Category: Human Resource

• Companies benefit from having a diverse group of employees on each team.
• Employers want to hire loyal and sincere workers who act with integrity.
• Many employers rely on some form of personality test or psychological profiling technique during the hiring process.
• This article is for business owners, recruiters and hiring managers who are looking to build a great staff.

Exactly what kinds of people do employers tend to look for when hiring? In the 2021 Traits and Qualities Employers Look For study by Zety, recruiters identified loyalty (52%), integrity (49%) and sincerity (48%) as the three most important qualities in a job applicant. The majority (83%) of those same recruiters said that their first impression of a candidate was an important factor in their hiring decisions.

While these important qualities, and attractive interview skills all boil down to the same thing – a candidate’s “niceness” factor – a variety of employee types can exhibit them. After all, it takes all types of personalities to put together a successful staff. If you’re looking to build your dream team, look for these 10 personality types during the hiring process.

1. The lone ranger

One valuable type of employee to hire is the lone ranger. According to Grant Robinson, founder and CEO of People Values, this is also known as the “autonomous fanatic.” Those who thrive on autonomy are often self-motivated to accomplish the goals their employer has set out, he said.

“An independent person can be a great asset to a team,” Robinson told Business News Daily. “They do not need to be micromanaged or externally motivated to do the job they were hired to do.”

Robinson also advocates hiring fanatics – people who are completely committed to the business. He explained that small business owners who hire an autonomous fanatic free up time for themselves, which can give them the opportunity to focus on actually growing their business.

“No longer will most of their time and energy be spent motivating the unmotivated,” Robinson said.

2. The team player

Pat Goodwin, executive coach and co-principal of Drapkin Goodwin, said she would build her dream staff around those who demonstrate good sportsmanship by understanding the value of working together and having a strong sense of being part of the team. She considers “team” an acronym for “together everyone accomplishes more.”

“They are someone who is willing to give credit where credit is due, are excellent listeners and are willing to take direction,” Goodwin said. “They are willing to lead by example and mentor others.”

3. The mentor

Speaking of mentorship, every team can benefit from having a mentor. This is often an employee with several years’ work experience under their belt. They are proficient in their field, and they want to help share their knowledge with younger or less experienced workers. Mentors can help with both personal and professional development. A mentor also leads by example. They are an ideal type of employee, as they can help you develop your inexperienced workers into great team members. Learn more about how to mentor your team.

4. The jump-starter

According to Talley Flora, CEO of Red Seat, the ability to get started quickly without overthinking the process is essential. By spending too much time deliberating how to approach a situation or plan a campaign, Flora says employees are losing out on valuable time that could be spent actually accomplishing something.

“That quick start, and a need to get a job done, is one of the most essential components for success in my business and many of the companies I work with,” she said.

5. The researcher

Not everyone is good with numbers and analytics, but it’s important to have at least one employee on your team who thrives on research. This employee is great at analyzing multiple options and deliberating which one is best. They can take business and employee data, and break it down into usable, digestible information for your company’s leaders.

The researcher is important to have because they can help you determine how successful your organization is. They can also help discover if there are more efficient ways of doing things, saving you money in the long run.

6. The overcomer

Staffing expert Kelly Smith recommends hiring “overcomers.” Overcomers, according to Smith, have never had anything handed to them on a silver platter, paid their way through college, and have never been the beneficiaries of nepotism.

“Most of what they achieved in life was a result of their setting a goal and strategically planning how to achieve that goal,” Smith said. “They aren’t afraid to face big issues head-on and solve them.”

She said these are the employees who can handle the large projects and stresses that come with high-profile assignments.

7. The multitasker

The multitasker is someone who thrives in bustling environments where they get to wear many hats. They enjoy flexing their skills by performing various rotating tasks, instead of repeating the same function every single day. This type of employee is ideal for startups and small businesses that don’t have a full staff yet and need their employees to act in multiple roles at once. The multitasker has many talents, and they are flexible and highly adaptable. Adaptability is one of the most important qualities to employers.

8. The self-starter

Tracey Madden, president of McIntosh Staffing Resources, says self-starters are individuals who know they must work hard at their job to realize the satisfaction and sense of achievement they’re looking for.

“Individuals that take possession of the outcome of their efforts are more likely to find satisfaction in their job as well,” she said.

According to Madden, these individuals shine in a team atmosphere because they don’t need prodding from superiors to get things accomplished and serve as a role model to the rest of their peers.

• Emotional intelligence is the ability to understand your emotions and recognize the emotions and motivations of those around you.
• Emotional intelligence counts for twice as much as IQ and technical skills combined in determining who will be a top workplace performer.
• When hiring for emotional intelligence, ask interview questions that prompt job candidates to describe their actions in past situations.
• This article is for small business owners and managers interested in hiring emotionally intelligent employees.

There are many traits to look for when hiring exemplary employees. You’ll consider the candidate’s past job experience, aptitude and culture fit. However, you should focus on one trait above all else: emotional intelligence (EQ).

In today’s environment, where many employers put a premium on workplace collaboration, hiring employees who can understand and control their emotions – while also identifying what makes those around them tick – is of the utmost importance.

Bill Benjamin, a partner at the Institute for Health and Human Potential, says emotional intelligence is by far the most critical hiring factor to consider.

“Provided people have the threshold experience, IQ and technical skills needed for the job, EQ either makes or derails a candidate’s performance and career,” he said.

We’ll look at what emotional intelligence means, why it’s essential in the workplace, and how to hire emotionally intelligent people.

What is emotional intelligence?

The term “emotional intelligence” was first unveiled in a paper written by Peter Salovey and John D. Mayer. According to the Yale Center for Emotional Intelligence, Salovey and Mayer developed the theory while painting a house.

“Over fresh coats of paint, the two friends and collaborators lamented that theories of intelligence had no systematic place for emotions,” according to the website. “Using each of their expertise, they articulated a theory that described a new kind of intelligence: the ability to recognize, understand, utilize, and regulate emotions effectively in everyday life.”

Annie McKee, a senior fellow at the University of Pennsylvania Graduate School of Education and director of the PennCLO Executive Doctoral Program, defines emotional intelligence in the workplace as the ability to understand and manage your emotions while grasping other people’s emotions and motivations. With these skills, an emotionally intelligent employee can help a team work together on shared goals.

“Whenever you put two or more people together, they need to learn how to work together, and emotional intelligence is a huge part of that,” McKee said.

Why EQ skills are important in the workplace

When employers seek top performers, research shows that they should start by looking at emotional intelligence. Benjamin said research by Harvard University, the Institute for Health and Human Potential, and many others have determined that emotional intelligence counts for twice as much as IQ and technical skills combined in determining who will be a star performer.

Here’s a look at the factors that make a potential employee’s EQ so important.

EQ may outrank IQ.

“It’s not that IQ and technical skills aren’t important, but they are threshold competencies: You need a certain amount of them to do any job, and once you are over the threshold, getting more IQ and technical skills doesn’t significantly improve performance,” Benjamin said. “It’s often said, ‘IQ and technical skills get you the job, and EQ gets you the promotion,’ or the corollary: ‘IQ and technical skills will get you hired, and EQ will get you fired.'”

The World Economic Forum (WEF) 2020 Future of Jobs report says that emotional intelligence is one of the 10 most in-demand skills and that it will remain there through at least 2025.

“Overall, social skills – such as persuasion, emotional intelligence, and teaching others – will be in higher demand across industries than narrow technical skills, such as programming or equipment operation and control,” according to the WEF. “In essence, technical skills will need to be supplemented with strong social and collaboration skills.”

Jobs are evolving.

McKee believes that as more “dull and dangerous” jobs fall by the wayside in favor of artificial intelligence and machine learning, emotional intelligence will be even more critical, pointing out that the jobs that will remain will involve things that machines can’t do. These include jobs requiring complex thinking and envisioning the future – jobs that require understanding your values, emotions and thought processes.

McKee says that these jobs will also necessitate understanding how to work with people vastly different from ourselves and learning how to read people so we can guide them individually and collectively toward a common goal.

Leaders have more impact than ever.

While emotional intelligence is essential for all employees, McKee believes that it may be even more critical for those in charge. She said that managers and other leaders set the tone for the entire workplace; therefore, good managers must understand how their emotions can impact those around them.

“If they aren’t able to understand their own impact on people – for example, they don’t understand when they are having a bad day and when they are stressed out – [that] is contagious, literally,” McKee said. “And then other people will start to have a bad day, and before you know it, everyone is, and no one is thinking as clearly as they need to.”

Hiring for emotional intelligence

While many employers understand the importance of finding employees with high emotional intelligence, how do you make this search part of your hiring process? Here are some important steps to take.

1. Commit to focusing on emotional intelligence.

Employers must first commit to looking for emotionally intelligent employees, according to McKee. She said that employers will often say this is a quality they want, but when the hiring process actually starts, they become laser-focused on resumes and job skills.

“The first step is acknowledging openly that emotional intelligence is one of your top criteria for hiring,” McKee said. “It is one of the things you are going to recruit on and one of the things you are going to screen candidates on.”

Once you’ve made that commitment, you need to dig in during the interview process to get candidates to explain things they have done in their past that displayed emotional intelligence, such as leading a team through a rough patch.

2. Bring emotional intelligence into the interview.

One technique McKee suggests is conducting an advanced behavioral interview. She said that hiring managers could use this to identify a quality – emotional intelligence, in this case – they want in that employee’s skill set.

“Ask about experiences, last job, where they are going in the future, strengths and weaknesses,” McKee said. “They are all useful. You get a sense of their interpersonal style and comfort [with] having a conversation in a stressful situation and a sense of the fit for the culture.”

McKee said that you also have to dig deeper to see previous examples of their emotional intelligence. Hiring managers can ask job candidates to talk about a time when they were working on a team and felt they and the team were successful.

“I want to hear about what you did to make that happen,” McKee said. “Oftentimes, people will say something vague. Push them to really talk about what they do until you get to the point of them telling you things like, ‘Well, the team didn’t start very well. In fact, we had some conflict. I sat back and tried to understand what the conflict was about, and then one by one, I tried to reach them.'”

McKee said that when you get an answer that covers what people did, thought and felt about the situation and their actions, you can get a much better sense of the candidate’s emotional intelligence.

Benjamin agrees that the best way to determine someone’s level of emotional intelligence during the hiring process is to ask interview questions that put them in stressful situations, which can draw out emotional responses. “This way, you can understand how they have responded to pressure, conflict and difficult emotions in the past, as well as observe how a candidate reacts to emotionally based questions.”

3. Ask relevant questions.

In addition to common interview questions, these are some of the interview questions Benjamin suggests that hiring managers ask:

• Can you describe a time when you were given critical feedback?
• Can you describe a time when you had to have a difficult conversation?
• Can you describe a time when there was tension or conflict on a team?
• Can you describe a time when a change was instituted that you didn’t agree with?
• Can you describe a time when you had to come up with a creative solution under pressure?
• Can you describe a time when you made a mistake?

For each question, Benjamin said, hiring managers should ask the candidate follow-up questions about the thoughts and feelings they had and the actions they took.

If someone can’t answer a question, Benjamin said, it may be a sign that they shy away from tough conversations or have trouble admitting mistakes. He said hiring managers should use the answers to gauge how much self-awareness the candidate has of their thoughts and emotions. If they have trouble describing situations, they may lack emotional awareness.

For those who can describe specific situations, Benjamin encourages hiring managers to consider whether their actions demonstrate the ability to take ownership, show personal accountability and step into pressure situations.

“While you need to ensure that people meet the minimum requirements of IQ, experience and technical skills, the bottom line is, if you aren’t hiring and developing people for emotional intelligence skills, you are not going to be competitive in the future,” Benjamin said.

Types of jobs that require high emotional intelligence

While it’s the professional opinion of Dr. Shané P. Teran that all jobs should require high emotional intelligence, at a minimum, jobs with emotional labor as a part of their work culture and duties should require their employees to have a high EQ.

“These would-be jobs [are] found within the healthcare industry, mental health, customer service, hospitality, law enforcement, emergency response roles and transportation, to name a few,” Teran said. “In jobs such as these, there is a great need to be in control of your own feelings, understand the emotions of others, and use this information to make decisions that yield a favorable end result.”

Teran admits that some of the jobs listed are pretty obvious, but she noted that individuals working in transportation industries come across many in-transit people from varying lifestyles, events, situations and attitudes. If someone can’t gauge the emotional state of an individual who might be in a very bad space or have ill intentions, people could get hurt.

Improving current employees’ emotional intelligence

Sometimes, employers must work with what they have, which means improving their current employees’ emotional intelligence. Here are a few ways to accomplish this:

• Train for each EQ domain. Teran suggested offering interactive training programs and more long-term coaching support to help build, enhance and maintain the four domains of EQ (self-awareness, self-management, social awareness and relationship management). While an employee may not have a customer-facing or interactive role, any employee expected to communicate with team members should use EQ to manage professional relationships better and tend to their own emotional regulation needs.
• Practice meditation. Tina Hawk, senior vice president of human resources at GoodHire, said that a significant aspect of developing emotional intelligence is our ability to self-regulate emotions. Meditation is one of the most effective and popular methods for achieving this. It’s also important for organizations to understand workplace stress and offer stress-reduction opportunities and employee wellness plans. Highly stressed individuals usually struggle to regulate their emotions.
• Set an example. Employees look to leaders to set an example for many things in the workplace, and regulating and properly displaying emotions is one of them. If managers or higher-ups take steps to improve their emotional intelligence, it sends a message to employees that this is something the company values, which may encourage employees to improve their emotional intelligence.
• Get HR involved. Your HR department, or whoever has an HR role in the company, should be directly involved in creating formal processes for improving emotional intelligence. These processes can be part of successful onboarding or retraining programs for current employees. Making it a formal program will make employees feel like it’s vital to their job, hopefully spurring them to take it seriously and practice emotional intelligence in their work life and personal life.

Your employees are your company’s most significant asset; a bad hire can cost your business up to 30% of their first-year earnings, so it is important to choose employees wisely.

“Your employees are the difference between success and failure, yet the [recruitment] process that is used is generally ad hoc, rushed, and has little strategy beyond a post-and-pray approach,” Joe Mullings, founder and CEO of The Mullings Group, told business.com.

Put yourself in the best position to recruit and hire top talent by understanding what recruitment is and how it works.

What is recruitment?

Recruitment is the process of attracting, screening, interviewing, and selecting candidates for an open role in an organization; it can also include hiring and onboarding the chosen candidates.

Businesses recruit new employees because they are either growing and need to fill a new open role, or someone is leaving the company and they need to refill their position. Companies can use recruitment software to find qualified new employees, or they can seek assistance from external agencies.

What are the different types of recruitment?

There are two types of recruitment you can administer: internal and external. Internal recruitment is conducted by looking to your company’s internal network as a source of potential candidates. You can ask current employees for professional referrals, or you can promote an internal employee. If you have more than one business location, you may consider transferring an employee from one location to another.

External recruitment can involve various strategies such as advertising on job boards, posting the open position on your company website and social media accounts, and connecting with educational institutions. Most employers find it beneficial to perform a combination of these recruitment strategies. 

“If your company doesn’t have the bandwidth to support all of their open recommendations, a recruitment technique they can adopt is to work with an agency to fill roles more efficiently,” said Sarah Dewey, recruiter and career expert at Jobscan.

Who handles recruiting?

The person(s) who recruits for your organization will vary depending on factors such as your company size and available resources. For example, a small business might delegate recruiting and hiring to the employee who will manage the new hire – also known as the hiring manager. If a company has an in-house human resources (HR) department or HR manager, these professionals will screen the candidates and then consult with the hiring manager before making any final selections.

Companies with internal recruiters or partnerships with recruitment agencies are in the best position, as they can entrust recruiting responsibilities to these experts. A recruiter may consult with an HR manager or hiring manager during the recruiting process, but they do the bulk of the work, such as posting the job, sourcing and screening candidates, negotiating salaries, and placing employees.

What does recruitment involve?

The recruitment process for your company may vary based on the business or individual role you are hiring for. The full recruitment cycle generally, however, includes six steps: defining the open position, sourcing job applicants, screening potential candidates, interviewing qualified candidates, selecting a candidate and extending an offer, and onboarding new hires.

1. Defining the open position

Before you can search for qualified candidates, you need to define the role you are seeking to fill. Identify the key needs the position will fulfill, outline job specifics (e.g., qualification requirements, anticipated start date, pay range, reporting structure, etc.), write a clear job description, and create a standard set of interview questions. Having this information defined ahead of time streamlines the hiring process.

2. Sourcing job applicants

Seeking job applicants is the next step in the recruitment process. You can have a recruiter or recruitment agency handle sourcing; you can ask employees or trusted colleagues for referrals; or you can source candidates through various means, like posting the open position on your company website, job boards, and social media accounts.

There are two types of applicants: active candidates (those who apply to the job directly) and passive candidates (those who are qualified but haven’t expressed direct interest). If you are reaching out to a passive candidate, you will need to tailor your recruiting strategy based on their current level of engagement with your brand.

According to Mullings, candidates will fall into one of these three categories for engagement:

• The individual knows you, will take your call and will engage with you because of an existing relationship in the marketplace.

• The candidate may not know you or your company, but they have been referred to you by someone else or may be familiar with your company and/or hiring brand.

• The individual is not familiar with your company and will require further education about your company and its brand.

3. Screening potential candidates

Once applications start rolling in, you need to filter them to find qualified applicants. Evaluate resumes and cover letters, and then conduct a phone screening for candidates who appear to be a good match. This screening should be brief. Ask each candidate the same set of screening questions to determine if they are qualified for the role. Choose the most qualified candidates to advance to the interview process.

For applicants who did not meet your expectations, thank them for their time, and inform them that you are not continuing the recruitment process with them. Job applicants would rather hear a no than radio silence.

“Be responsive, and don’t burn bridges,” Dewey said. “If you have candidates that aren’t a fit for anything you’re currently hiring for, it does not mean you should ignore them. They may be a perfect fit for something down the road.”

4. Interviewing qualified candidates

The next phase of the recruitment process involves the hiring manager interviewing prospective candidates. They should ask competency-based interview questions, as well as evaluate whether the candidate would be a good fit for the team and company culture. This stage may consist of one or more rounds of interviews. It is during this phase that you will want to contact the candidate’s references.

5. Selecting a candidate and extending an offer

After interviewing and evaluating each candidate, select the one you think would be the best fit. Draft an offer letter and extend it to the potential employee.

During this time, you may want to conduct a background check. In your offer letter, you should state that the job offer is contingent on the results of the background check. Be sure to comply with federal and state laws as you conduct the background check.

For applicants whom you did not select, inform them that you have selected another candidate and thank them for their time. End on a high note, as you never know if you may want to reconsider hiring this candidate if your primary candidate doesn’t accept your offer or at any point in the future.

6. Hiring and onboarding

When the candidate accepts your job offer, the final step is the hiring and onboarding process. This step is usually handled by your company’s HR professionals to ensure the new employee signs all the necessary employment paperwork and is integrated into your business in accordance with labor and employment laws.

Recruitment best practices

The experts we spoke with for this article identified three best practices that can help your business successfully recruit top talent.

Communication

It is important to foster clear communication between recruiters, HR professionals, hiring managers and job applicants throughout the entire recruitment process. Good communication entails posting accurate job descriptions, quickly responding to job applicants (whether it is a yes, a no, or a simple update), and informing all hiring parties about the status of each candidate.

Hum, Sing, Shout

Employee recruitment is a continuous process – it occurs several times throughout the lifecycle of a company. As such, an employer should brand their hiring process to attract and hire top talent when needed.

Mullings suggests companies use the Hum, Sing, Shout Method to stand out from other companies that are recruiting and to attract the type of candidates they have in mind:

• Hum: Your hiring brand should have a low “hum” in the marketplace. What this means is that your company is “always on.” That is, you are advertising, networking, and are using appropriate branding strategies for your company on social media platforms that are best suited for your company and industry.

• Sing: During this stage, your company and your efforts to find qualified talent are visible to job seekers. You’re not looking to immediately fill the position, rather, you’re perusing a broader and deeper volume of candidates.
• Shout: You are ready to hire. You are leveraging social media, job boards and your network to quickly fill the open position. Be sure in the communication platforms you’re using that you are explaining why someone would want to join your team and how they benefit by working with your organization.

Tracking candidates

It is important to track candidates during the entire talent acquisition process. Whether you’re using HR software, an applicant tracking system, or other means, it is important to have a standardized approach so that no one is overlooked and no detail remains unnoticed.

Below is a list of our top choices for HR software that include recruiting and onboarding capabilities:

Paychex Flex review: With Paychex Flex you can publish all of your job openings to top career sites and social media platforms simply through the dashboard. They can even connect you with background check services to screen your applicants before hiring them.

Bamboo HR review: From recruitment to offboarding, Bamboo HR helps you manage all stages of the employee life cycle. You can post and track job openings and distribute them via social media. The software also allows you to review and rate candidates and send offer letters and new hire documents with electronic signature capabilities.

Rippling review: Rippling is our choice for the easiest HR software to implement. Additionally, they claim users can onboard new hires within 90 seconds. With this solution, you can completely customize and automate the onboarding process. It can also run candidates through background checks and e-verification.

“Do your due diligence, and make sure you’re keeping track of what’s going on in your pipeline,” said Dewey. “This helps being able to see your own progress and areas of opportunities. Keeping track of all your candidates and the stages they’re in (along with your data) will save a lot of sanity when hiring managers ask for reports.”

How to Recruit New Employees [Business]

• There are two different types of consumer-brand relationships: exchange relationships and communal relationships.
• If you want to maintain consumer brand loyalty, you must provide value to your customers.
• Brands must understand their consumers so they can provide them value in the way they expect it.

Consumers’ relationships with brands are not all that different from relationships with people. Some you genuinely care about, while others are in your life simply because you depend on them. For marketers, understanding the difference between the two kinds of relationships is essential to making sure you know how to deal with your customers.

Marketers who realize this will be in a better position to retain customers and improve the perceptions of consumers who are unhappy with a brand’s service or product.

In one kind of consumer/brand relationship, people relate to the brand based primarily on economic factors. Walmart, for example, attracts customers based on price and value. In what the researchers call a “communal relationship,” consumers relate to the brand based on caring, trust, and partnership. State Farm, for example, sells itself as a “good neighbor.”

What is a brand-customer relationship?

The relationship between brand and customer is a unique one that can have positive outcomes for both parties. Customers develop relationships with brands and think of them as partners. Brands become more human to customers and obtain meaning and value.

Brand awareness

When a brand has built up trust in its customers, brand loyalty begins. If customers find a product they can believe in, then they will be loyal to brands. Companies have to try to create these relationships with customers. That is only the first step. They must then work to maintain and grow the relationship. Customers want to feel fulfilled, either because the product fills a need or because they feel loyal to it. You might have both kinds of customers, and you must find ways to appeal to each type. Offer a product that meets your consumers’ needs and ensures it’s reliable and of the highest quality.

Authenticity

How consumers react to experiences with the brand, both positive and negative, depends on how they like the brand in the first place, researchers said.

Pankaj Aggarwal, a marketing professor at the Rotman School of Management at the University of Toronto Scarborough, and Richard Larrick of Duke University tested brand evaluation after an unfair transaction in 2012. The results still apply today and depended heavily on whether the consumer was in an exchanging brand or a communal one.

In one study, Aggarwal and Larrick set up a situation in which the consumer didn’t get what they paid for and wasn’t reimbursed for a mistake made by the brand. However, when customers were treated with respect and dignity after the error, those who had communal relationships with the brand responded well, possibly because it reassured consumers about the caring nature of their association with the brand.

Trust

Concern from the brand acted as a form of compensation in itself. However, this effect wasn’t found when consumers’ relationships with the brand regarding price and value.

In that case, if the consumers didn’t think they got their proverbial money’s worth, it didn’t move them to reconsider their negative evaluation of the brand.

However, things change when no problem needs addressing with the customer.