First Friday Preview - August 2015

Weekends are supposed to be for enjoyment and relaxation, essentially a time to unwind from the busy work week. Most importantly, weekends provide us with time to focus on our personal lives, creating balance between work, friends and family, and pleasure. However, what happens when weekend fun comes to a close and starts to turn into Sunday night blues? While it's understandable that we all wish weekends could last longer, a strong case of Sunday night blues that persists week after week, likely points to unhappy employees who feel overworked and unappreciated, eventually causing them to leave the company. Consider whether the majority of your employees have deep stress and anxiety about returning to work on Mondays. What does this say about the culture of the organization and its ability to retain top performers? If employees are calling out with numerous "sick day" Mondays, this is probably a strong indication of a problem within the organization.

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When a recent Monster study asked participants "Are your 'Sunday Night Blues' bad enough to make you want a new job?", 76 percent of U.S. respondents who admitted to having Sunday night blues, said they are "really bad." According to the survey, 62 percent of global respondents who have the Sunday night blues additionally reported they are "really bad."

"This type of insight provides companies with an opportunity to take a closer look at work expectations and how they are impacting employee morale and productivity," says Suzanne Rice, director of U.S. franchise development. "Employers can play a bigger part in helping staff better manage their workflow, and make adjustments that can lead to improved work-life balance."

Rice provides the following tips for creating an environment where employees look forward to Monday mornings:

Energize the team with Monday morning meetings. Save constructive criticism for later in the week and use this time to congratulate team members on positive outcomes from the previous week. Chart the course for the current week, and identify challenges and resources that are needed to complete tasks so everyone feels they have the support they need.

Provide more workplace flexibility and opportunities to recharge throughout the week. Whether it's telecommuting, a flexible schedule or office perks, staff needs to feel a sense of work-life balance in order to be happy and healthy. Periodically survey employees to find out their workplace needs and determine what improvements the organization can make to help workers maintain a sense of balance so they don't burn out.

Ask staff to use Fridays at the end of day to create a to-do list for the next week. By prioritizing and scheduling things for the next week, employees can alleviate stress about coming into a mountain of work on Mondays and not knowing where to get started.

Encourage employees to use smartphone apps for calendars and note-taking to manage tasks and situations that arrive during the weekend. Since many employees sync their Outlook calendars with their smartphones, they can use this as a tool to prioritize when they will address issues that may occur after hours or on weekends, instead of feeling overwhelmed that they have to attack these things immediately on Monday morning.

"By starting with strategies to counteract Sunday night blues, employers can demonstrate they are committed to creating an enjoyable workplace where employees are provided with the support, flexibility and resources needed to be as productive as possible," adds Rice. "That can send a strong message to employees, especially top performers who are more likely to stay when they feel their employers are invested in helping them create more balance in their lives that can ultimately lead to a more successful tenure with the company."

The Trevi Group
www.TheTreviGroup.com

The Importance of Career-pathing and Mentoring in 2015

2014 came to a strong close, with U.S. employment reaching a 12-month average of 246,000 new jobs and unemployment dropping to 5.6 percent. Confidence is growing in the labor market and as a result, many companies plan to hire throughout 2015. With all of this positive news on the job front, employees might have expected to see upward movement on salaries and wages. However, most recent surveys and reports indicate employers are planning modest pay increases, comparable to what was awarded in 2014. In light of this, how will companies retain their best talent, when below-market salaries are one of the top reasons employees decide to leave?

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According to Towers Watson commentary regarding their 2014 compensation survey, the projected 3 percent pay raise in 2015 is a bit disappointing as the average employee is barely keeping ahead of inflation. However, we realize that many companies are being conservative with pay, because they are still concerned about the stability of the economy and the labor market.

Despite this reality, the most recent MRINetwork Recruiter Sentiment Study, found that although improved compensation and benefits are a leading factor for candidates considering changing jobs, the top reason that candidates leave is because of clear advancement opportunities elsewhere.

So what does this mean for employers?

Companies may be at greater risk of losing their top performers, but the wage issue can be averted by focusing on career tracking, mentoring and training programs. After all, advancement to a more senior role not only connotes greater responsibility, but also higher pay, or at least the long-term potential to earn more.

"The days of requiring employees to take on the workload of people who either resigned or were laid off, without additional pay, are behind us," says Nancy Halverson, vice president of global operations for MRINetwork. "Today's workers want recognition for their contributions, and they expect to see a clear path for how added responsibilities will enable them to advance within the company."

Ultimately the salary discussion has more to do with an employer's culture of coaching, mentoring, training, recognition and evidence of upward mobility, in addition to how well the organization communicates and sells these attributes, both internally and externally. "The goal should be more about creating a 'best place to work' environment that is highly desired by candidates in the marketplace," adds Halverson. "This is really what the future of recruitment and retention is all about."

Advancement opportunities and career-pathing will additionally become more important as Baby Boomers retire and Millennials become the majority in the workplace. This generation is especially focused on gaining experience that can be leveraged to make the next career step, which is why job changes after 2-3 years are more common. Companies that provide the mentoring and training that Millennials crave are not only working toward retention of their brightest talent, they are grooming the future leaders of the organization.

Halverson provides the following tips for establishing and promoting career-pathing and mentorship programs:

• Brainstorm how your organization can develop these programs, if they don’t already exist. Consider how they can be leveraged to support various groups within your workforce including minorities, women and junior to mid-level management candidates.  
• Begin discussing internal mobility programs during the interviewing and onboarding process.  
• Promote the programs through multiple internal and external channels to create stories about employee advancement within the company.

Although career growth is what's most important to candidates, it doesn't mean that companies can make wage increases a last thought. Salaries are going to have to come up to attract top performers. "However, no amount of money will make them stay in a role that appears to have no future," concludes Halverson. "That's where the power of career-pathing kicks in."

- See more at: http://www.mrinetwork.com/resources/article-archive/articles/the-importance-of-career-pathing-and-mentoring-in-2015/#sthash.ZBArrlJT.dpuf

The Trevi Group
www.TheTreviGroup.com

Nashville named one of the country's hottest cities - The Trevi Group's blog

Nashville, Tennessee, was recently named one of Business Insider's "15 Hottest U.S. Cities." This is not only due to its vibrant culture and exciting nightlife, but for its increasingly positive job market. 

According to the article, the Southern city is currently the second most popular destination for recent college graduates. This is most likely due to the steady increase the area has seen in its main industries, like the automotive and health care sectors. 

Automotive  A report issued by Business Climate noted that the Nashville area is home to 30,000 positions in the automotive industry. Big names like Nissan and General Motors are mostly responsible for this high number - both companies call the city home. Their success in the area has caused a positive ripple effect, reported Business Climate. Once they started to have success, smaller businesses such as Unipres, which creates auto parts, began to expand, adding much-welcome jobs to the region. The brand recently added 200 jobs to its local plant, while similar manufacturer Calsonic Kansei North America increased its Nashville workforce by 180. 

Health care  Business Climate reported that in addition to the region's booming transportation industry, the health care sector has taken off exponentially. It is the area's top industry, with over 300 companies calling the city home. These organizations are thriving with their headquarters in the greater Nashville area. Together, the institutions based in Middle Tennessee provide over 430,000 jobs and $80 billion worldwide. Some of the most prominent businesses in the area include HCA, Community Health Systems and BioMimetic Therapeutics. 

"Nashville-based companies have been involved in many of the largest leveraged buyouts and merger/acquisition transactions in health care in the United States," said Caroline Young, president of the Nashville Health Care Council, to Business Climate. 

Business Insider noted that these prominent medical facilities and pharmaceutical companies are a huge draw for recent graduates, contributing to Nashville's growing population of young professionals. 

Tourism also on the rise  In addition to the automotive and health care sectors, tourism has increased for Nashville, mostly due to the popular television series of the same name, reported Business Insider. Last year the area welcomed almost 12 million guests. Business Climate reported that this number is expected to grow by at least 10 percent over the next two years. Updates are being made at various attractions, like the zoo, to encourage even more visitors. 

The Trevi Group
www.TheTreviGroup.com

What Does Your Interviewing Process Say About Your Company?

Grabbing the attention of top candidates can be challenging for employers trying to court their first picks in the executive, managerial and professional job market. These applicants are typically interviewing with multiple companies and have additional options at their disposal. Employer branding and a streamlined recruitment process are just a few of the strategies companies are using to make themselves more attractive in this candidate-driven market.While these strategies can help make the recruitment and hiring process more efficient, many employers forget to consider the subtle messages they could be conveying about the company, through the interviewing process itself. This oversight can create a lasting impression that turns candidates off before an offer is ever made.

With a shrinking talent pool and increased competition for top candidates, employers have to not only sell the company well, but also conduct an interviewing process that presents the company and its corporate culture in the best light possible. "When companies approach the interviewing process from the candidate's perspective, they are much more likely to create an experience that is mutually engaging and appealing to the 'A' players in their markets," says Rob Romaine, president of MRINetwork.

The interviewing process should be an opportunity for both parties to evaluate a professional and cultural fit with the company. Yet, consider as an employer that perhaps you are additionally sending out unintended messages about weaknesses in the company culture or work practices.

Have you reflected on the following?

1. Is your process executed in an organized, seamless manner?
2. Are the company representatives experienced at interviewing candidates, or are they just winging it?
3. Are the interviewers polite and sincerely interested in learning more about the candidate's background, or are any of them annoyed that the interview is taking them away from their work?
4. Does the company do its best to follow-up with top applicants and keep them engaged or do several days or weeks go by without any feedback from the interviewer?
5. Is the interviewing process lengthy or is it respectful of candidates' time?

If you answered no to any of these questions, it may be time to re-evaluate what the company's interviewing and recruitment practices say about the organization. "Just as employers are concerned about making a bad hire due to poor cultural fit or lacking skillsets, candidates are equally concerned about working for companies that seem disorganized, unprofessional, unreliable or inconsiderate of their employees' needs," notes Romaine. "Even the slightest glimpse of poor work practices can send top candidates away from your organization and straight to a competitor."

At the end of the day, the interviewing process is as much about candidate discovery as it is about employer branding. It is therefore important for employers to evaluate whether their practices are attracting or detracting key talent from their organizations.

The Trevi Group (MRI Network)
www.TheTreviGroup.com

The Trevi Group's Proven Search Process

To ensure your search is successfully filled with an Impact Player in a timely manner, we utilize a proven 18 step search process:

1. Needs analysis

• Determine qualifications client seeks
• Understand compensation package-Determine if competitive
• Target companies and candidates
• Agree on efficient and effective hiring process
• Understand expectations and critical success factors of position

2. Determine how to present the opportunity

• Strategize how to get the best candidates excited by the opportunity

3. Agree on search terms

• Create a mutually acceptable and beneficial agreement for the search

4. Research companies and candidates 

• Identify companies with viable candidates & discuss with client

5. Candidate Acquisition Process 

• Develop live and voicemail presentation
• Cold call target companies and identify potential candidates performing similar job responsibilities- Predatory source from competitors, finding passive candidates that are not actively looking or even considering a job change
• Engage candidates and develop relationships to gain trust
• In-depth candidate interview- Understand candidate’s background, accomplishments, personality, motivation for change, and goals for their career
• Assess if background is qualified for the job, and more importantly if personality is a cultural fit with the client company and hiring manager
• If candidate is a good fit for the position, confirm their interest in exploring. Align the opportunity as a way to help them achieve their goals, as well as how it alleviates what they are unsatisfied with in their current position

6. Present qualified candidates to client, including strengths and weaknesses

7. Prepare candidate for each interview

8. Prepare client for interviews- share candidate hot buttons, motivations for change, etc.

9. Debrief candidate after each interview- discover likes, concerns, other opportunities they are considering, and where this ranks on their list

10. Debrief client after each interview & share candidate feedback

11. In-depth reference checks

12. Consult the Counter-offer issue throughout the entire hiring process 

13. Make verbal offer and attain firm candidate acceptance 

14. Confirm acceptance of written offer

15. Follow-up on candidate resignation, ensuring timely start date

16. If needed, offer relocation assistance services

17. Follow-up with Client and New Hire regarding on-boarding process

18. Post-project analysis

• What went right with the search
• What went wrong with the search
• Perception of client in the market
• Solutions to improve client’s ability to attract talent

We drive and continue to get acceptance throughout the process, from both the Client and the Candidate.

www.TheTreviGroup.com