The Inside Scoop from the Recruiters at ETS

We decided to take an internal survey and look at some of the most common things we hear regarding candidates and clients in our searches.  Whether we were looking at positions for Optometrists, Ophthalmologists, or support staff, we all seem to be hearing or saying the same things:

1. What message do we repeat to clients the most? The number one answer was the importance of feedback. Whether emphasizing how feedback will streamline the process of finding their next great associate or stressing how it keeps the interview process moving to reduce the risk of losing a great candidate, timely feedback is crucial to us being able to do the best job for you.
2. What message do we repeat to candidates the most? When asked about the other side of the process, there were three common responses. First, how can we make you, the candidate, stand out from the other candidates I am presenting to my client? Second, the need for realistic expectations, whether with regard to salary or comparing different opportunities, arises often as well. Last but not least, we constantly have to encourage candidates to look outside of major metro areas for work. Chances are, if you’re looking for a job in a major metro area, that area is already saturated, and you’re better off trying to check out an area at least an hour outside of that metro.
3. What is the number one response from our clients as to why a candidate does not get an interview? Lack of experience seems to be quite common. It seems like people of all walks of life run into the cycle of “how to get the job to get the experience if you can’t find a job to get the experience.” Find other ways to set yourself apart. Additionally, we get feedback from clients that a candidate didn’t show any interest in what the practice wanted, or they were selfish. In other cases, clients may not give an interview based on an assumption made by looking at a resume.
4. What is the number one complaint we hear from clients today? Candidates are too worried about themselves, and they are not motivated to work hard to be successful. Clients give us all sorts of insights as to what they feel is lacking in a candidate pool they are interviewing. We hear a lot about how new graduates, especially, want things their way and don’t want to work hard to add value to the practice. This feedback shows up in everything from unrealistic salary expectations, unwillingness to work evenings or weekends, and even in the commitment they show the client with responsiveness. Most of our clients want a long-term addition to their office who understands the work that went into building a successful practice and wants to add value.
5. What is the one way candidates who are great set themselves apart from candidates who are just “okay?” Attitude, people skills, communication skills, interpersonal skills, professionalism…call it whatever you want, it’s PERSONALITY. As one of our recruiters put it best, “Skills can be taught. Personality cannot be taught.” Make sure that anytime you’re getting ready to start your next job search that you remember to put your best attitude in front of the potential employer.

Posted by Chante Smith

 

Chante Smith is the Western U.S. Account Executive and Recruiter for ETS Vision. She can be reached at csmith@etsvision.com or 540-491-9105. ETS Vision is a Vision Recruiting firm specializing in finding and placing Optometrists, Ophthalmologists, and Vision Staff throughout the United States. www.etsvision.com

Employee Onboarding- Ideas For Making a New Employee Feel Welcome

The new employee orientation and mainstreaming process is known as “employee onboarding.” Keeping in mind that you never get a second chance to make a first impression, your practice should make absolutely sure that new hires feel welcomed, valued, and prepared for what lies ahead during your new employee orientation or onboarding process.

Below is a checklist to assist in bringing your new employees “on board”.

• Schedule weekly calls from acceptance to start date to inform the new employee of practice initiatives, updates and even social events that they are welcome to attend.

Continue to convey your excitement to the new employee in having them join your team by:

• Sending an email to your employees/close colleagues/vendors announcing the start date of your new hire. Include contact information for the new employee (with their permission) and be sure to cc them.


• Having others in the practice call the new employee to congratulate and welcome them and to share contact information.


• Sending a welcome packet of items to the new employee like a company shirt, branded notepads, pens or role-specific tools or resources. Call to follow up.


• Sending a gift to the spouse/family/significant other welcoming them to the new practice ‘family’. Call to follow up and personally welcome them.


• Assigning a mentor or peer to call the new employee pre-start date for questions big and small; ensure they’re available for the new hire post-start date.

The mentor assigned to them shares information about the community by:

• Furnishing all the information that relates to family activities, schools, churches, sports activities, etc.


• Taking your new hire and spouse/significant other out dinner to connect on a personal level before the start date, even if they live outside your area. A plane ticket is much cheaper than starting the process over.

If there is a relo, make sure…

• They have all the information and services they need.


• You book flights for their first day and interim living arrangements.

Finally:

• Give them an agenda on what their onboarding plan will look like, including their start time & exact location, and ask for their input.


• Have HR send the new hire paperwork, including benefits.


• Update your website and make any industry-related announcements.


• Have their desk set up with supplies, business cards, logins for email, voice mail and other related technology, pass codes, etc.


• Show the employee their new work space if the new employee is local.


• Notify payroll of new hire and cc the new employee to ensure signing or relocation bonuses are available on day one.


• Have the entire office sign a welcome card that is waiting on their desk.


• Offer to take new employee to breakfast/lunch on start date or send them an invitation to their welcome party scheduled on their first day of work.

Reference:
http://humanresources.about.com/od/orientation/a/onboarding.htm

The View from the Recruiter's Seat: Candidates are Driving the Job Market and Rejected Offers Are on the Rise

Over the past two years, recruiters in the executive and managerial space have observed significant changes in hiring practices, the most important being a shift from an employer-driven market to a candidate-driven market. Following this trend, new data indicates the talent market is now overwhelmingly driven by top performers. Recruiters who responded to the most recent MRINetwork Recruiter Sentiment Study provide cautionary advice to employers who haven't yet awakened to the new reality.

"I have been recruiting for nearly 11 years and I have never seen the market more candidate-driven than it is now. Candidates have choices and 'A' players are being heavily courted," said a recruiter responding to the study. According to the report, in the second half of 2013, 79 percent of recruiters described the labor market as candidate-driven, up 12 percent from a year ago.

The executive and managerial market continues to be so candidate-driven, because the talent pool remains weak. As the economy rebounds, average candidates simply will not do - employers want star players to help them move their businesses forward. This leaves top performers at a strong advantage. Multiple job offers provide these candidates with more bargaining power and the ability to reject less desirable work agreements. According to the study, 49 percent of candidates refused job offers as a result of accepting an offer with another company, up 16 percent from the first half of 2013.

MRINetwork recruiters report several reasons for why more jobs are being turned down:

1. Qualified candidates are hard to find and also difficult to move. New jobs are not offering high enough salaries or enough benefits to incent a move. 
2. Top candidates are interviewing with multiple companies and have multiple offers to consider. 
3. Good candidates are becoming more difficult and demanding. Employers haven't caught up yet. They still think they can get a great candidate cheap.
4. Employers are taking too long to complete the interviewing process.

With rejected job offers on the rise, the candidate-driven market points to several things:

1. Employer branding is more important than ever to entice star talent. "Companies should be re-visiting, from the top down, why their company is a great place to work, and why not," said an MRINetwork recruiter. 
2. It is now crucial that employers find ways to streamline the hiring process to avoid losing their top picks. One recruiter noted, "Slow hiring processes give candidates access to more options and more time to rethink their reasons for making a change."
3. Salary and benefit packages need to be aggressive, not simply market-competitive. Another recruiter added, "More employers need to consider offering a higher salary if their benefits are not as competitive with those currently provided to the candidate. Many employers looking to hire have cut back on benefits and this isn't being covered by increased salaries." 
4. Counteroffers are a reality, especially when it comes to top performers. Since exceptional candidates are frequently recruited from other companies, prospective employers should be prepared to offer a salary and benefits package that the current employer is not likely to beat.

The good news is that more employers are realizing the executive and managerial market is candidate-driven. According to the study, 25 percent of employers are presenting job offers within two weeks of the first interview, up 6 percent from the first half of 2013.

While the study results demonstrate that hiring trends are highly favorable towards top performers in the executive and managerial space, the data is not representative of overall hiring, which the Federal Reserve noted in its most recent Beige Book, is holding steady or increasing at a measured pace. Even still the results are encouraging, showing consistent signs of economic recovery.