The Best of Best Places to Work …

Filed under: Best Practices, Hiring Strategies, Human Resources / Capital, Recruiter / Recruiting, Talent Acquisition, Talent Retention

The Best of the Best Places to WorkThe Best of BPTW …

 

If Best Places to Work is on your radar, you probably see it all the time. And BPTW comes in many flavors: the best in a State, the best in an industry, the best in the country, etc.

 

The latest flavor I noticed was the BPTW for Millennials. Congratulations to the top picks in each category: Ergodyne, Capitol Chevrolet Cadillac, Navy Federal Credit Union as well as all the companies recently selected from among 4,000 US companies for the best places to work for Millennial employees in America recognition. Given that Millennials are now the largest workforce in America, this is an important recognition.

 

The BPTW in the Bay Area celebrates companies that have exceptional workplaces that their employees value highly. Kudos to InfoObjects, ZenPayroll, SOAProjects Inc, PureStorage, and Workday for prioritizing practices, culture and values that drive engagement. When employees are happy to go to work and proud of their employer, they are more productive and Read more »

6 Reasons to Hire Now!

Filed under: Best Practices, Employer, Hiring Strategies, Human Resources / Capital, Talent Acquisition, Talent Retention

6 Pack of Reasons

6 Pack of Reasons

Whether replacing an employee or recognizing the need to grow your team, there’s compelling reasons to make that hire now.

 

It’s true you are saving on payroll and employer costs, insurance and perks, but these short-term gains effect a larger cost on long-term profitability, and can create unanticipated risks.

 

Making your necessary hire in a timely manner will:

 

  1. Boost Productivity

When shorthanded organizations strain existing resources and quality suffers. If overly strained, attention to detail and pride in work decrease, errors, illness, and accidents are more likely, factors which significantly affect productivity.

 

  1. Decrease Time to Market

Whether it is getting a new health gadget into consumer’ hands, or releasing the new version of your software, understaffing is going to impact project management and coordination, it risks delaying production and subpar quality, and can cause costly missed opportunities.

 

  1. Ensure Agile Happy Employees

Straining your team will increased stress. This impacts the entire work environment. Maximize your team’s performance by getting the right people on-board when needed and keeping a smooth, agile workforce who is happy to get the job done right.

 

  1. Lower Personnel Costs

Yes hiring when you need staff keeps your personnel costs down. When your employees are happy and stay invested: you spend less time and money on hiring new ones, you have less absenteeism and accidents, and there’s less training of new employees and less management involved in keeping things running smoothly.

 

  1. Increase Customer Satisfaction

At the end of the day, if your customers aren’t happy with your service or product, your business risks failing. Decreased customer satisfaction is almost inevitable if you can’t provide the level of service necessary. And we know unhappy customers are very vocal about their dissatisfaction, whereas happy customers can be the biggest brand evangelists out there.

 

  1. Stoke Competitiveness

When a company is fully staffed, completely concentrated on business, and everyone is on board tuned into the end goals, the company is primed to meet and exceed current commitments, as well as to identify and take advantage of opportunities in the marketplace before competitors who are dealing with staffing issues and not focused.

 

So get hiring!

 

Need help? – We make hiring top talent easy, it’s what we do!

Contact us today at 408-745-8260/208-788-8260, or fill out a job order online.

Redfish Technology: Building Growth-Mode Tech Companies with Hand-Picked Talent.         

Are You at One of the 90% of Companies that Does What Everyone Hates?

Filed under: Best Practices, Human Resources / Capital, Talent Retention

Yep, talking about the annual performance review.

Performance Review Time

It’s Coming Up. How Do You Feel About It?

 

Studies show that not only do employees generally dislike this exercise but so do managers and even the HR department. Time for some disruption – ya think?

The Perils and Perturbations of the Performance Review

 

There’s some great reading on the perils and perturbations of the performance review. As a recap, they tend to pit people against each other, and they are predominantly backward looking – two things no company ought to be focusing on at the detriment of building collaboration and communication, making forward-looking plans, and retaining top talent. These are some recommended reports/articles:

 

Behold The Entrenched — And Reviled — Annual Review

By Yuki Noguchi

“Performance review season is nearing, and if that makes you break out into a cold sweat, you’re not alone. Studies show between 60 percent and 90 percent of employees, including managers, dislike the performance evaluation. Some companies are starting to look at alternatives, but the performance review is pretty entrenched.”

 

Get Rid of the Performance Review!  

By Samuel A. Culbert

“You can call me “dense,” you can call me “iconoclastic,” but I see nothing constructive about an annual pay and performance review. It’s a mainstream practice that has baffled me for years. To my way of thinking, a one-side-accountable, boss-administered review is little more than a dysfunctional pretense.”

 

An Alternate Strategy: Cultivating and rewarding passion and engagement

 

So since performance management is important, but performance reviews aren’t creating the passionate and engaged people you want in your company, what is the answer?

Companies are trying different approaches. Here are some that might be of interest to you:

 

Juniper Networks is turning words on the wall into behaviors in action.

Juniper Networks replaced the performance review with a “conversation day” that has achieved a record 93% participation, and 66% of participants found it “helpful” or “extremely helpful”. The semi-annual conversation day has employees and managers sit down to discuss areas for improvement and opportunities for new growth, set goals aligned with employees’ career aspirations. And importantly, there are no rankings and ratings associated with performance measurement. One of the positive results is that Juniper retains more top performers now.

 

Why Adobe Abolished The Annual Performance Review And You Should, Too

By Drake Baer

“When Donna Morris joined Adobe in 2002 as a senior director of global talent management, she noticed that the annual performance review, such a central part of the human resources job she had been hired to do, wasn’t much of a resource to the humans it served.”

 

A Systems Thinking Alternative to Performance Reviews          

By Steve Rogalsky

“A refreshing discussion of what can be influenced and how much can’t by individual performance, and how to elicit it. An experiment with a conversation aimed at pulling out the performance goals of employees by having a conversation and asking: What are you proud of? What do you want to learn or improve this year? What part of our team’s system is preventing you from doing your job better? What should we improve or change? How is the company enabling or inhibiting you from achieving your best? What do you need from me? How can I help?”

 

Suggesting an Alternative to Performance Reviews

By Josh Patrick

“Instead of one annual review, I suggest setting up regular, one-on-one coaching sessions with your direct reports. The sessions should run from 15 to 45 minutes and should be held every three to four weeks. The goal is to have a continuing conversation aimed at helping employees become great at what they do.”

 

What do you think?

 

What kind of performance review does your company use?

Do you like it?

What would you choose to use if you had the choice?

If you think there’s a better way, share this!

Redfish Technology Recruiting Candidate Satisfaction Survey Results

Filed under: Human Resources / Capital, Recruiter / Recruiting, Recruiting, Staffing & Employment News

The Results of the Third Quarter Candidate Satisfaction Survey are in!

Redfish Technology Candidate Satisfaction Survey Results Q3 2014
Redfish Technology Candidate Satisfaction Survey Results Q3 2014

 

As part of our commitment to continuous improvement, this on-going survey asks candidates placed by the high tech recruiters at Redfish Technology for feedback on the recruiting process. Candidate experience and satisfaction is of great importance to Redfish, as recruiting is a partnership and must be a win-win proposition. The feedback was very positive overall with some areas for improvement identified; most candidates were directly recruited while about a quarter of placements found Redfish opportunities via the company’s marketing efforts.

 

Placed candidates were asked:

  • How well did your recruiter understand your personal goals for job placement?
  • How would you rate the match for the position you were hired for?
  • During which stages of the recruiting process did you have the best communication with your recruiter?
  • During which stages of the recruiting process did you have the least effective communication with your recruiter?
  • Did your recruiter give you an accurate and thorough understanding of the hiring process, role, company?
  • How would you rate your overall experience with Redfish Technology?
  • How likely are you to recommend Redfish to other colleagues or hiring managers? Read more »

Creating a Blue Ribbon Company Culture

Filed under: Human Resources / Capital, Recruiter / Recruiting, Redfish Speaks, Talent Acquisition, Talent Retention

 

By Heidi Clark & Rob ReevesRob Reeves & Heidi Clark - Creating a Blue Ribbon Company Culture

Feeling the Love?

 

“When you are doing it right, your staff will let you know,” asserts Rob Reeves, CEO at Redfish Technology – an award-winning nationwide tech recruiting company. “If you aren’t hearing appreciation and feeling the love, you need to take a look at what you are creating.”

 

Return on Investment

 

The focus on company culture is an investment worth making on many fronts.

Attracting and retaining talented, dedicated staff is all the more easy when people know about your company and want to work for you. “Recruiting is a tough business, and it takes very intelligent and motivated professionals to do the job well,” reflects Heidi Clark, CHO at Redfish. Read more »

What’s the Latest Emerging Code Your New Hire Better Know? By Meredith Dean, Executive Recruiter, IT Division

Filed under: Best Practices, Employer, Hiring Strategies, Human Resources / Capital, Recruiter / Recruiting, Redfish Speaks, Talent Acquisition, Talent Retention, Training

What’s the Latest Emerging Code Your New Hire Better Know?Meredith Dean, IT Recruiter

By Meredith Dean, Executive Recruiter, IT Division

 

Is Java the top code to know? C, C++, C# – ho hum. Python and Ruby are hot. What about R? Assembly, Scala or Shell? Picking a particular new “emerging” technology stack like Ruby on Rails, any of the MVC Javascript frameworks, Scala, or Solr, etc. means working with some cutting edge new coding.

 

But requiring the latest, emerging new code in terms of a hiring requirement definitely means that the talent pool available is going to be extremely small. And with quasi-fulltime employment, tech talent is already highly in-demand before you even start ‘stacking’ the technology deck against yourself. Read more »

The Four Generations of the Workforce

Filed under: Human Resources / Capital

Workforce Generations Working Together

There are many reasons to contemplate the various generations that make up the current workforce: Managing employee retention, designing reward and compensation packages, leveraging the talents and perspectives of all employees, effective training and continued education, creating an awesome work culture, maintaining institutional knowledge…

 

Here are a few descriptions of the current workforce generations and (below) various resources for articles and studies. Read more »

Workforce Talent Survey By Monster Provides Fresh Insights

Filed under: Best Practices, Employer, Human Resources / Capital, Talent Acquisition, Talent Retention

Insights from the Monster 2014 Employed/Passive Seekers Workforce Talent – Job Seeker Survey

JobSeeker-Satisfaction

Monster just published a new insights piece. This job seeker survey focuses on how job seekers view the current job market, their job satisfaction, and what will motivate their career decisions.

 

The top 1/3 of respondents were made up of: Information Technology/Internet Management (general), Clerical/Administrative, Management (executive level), and Healthcare professionals. The career level was 5% Executives, 33% Management, 50% professional, and 12% Entry. The majority had either a bachelor’s or a master’s degree. Read more »

What are the Best Recruiting Sources in terms of Job Boards and Engines?

Filed under: Hiring Strategies, Human Resources / Capital, Recruiter / Recruiting, Redfish Speaks, Talent Acquisition

A Recruiter’s Perspective

Job boards and networking

SilkRoad Inc. recently published its report “Top Sources for Hires 2014” boldly subtitled “The Definitive Report on the Most Effective Recruiting Sources”. Silkroad is a multination human capital management software company and so the data they have compiled from their clients is very interesting, but may not reflect every company’s experience.
The report results do not reflect the experience with job board and engines as recruiting sources that we have at Redfish Technology. We crunched our numbers and have some pretty different results. Read more »

What does the Gold Collar Worker Want out of Employment?

Filed under: Employer, Hiring Strategies, Human Resources / Capital, Recruiter / Recruiting, Redfish Speaks, Talent Acquisition, Talent Retention, Work-Life Balance

By Leah O’Flynn, Sales & Marketing Recruiter High Tech

 

Leah O'Flynn, Tech Recruiter

Leah O’Flynn, Tech Recruiter

Professor Robert Kelley of Carnegie Mellon University coined the phrase “the gold-collar worker” back in 1985 describing a new era of workers whose value is brainpower. “Gold” referred to the hefty salaries and profits that their minds and skills garnered.

 

Back in 1985, these gold collar workers were the young and college educated, who made up over 40% of the U.S. workforce at the time. Today, with increased outsourcing of manufacturing, the American workforce has increasingly become more service and value-added oriented.  The gold collar workers may now represent 70% of the workforce. Read more »