results Based, is that instead of dusting off an old job description that is typically a long list of work to be done and an equally long list of "hiring requirements", we help our clients turn that list of tasks into descriptions of the results those tasks are intended to achieve.  We like to communicate with candidates not just about what they are expected to do, or the qualifications they are expected to have, but what they are expected to achieve.  We think that focus on results is key to candidate engagement. As example, telling a recruiting coordinator that part of their job is to prepare new job postings daily is about the task.  Truthfully it's not a very compelling way to pitch to a prospective candidate what they're going to contribute once hired.   Telling them that their job is critical to help the team fill more job openings is.   Candidates and employees tend to get motivated when they know the reason for their work - what it matters.  Talking to candidates about RESULTS (not tasks) sets your company apart from competitive opportunities. We promise.    As part of their pre recruit homework we encourage hiring managers to develop a 30-60-90 day performance plan.  This is a plan that details what results the candidate is expected to achieve if hired and we use it to engage a candidate right out of the gate.  Creating a road map of milestones someone is expected to achieve, and then asking them how they would approach achieving those milestones  is a powerful technique.  It also kicks off that dangerous period of 30-60-90 days when most hiring errors surface. There are other things pre- recruit homework is intended to get accomplished...but nothing is more important than the hiring manager's plan for success.  It will also help you nail down....
  • The work content - a typical “day in the life” of the future employee.  What are the tasks the employee will be doing to achieve the results.
  • The CONTEXT in which the work will be done – Why has the company decided to hire now? What business or staffing issue are they trying to address?  What about the work environment that might create challenges for a new hire?  What resources are or are not in place to provide support? (Will they be working for a boss who is almost never on site?  Will they have lots of daily/weekly deadlines?  Will they have daily contact with others or are they expected to work on their own?    The CONTEXT homework is about uncovering anything that will be relevant to how the employee experiences the job after they are hired.
  • Why the right employee would want to take this job? What should we be looking for in a candidate that would suggest they will be both able and willing to not just to achieve but to excede their hiring manager's expectations for results?  Each candidate we interview needs to give us an answer to our question - why would you want to take a job that is expected to achieve these results?   What about this job is likely to keep you interested on year one?  not just day one?
The end product of all our pre recruit homework is what we call a Preferred Candidate Profile (PCP) which is an outline of the skills, experience and personal profile of a candidate who is likely going to be highly motivated to deliver the results you need.     A PCP is what all recruiters need in order to know....
  • Where to look for the right candidate
  • How best to engage them in your hiring process
  • What candidate vetting/screening/evaluation activities will be help to id the right candidate
  • What information will our client need to select the best candidate for the job – “the one most able to deliver the results you need - not just on day one but on the hiring anniversary dates to follow.
In any hiring process the Preferred Candidate Profile is the roadmap that guides the next steps in the hiring process.  In a RESULTS FOCUSED hiring model, that profile reflects results not tasks, talents not just skills and experience.   It is a profile that describes the candidate who is able to deliver the expected results on day one and on each anniversary date after.        

#2. Customized Sourcing, Screening, and Candidate Vetting – where science and art come together! 

Homework completed, a Preferred Candidate profile in hand, your recruiter can now go to work to find the candidates who fit the profile.  They will vet those candidates against all the details you've id'd to be relevant to the “fit”.  They will engage them in the hiring experience by talking about the results they will be expected to achieve and any unusual pieces of the context in which the job is done. The steps our team uses to find and recruit candidates is about the science because it is very data driven approach to the market.  We need to know how many candidates are in the marketplace available for hire?  How many employers are chasing those same  candidates?  What are those candidates looking for when they pursue one job or another?  We will know how many candidates we will need to touch before we come up with the one who is the right fit.  We have the concrete data that we use to answer these questions.   Engaging candidates in the journey is the artistic part - using the story about our hiring manager's expectations of results to trigger each candidate’s interest in becoming part of the team.
You would be amazed on much information you learn about a candidate's underlying talents when you engage them in conversations  about the results that will be expected of them once hired.  They'll come up with approaches they could use that you may not have thought of.  Traditional vetting interviews,  focused on skills and experience, can't touch a vetting interview focused on results.      
At PACE , we vet all candidates using a variety of behaviorally based interviews, skill and aptitude assessments, and reference checks.  A new feature of our vetting program in 2024  is to use an automated reference check process very early in the vetting process. In the past our reference check process was the old fashioned kind - live conversations with a past employer - so we didn't do them before we knew if our client was interested.  Today, we have AI based software to allow us to activate a digital reference check process right after the first screening interview, saving the hard core voice to voice conversations to the end. There are a lot of reasons for this additional step.  It sets the tone re: the seriousness of our hiring process right up front and actually encourages candidates to be more forthcoming during subsequent interviews and assessment exercises.  They know what they tell us in an interview has to match up with what a former employer tells us doing the reference check.  An important nuance of our reference check process is that it is constructed to minimize a previous employer's opinion, focused instead on verifying the candidate’s self reports.     

#3. Information Rich Hiring Decisions – Our Client’s Opportunity to Go Deep!

Armed with the information gathered during our screening and evaluation processes, our clients are able to focus their time with one or two candidate finalists.  They are able to go deep into uncovering how each of those candidates might approach delivering on their expected results, how they might overcome the challenges we've identified, what talents they know they can bring to the table to help them be successful? This type of behavior based interviewing generally makes it easy for a hiring manager to see which candidates are most likely going to be successful once hired. It also encourages the candidate’s on going engagement. While PACE plays an active role not just in the screening of candidates but in more in depth evaluations of candidates who have "made the cut" a lot of what happens in the final stages of evaluation happens when the candidate is referred to our client.  We encourage our clients to....
  • Use a multi step evaluation process…..at least one or two interviews
  • Involve all the folks who will play a role in the new hire’s success in one or more steps in the evaluation process
  • Involve the hiring team with only 1-3 finalists so the vetting process doesn't get too exhausting and lead to hiring mistakes
  • Wherever possible arrange for “on the job” interviews or discovery.  Asking a candidate to spend 2-4 hours job shadowing - watching teammates in action, or attending a team meeting to see how the team interacts with one another.   Our favorite "on the job" evaluation is a “temp to hire work audition” where the employee actually starts work on the team but is in an interim, non employee role for a 2-3 month auditioning period.  We are big believers in try before you buy.  
When its time for our client to make the hiring decision the focus on RESULTS which has been part of the process since day one once again comes into play.  The hiring decision is simply a prediction about which candidate is most likely to achieve the short and long term results needed to be considered a quality hire.  Which of the candidates is most likely to stay motivated along the way.  The answer is usually quite clear if you've kept the discovery focused on results each step of the way.

#4. Pre- Offer Discovery – Making Sure We Get it Right!

Once our client decides who they want to hire, the recruiter's role shifts to make sure their job offer aligns with the candidate’s needs and the competitive marketplace.  Our goal is to make sure the candidate will accept the offer enthusiastically. This last phase of the hiring journey is critical to a successful hiring process and employee retention down the road. While difficult to do without someone in the middle to make sure there are no misfires, when using a third party agent like PACE to communicate clearly thru all the nuances of the right offer, miscues are nipped in the bud quickly.

#5.  Pre-Hire Compliance – The Finale!

The last step in all hiring processes is to make sure the candidate is eligible to go to work in the US and passes muster in order to get access to the employer’s facility.  In our state, some of the steps in the compliance process, the criminal background check for example, cannot be initiated until an offer has been made or accepted. For any temporary employee placed on assignment, PACE is the hiring agent and will always do every step in the compliance process.  If our client is hiring the employee directly they can either ask PACE to do the compliance or do it themselves.  Either way PACE clients can rely on our compliance team to have the expertise to walk you thru any issue that might arise.

Final Thoughts – a Holistic Approach to Hiring, Performance Management, and Staff Retention

We hope you now have some insights into the steps of our RESULTS FOCUSED hiring model and the many ways it lays the groundwork for hiring success.  It is a seamless journey from the initial intake call thru the onboarding and first 90 days your new hire is on the job. Whether you’re a customer who has already experienced this hiring model or a new client looking to upgrade your own hiring process, we hope this information sparks some ideas about how to get started.  Our RESULTS FOCUSED model will definitely make a difference in who or how you hire. If you have questions or run into some challenges along the way - never hesitate to call.  We’re here to help!!!!
PACE Staffing Network is one of the Puget Sound’s premier staffing /recruiting agencies and has been helping Northwest employers find and hire employees based on the “right fit” for over 45 years. A 5-time winner of the coveted “Best in Staffing” designation , PACE is ranked in the top 2% of staffing agencies nationwide based on annual surveys of customer satisfaction. PACE services include temporary and contract staffing, temp to hire auditionsdirect hire professional recruiting servicesEmployer of Record (payroll) services, and a large menu of candidate assessment services our clients can purchase a la carte.

If you’re a hiring manager looking for a service that will actually “make a difference” to who and how you hire, contact us at 425-637-3312 or fill out this form and we’ll be in touch!

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Taking the Fat Words Out of Your Hiring Process

by Sara Bennett | December 4, 2023

0 Author-Jeanne, Hiring Strategies and Tactics, Thought Leader / Featured Blogs* get connected

If you’re a recruiter, you won’t have to wait more than 15 minutes in a conversation with a hiring manager to hear at least one “fat word”.    “I really need you to find me someone who is a  “critical thinker”!. … Read More »

Why Job Seekers Want to Work for YOU – a Small to Midsized Employer!

by Sara Bennett | October 12, 2023

0 Author-Jeanne, Hiring Strategies and Tactics, Thought Leader / Featured Blogs* get connected, main whats happening

Small and medium sized companies often find themselves competing for talent on a very unequal playing field! Here's how they win the race for talent against their larger competitors! … Read More »

AI and Hiring. Evolution or Revolution?

by Sara Bennett | September 28, 2023

0 ACA Compliant Benefits, Author-Jeanne, Hiring Strategies and Tactics, Thought Leader / Featured Blogs*, WHAT'S HAPPENING NOW. Data. Trends. News* Employer Buzz, get connected, main whats happening

The role of AI in the hiring process has been an unexpected story in 2023.  Everyone is asking “how will this “technology” impact me?”. Recruiters, Hiring Managers and job Candidates are no exception.  … Read More »

Your Hiring Process Creates Your New Employee’s First Impression!

by Sara Bennett | September 21, 2023

0 Author-Jeanne, Hiring Strategies and Tactics, INFO/RESOURCES - FOR PEOPLE MANAGERS / HR PROFESSIONALS, INFO/RESOURCES - HIRING / CANDIDATE SELECTION PROCESSES, Results Based Hiring Processes*, Thought Leader / Featured Blogs* get connected, main whats happening

Anyone surprised that this thing called the “employee experience” actually starts well before a job candidate becomes an employee?  Here's how kick start the employee experience while hiring.... … Read More »

What Makes PACE Such a Great Partner!

by Sara Bennett | February 20, 2023

0 Agency Pricing Practices, Author-Jeanne, PACE in the News!, STAFFING AGENCY PARTNERSHIPS, Thought Leader / Featured Blogs* get connected

We don’t like to brag, but one of the things we think is really special about PACE Staffing Network, is our track record of success when it comes to retaining clients.  In an industry where client relationships are historically fickle with client turnover across the board exceeding 50% a year, the fact that so many PACE clients have been with us 20 years or longer is something we think is worth talking about.

How do we do it?

I think it starts with how we view ourselves – as partners not vendors – avoiding all those mistakes we see our competitors making that can’t help but believe causes their clients to look elsewhere for more or better.

Here are 6 things we do (that most of our competitors don't) that we know makes us a great partner....

  1. We work in teams which creates the consistency in service and outcomes our clients can rely on!  At PACE how you experience our services is not dependent on you being assigned to work with one of our staffing superstars!   When someone on one of our client teams is absent or, god forbid, gets hit by a truck, there is always another member of the team who can slip into their spot, assuring our clients that their service from PACE doesn't miss a beat.   PACE clients never get one of those “Hi – Im your new Account Manager and would like to get to know you” e mails – first of all because we have very low levels of internal staff turnover, but more importantly our clients already know their team, people already familiar with who they are and what they do.  Our team approach purposefully creates a better and more consistent service for PACE clients!
 
  1. Our mindset is not on selling our clients anything, but helping them solve their staffing problems.  And there is a big difference.  Our interactions with clients are all about uncovering what's unique about them - their pain points, finding the solution that fits them, not us.   If that solution happens to be one of the services we offer, we’re all in.  But even if it isn't, we don't stop until we know there's a solution in place.  That's why we built the network in PACE Staffing Network, which refers to the partnerships we’ve formed with other staffing agencies and companies, who, in aggregate can offer our client’s specialized solutions in all facets of their business that PACE doesn’t personally provide.   We’re serious about providing solutions even if those solutions aren't something we can personally deliver! 
 
  1. We’re really good with feedback.  While a lot of vendors ask for feedback, very few actually make changes based on that feedback.    It’s a big deal for us to get a suggestion from a client and turn that suggestion into a change in process that works better not just for the client who made the suggestion, but other clients as well.  Many of our best partnerships started with a problem that our vendor level competitors wouldn’t or couldn’t solve because they couldn't move out of their "cookie cutter" mindset.  It was not by mistake that we made it one of our key differentiators to be “world class” at customization.
 
  1. We are always transparent – particularly when it comes to pricing. Our pricing models are rationalized based on one thing – the costs we incur to deliver something our client’s value compared to the costs of alternative solutions.  And for us transparency is all about at least once a year laying out all the costs we incur to deliver our services and asking our client’s if we are delivering the value we promised or they expected.   One of our most popular blogs was created to help potential clients understand all the elements that get factored into a temporary staffing bill rate.  We followed that up with a blog to help employers negotiate more effectively with their  staffing vendor.
 
  1. We do our homework. When we help a client find that “just right” employee for either a temporary, direct hire, or temp to hire staffing model, our conversations with clients are anything but one and done.  We go in depth into any facet of your work environment or needs that we know from experience that will impact the success of the person you hire!  While many vendors in the staffing industry sound like “do you want fries with that burger”, when you ask us to find your an employee our order taking process is more like a discovery, a peeling back of the onion so to speak, to reveal what matters really.  Yes, it takes longer, but that’s an investment in a partnership we know has big payoffs both short and long term.
 
  1. We keep a diary. Yep, we’re like the FBI when it comes to taking careful notes and turning those notes into something actionable…either now or in the future. Every conversation we have with a customer or candidate gets captured; every nuance about how a recruiting project is being organized gets documented.   When we say “we keep an up to date profile” of each client, that’s just the tip of the iceberg.
  The difference between a vendor and a partner couldn’t be more obvious than how you experience the different ways staffing or recruiting vendors work with their clients.   PACE clients have come to “experience the difference” in the way we do partnerships so different from what others do.  Experience the difference has been our motto from the first day of our founding and has served us well.      For more information about what PACE does, how we set ourselves apart from our competitors, and our focus on the unique needs of small to medium sized Northwest business, we’d love to have a personal chat. You can reach us by using the contact form below, emailing us at partnerservices@pacestaffing.com  or calling us at 425-637-3312.[gravityform id="56" title="false" description="false" ajax="false"]

Wondering if you have a QUIET QUITTER on your team?*

by Sara Bennett | October 27, 2022

0 Author-Jeanne, Hiring Strategies and Tactics, Thought Leader / Featured Blogs* Disengaged Employees, get connected, Hiring/Firing, Is it Time to Fire a Quiet Quitter?, main whats happening, quiet firing, quiet quitting

Do you find yourself wondering if you have some "quiet quitters" on your team?   Has the team's morale suddenly taken a turn for the worse?  Are you no longer confident that the team has the same enthusiasm for its mission that it once had? … Read More »

Finding the GREAT in the Great Resignation!*

by Sara Bennett | June 6, 2022

0 Thought Leader / Featured Blogs*

 

Whatever you call it - the The “Great Resignation”, the “Big Reset" - it doesn't appear to be going away soon!

As we turned the corner on 2022, employees were still leaving their  jobs at record setting levels.  This left us close to a million jobs short of where we were pre pandemic with workforce participation rates not close to fully recovered.  Current data shows that over 11.5 million jobs go unfilled each month - more than 2 jobs for each job candidate. Make no mistake - with candidate shortages a challenge for most sectors of the workforce, turnover, losing the employees you have, is a serious issue.  This is particularly true in the Northwest where the dominance of the "bigs" in our marketplace has always meant that the availability of candidates to be hired by small to medium sized employers has been dicey. But keep in mind that up until the end of 2022, the Northwest "bigs" (Amazon, Facebook, Microsoft etc.) were hiring.  Now they're laying off, even while the record setting quitting has only slightly moderated.
We're wondering how all these very publically announced layoffs and the underlying dynamics of the "Great Resignation" might actually be a good thing for small to medium sized employers? 
In this blog we’ll share what we think has led to the Great Resignation PLUS offer up some ideas for small to medium sized companies who can take advantage of a marketplace where quittings, lay offs and hiring are out of sync.   We've got some ideas about how to make the best of this very strange marketplace....

...but first, let’s look at a few of the dynamics in our current marketplace - reasons why employees are still quitting; reasons why recruiting is still such a challenge!

#1. "I QUIT because I can"

At the end of the day, with all the data sliced and diced, in all "candidate driven” environments,  employees tend to quit because they can- and they can easily!   If something goes wrong on Friday, a disgruntled employee can post their resume on Saturday, and have a new job within the week.  It may not be the “right job” but in a job market that still has some kick to it, the perception that employment gaps can be long standing has still not been dispelled.

#2.  The era of "I think I'll Take a Break from working" can't go on forever!  

In late spring 2022, we started to see a trickle of employees coming back into the market who had not worked since leaving their jobs during the pandemic.  Employees who used the pandemic as a reason to take a break or to dabble in entrepreneurship started to return to the marketplace in early to late March of last year....but not at the levels we would normally expect after an economic recession.  Downticks in workforce participation during economic downturns has been a predictable trend for the last several recessions,  but this time around the "returners to work" didn't come back as anticipated.  They may have been fearful of coming back into a physical work setting, they might have gotten comfortable with a simpler lifestyle.  Whatever the reason, this emloyment cycle was different.

#3.  There's No Longer Any Shame in Quitting

It’s been true for some time, even before the business shutdowns, that career enhancing “job hopping” is no longer frowned upon - not even a lot of it.  Today’s employees don't get into “forever jobs” and are clearly not afraid to tackle the unknown – particularly if the unknown is packaged up to look better than what is which is what a lot of recruiting has turned into. Resumes showing good job tenure were once a prerequisite for hire.  No longer.

#4.  Changing Jobs is Easy Peasy!

An important factor that we believe indirectly impacts the high rates of quitting is the impact of digitally based hiring processes on employee job satisfaction.   Recruiters working for large employers who had high volume hiring quotas had to be so focused on finding candidates with the right key words on their resumes that the importance of "fit" to job satisfaction and employee retention has slipped thru the cracks.
  • Jobs were not accurately profiled creating mismatches between what employees want to achieve thru their work and what a specific job or employer has to offer.
  • Employees were not thoroughly vetted to make sure that all the critical dimensions of "fit" were  part of the hiring decision.
  • Once reality set in and more choices surfaced, the formula for "turnover" and the decision to "quit" kicked in.
We think job/employee mismatches is always a serious issue with how the bigs hire, and was exacerbated by the post pandemic hiring frenzy.  

#5.  Life changed! 

 ....and since the shut down in 2020, many employees have not just changed when and how they work but where they live and decisions they've made about how they do life.   Mothers with small children were one of the first to leave the job market and they haven't returned and many predict they won't won't until their children can care for themselves OR employers adapt new ways to allow women to make sure their children are cared for without costing three quarters of their income.   Employees are still leaving jobs to care for aging parents.  Husbands and wives are still leaving jobs to follow their spouses to new locations, new states, new ways to do life.          

#6.  What's in it for me?  

What we experience is that many of today's employees (not all) are choosing to leave even high paying jobs if they don’t sync up with “who they are”, “what the like to do” and “what’s important” to them about their work.  Here's what we hear....
  • My supervisor’s management style didn’t work for me.
  • The company’s culture is too cliquish. I felt left out.
  • I thought this job would give me a challenge, but I just didn’t enjoy the work.
  • The company is demanding more from me than I want to give. I am not willing to sacrifice my personal life just to get ahead.
  • I can’t see how my work is making a difference.
  • I just don’t see the opportunity to “grow” that I am looking for.
These are the issues we think create opportunity for small to medium sized Northwest employers can take advantage of the Great Resignation to do things their larger competitors can’t (or won’t)!

Here’s EIGHT ways Northwest companies can turn the "turnover culture" into a competitive advantage….

#1 Use the availability of candidates in the current marketplace as an opportunity to add new talent to your teams.   

Yes, it may take a while, but don’t be afraid to troll the current candidate marketplace just in case there is someone who left their job with a fortune 500 company either because of a lay off or purposesfully to look for the kind of “make a difference” opportunity your small to medium sized company has to offer! Don’t have time to troll?  Ask us to do it for you – searching the marketplace for great talent is what we do daily!    

#2.  Create hiring criteria based on RETENTION not just here and now performance!    

Three things come to mind.  1) Make sure you start every recruiting process with a clear view of what the job entails – its core tasks, demands, opportunities plus its everyday work environment; 2) carefully screen candidates for their talent and long term “fit” not short term performance;   3) Get clear about what makes you different as an employer - what you can offer a prospective employer - and find candidates who want to buy what you have to sell. One of the core services PACE brings to our service table is comprehensive job and candidate profiling- an essential ingredient of sucessful hiring focused on long term retention.  We help you do that well.
  • Job auditions, where a candidate gets a chance to try out a job and the work environment for 1-2 months before making the final commitment.
  • Working interviews, where a candidate (typically a finalist) finalist is invited in to sit with the team for 2-4 hours before a job offer is made.
  • Realistic recruiting campaigns that help companies lean into what they do best and attract candidates that "fit" what they really have to offer and avoid disappointments.
#3 Take a realistic look at your pay and benefit plans. It goes without saying, that pay rates are going up not down.   We tell our clients that their pay plan doesn’t have to come in at the "top of te market" but it has to be at least comparable to competitive offers.  Increasing the upper end of your pay range and communicating that range in your job postings is likely to give you access to a broader range of candidates.  This doesn’t mean your offer has to reflect the top of your pay range, but as a smaller employer you have the flexibility to avoid the rigid pay structures that are turn offs for employees looking to get ahead. And if your benefit offerings aren’t quite up to par with your larger employers you might want to consider increasing your pay rates to accommodate that short coming.

#4.  Make sure you management team communicates clearly and regularly the link between your current employee’s good work and their contribution to the team.  Make "good work" mean something to your team.

One of the things that keeps employees engaged in their work is their belief that what they do matters…. that they make a difference.   As a leader, communicating the link between what employees do on a daily basis or as the result of extra effort, is one of things that makes a big difference in their retention.  It keeps them motivated to contribute to their current team, rather than looking around for a new team where they believe they will be more appreciated or valued.

#5 Take advantage of your small company FLEXIBILITY wherever and however you can. 

Expanding pay scales, adjusting job content, elevating job titles, offering work from home privileges, even the flexible ways you can configure staff - are all ways small to medium sized companies can set themselves apart from their larger or "less flexible" counterpart.   You would be amazed at how much impact you can have on an employee once they realize that you are willing to make changes, do things differently just to create a more positive, employee centric work environment.

#6 Stay connected with each and every employee on your team…. both professionally and personally.

Employers who rely on exit interviews to tell them about their turnover aren't going to do well in 2023.   We believe it’s much easier (and smarter) to have ongoing conversations with current employees designed to stay current re: how they’re feeling about their role, the team and your company - keeping you prepared for what lies ahead.  “Stay interviews”, the term used in larger organizations to describe how this is done on a formal process, can be done more frequently and in less formal ways in smaller companies.

#7 When turnover strikes, find ways to create new opportunities for others on the team – new reasons for them to stay.

   Your larger competitors are not as able as you are to move quickly to reconfigure work.  Take advantage of that opportunity to give your remaining team members new life, new challenges!

#8 If a “team member leaves" introduce a new and more invigorating vision for your team. 

We know your first step is to come up with your plan to replace a leaving team member, but it can also be a time for you to share your vison of how the team will be “even better” once the transition is completed.  Yes, you need to stay tactical for the moment – reassigning work quickly and clearly – but also take this time to re invigorate your team around its vision for the future.

Have you been impacted by a valued employee's leaving or higher-than-usual turnover? 

We’d love to help. If you are an employer who needs to replace a valued employee or looking for the right solution to fix a short term turnover issue, give our Partner Services team a call at 425-637-3312 or complete the form below for a direct connect.

Who Are We?

PACE Staffing Network is one of the Puget Sound’s premier staffing /recruiting agencies and has been helping Northwest employers find and hire employees based on the “right fit” for over 45 years. A 5-time winner of the coveted “Best in Staffing” designation , PACE is ranked in the top 2% of staffing agencies nationwide based on annual surveys of customer satisfaction. PACE services include temporary and contract staffing, temp to hire auditions, direct hire professional recruiting services, Employer of Record (payroll) services, and a large menu of candidate assessment services our clients can purchase a la carte. To learn more about how partnering with PACE will make a difference to how you find and hire employees,  contact our Partner Services and Solutions team at 425-637-3312, email us, or complete the form below.[gravityform id="56" title="false" description="false" ajax="false"]

It’s All About the Logistical Fit

by Sara Bennett | September 9, 2021

0 Author-Sara, INFO/RESOURCES - FOR JOB SEEKERS (All), Thought Leader / Featured Blogs*

In this blog, we are going to focus on one of the five components of fit - Logistical Fit. … Read More »

The Search for the “Right Fit” in a Tight Candidate Marketplace

by Jeanne Knutzen | April 15, 2021

0 Candidate Sourcing Strategies, Hiring Strategies and Tactics, Thought Leader / Featured Blogs*

What a great question! Once you’ve decided that you need to hire, there is always time between when you make that decision and when you actually put a new hire in place. … Read More »