ABR Blog

One of the biggest challenges facing HR and other hiring managers is finding candidates who are the “right fit” for their respective organizations.

But just what, exactly, is the “right fit”?

For many employers, it means finding a candidate who shares the same belief systems and values as the company, and who meshes with the corporate culture.  To identify this type of individual, these employers often turn to values-based recruiting.

Values-based recruiting goes beyond examining competencies and experience.  It’s about creating a values match by building a model that outlines behaviors associated with corporate values, and then assessing candidates for those behaviors.  The process typically yields hires whose thinking, values and ways of doing business closely match those of the employer.

But what if your company needs a proverbial “shot in the arm” to fuel its success – a new direction, fresh business perspective or innovative ideas to re-energize your organization?

In a case like this, the right fit for your organization will be an individual who, by definition, is not a perfect values-based match.  Rather, this candidate should be selected based on a model that outlines behaviors associated with leading your company in a new direction.  To begin this process, your company must first determine new goals, create a list of competencies and values for the available position that will support those goals, and then recruit and select accordingly.

Which type of recruiting is right for your business needs?

ABR Employment Services’ recruiting experts will work with you to determine how to find the right fit for your company’s needs.  Whether you require an individual whose values closely match your company’s, or someone who will bring fresh ideas and perspective to your business, ABR will deliver candidates who exceed your expectations.

We hold all our employees to the highest standards of quality and ethics – our Expectations of Excellence – and only present those who are:

• Trustworthy – honest, reliable, loyal, ethical and obey all rules and regulations.
• Respectful – demonstrate consideration for others, respect for authority, tolerance of differences and an appreciation of diversity.
• Responsible – demonstrate self control and self discipline, deal peacefully with anger and disagreement, and positively with criticism, and be accountable for their actions.
• Reliable – have a proven work history, demonstrate sound attendance and punctuality, and exhibit strong work ethic.
• Professional – present themselves in an appropriate manner.

Contact us today to find out how our Expectations of Excellence can create successful hires in your organization.

These days, with a greater number of candidates vying for the same openings in your company, you may find yourself having to say “No” more often.  Needless to say, writing rejection letters can be an unpleasant and stressful part of the hiring process.

But even when you can’t offer a job applicant the position, you can still end the interview process on a positive note.  Here are some quick tips for writing candidate rejection letters in a constructive way, to build good will with candidates and position your company as an employer of choice:

• Send out the rejection letter promptly.  If you’re certain you will not be hiring the individual, let him know that he was not selected as soon as possible.  Even when the news is bad, your timely follow-up will convey a high level of professionalism.
• Always use formal company letterhead for a rejection letter and never handwrite it.
• Address your candidate by name.  Further customize the letter with the position for which he applied, as well as a supportive comment about the applicant’s qualifications, experience or enthusiasm.  Although a rejection letter is basically a form letter, your candidate shouldn’t feel as though it is.
• Be direct, but gracious.  Make it clear that there were other candidates more qualified for the job, but do so in a respectful way.
• When appropriate, encourage further action.  If the candidate is a good culture fit, and may be qualified for other openings with your company, say so.  Encourage him to stay in touch and apply again.
• Always end on a positive note.  Thank the candidate for applying and interviewing.  Wish him good luck in his career development.  Remember, this may be the final impression this individual has of your company – make sure it’s a favorable one.
• Close the letter formally with “Sincerely,” or “Best wishes,” and sign your name.

Don’t want to write rejection letters? 

Call ABR Employment Services, a leading Wisconsin staffing firm, with your direct placement needs.  We’ll handle every step of the process – from recruiting to testing and initial interviews - and only present you with the most qualified candidates.  If you decide not to hire an individual we refer, just let us know and we’ll take care of the rest.

Much as a carpenter must select the right chisel to carve a head post, a hiring manager must carefully choose the right assessment tools to make a sound hiring decision.  To help you develop a functional hiring “toolbox,” here is a brief overview of commonly used assessment tools.

Qualifications Screens
These simple questionnaires determine if an applicant has the minimum requirements to perform a job (availability, minimum age, years of related experience, etc.).

Interviews
This is probably the most commonly used assessment tool, and may range from totally unstructured (unplanned) to completely structured (carefully designed beforehand).  Regardless of which type you choose, the skill of the interviewer is critical to the effectiveness of this tool.

Job Simulations / Work-Sample Tests
These require the candidate to actually demonstrate or perform job tasks.  Simulations may be conducted:  as written tests, as role-playing exercises, on a computer, or even in real-life conditions.  By design, they generally show a high degree of job-relatedness.

General Abilities Tests
These are used for entry-level jobs.  They measure broad mental abilities such as reasoning, quantitative, verbal, and spatial abilities – skills fundamental to success in jobs where reading, computing and communicating are required. 

Specific Ability Tests
These test for distinct mental and physical abilities, such as typing speed, reading comprehension, strength, and mechanical aptitude.  For example, physical endurance tests may be used for firefighting or life guarding jobs.

Knowledge and Skills Tests
These determine how much an individual knows about a very specific, advanced subject area such as software programming or mortgage laws.  As a category, these tests are generally highly valid.

Talent Measures / Personality Inventories
Talent and personality assessments measure a candidate’s natural personal characteristics associated with success in certain positions.  These assessment tools are used to predict what a person can do (e.g., delegate effectively, handle stress well) and what a person will do (e.g., step-up as a leader, get along well with fellow workers).

Culture Fit Inventories
Questionnaires like these assess how well an applicant will fit into your corporate culture and work environment, to help ensure organizational commitment.  Culture fit inventories focus on making the right match between company and candidate.

Biodata Inventories
Standardized questionnaires such as these gather job-related biographical information (e.g., education, years of experience and even hobbies). 

Background Investigations
These inquiries gather information from outside sources, such as former employers and police records.  Employment, criminal-record and reference checks all help employers avoid potentially catastrophic hires.

Integrity Tests
Overt integrity tests gauge a candidate’s attitudes toward, and involvement in, delinquent activities – namely theft.

Drug Screens
These tests use a physical specimen from the candidate (hair, urine, etc.) to determine past drug or alcohol use.  Drug screens are frequently used by companies where legal and safety requirements necessitate that employees be drug-free. 

Medical Exams
These tests determine if a person can safely and sufficiently carry out all the requirements of a specific job.  Employers using medical exams must comply with all provisions of The Americans with Disabilities Act.

Online Skills Assessment Helps ABR Deliver the Best Candidates

E-AssessAbility, ABR’s powerful on-line assessment solution, automates the evaluation process – delivering convenience, customization and flexibility.  E-AssessAbility allows us to identify the best talent and validate their skills online, giving you greater confidence in every placement we make at your company.  With over 700 evaluations in 9 specific categories, you won’t find a more diversified evaluation tool.

Superstars.  Overachievers.  High performers.

Whatever you call them, you know your company’s success depends on hiring and retaining them.  The following list will help you identify what sets the best and brightest apart:

1. They have found their focus.  High performers know their strengths and have found an expression for their talents in the workplace.
2. They are forward-thinkers – about projects and their own careers.  To thrive, they need to know how what they’re doing now will impact the future.
3. They are accurate appraisers – of peers, projects, and themselves.  They can spot talent in co-workers and chinks in their competitor’s armor.  Likewise, they recognize their own weaknesses and strive to improve them.
4. They are self-managers.  Research has shown that high performers consciously apply a systematic approach to every project they tackle.  This disciplined approach makes them more organized, productive, and fulfilled.
5. They are intrinsically motivated.  While money is undoubtedly important, high performers are fueled from within.  Their need to attain personal and organizational goals is often as great a reward as compensation.
6. They are optimistic.  High performers see the glass as half-full.  They tend to treat obstacles and setbacks on the job as temporary and therefore surmountable.
7. They respect other high performers.  Rather than focusing on hierarchy, high achievers operate within a society of mutual respect.  As a result, they will lend a hand to others with talent and help them flourish.
8. They are results-oriented.  These individuals won’t sit quietly and do a job just because they’re told to.  Top performers need to know how their efforts affect the organization’s “big picture,” and measure their efforts in terms of bottom-line results.
9. They take risks.  “Nothing ventured, nothing gained” is a personal mantra among high performers.  They do their homework, accept change easily, and are calculated risk-takers.

ABR Employment’s staffing professionals are experts at identifying high achievers who will perform well in your organization.  We offer a variety of recruiting and staffing services to deliver the best and brightest for you.