Staffing Advisors Blog

Lessons from the IBM layoffs: How to give employees bad news

Posted by Bob Corlett on February 4, 2015

IBM is laying off thousands of employees in what the company calls "resource actions." These actions will take the largest toll on those who are laid off, but there are also bound to be questions from existing staff as to what their new roles and responsibilities will be.

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The 7 Principles Of The Future Employee

Posted by Mitch Corlett on November 13, 2014

My previous office was straight out of Office Space -- a grey office of cubicles, key-cards, and strict scheduling, where the constant murmur of other voices drifted through to break up the silence. It was a big, prestigious company. At Staffing Advisors, everyone in our company works from home. There's no other option (by design) -- we don't even have a central office to report to.

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When Can an Employer Consider an Applicant’s Criminal History?

Posted by Mitch Corlett on October 22, 2014

In an attempt to lower criminal recidivism, various states and municipalities around the country are enacting new legislation that changes how employers can ask about an applicant's criminal history. Asking if someone has been convicted of a crime on their initial application for employment is still currently a common part of the employment application process, but DC has already changed their policy, and other local governments around DC are also considering it (don't worry, it's not being eliminated altogether - but the timing of when you can inquire is changing).

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Want to hire top performers? Stop taking these shortcuts when sorting through resumes

Posted by Bob Corlett on June 4, 2014

When you read resumes, what mental shortcuts do you take? If you want to hire smart people, do you look for the reputation of their college? If you want people who are highly skilled and professional, do you look for the reputation of their current employers? And how much weight do you give to the pedigree of a candidate’s educational institution or previous employers?

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The Hidden Danger In Employee Turnover (And How You Can Protect Yourself)

Posted by Bob Corlett on March 10, 2014

As the boss, you can’t possibly keep track of all of the knowledge necessary to run your organization — your head would explode. (Even micromanagers have to trust people to some degree.)

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Why you should call your lawyer before hiring that HR executive

Posted by Bob Corlett on February 25, 2014

In a high-stakes hiring situation, it’s common to invite the finalist to interview with an objective external expert. In our searches for top financial executives, the CEO often wants the finalist to meet the chair of their Finance Committee. When the board is not involved, the CEO might want the candidate to interview with the company’s outside auditors.

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When You Undervalue HR, You Undercut Your Managers’ Effectiveness

Posted by Bob Corlett on February 24, 2014

One of the fastest ways to sabotage your business results is to hire the cheapest HR professionals you can find. When you saddle your executive team with under-staffed (or under-skilled) HR support, you hobble their performance. Here’s why:

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Why you almost always overlook the best candidate for your open job

Posted by Bob Corlett on February 5, 2014

It’s Tuesday afternoon and Dave, your finance manager, walks into your office with an envelope in his hand. You think, “Uh oh, he’s resigning.”

He indeed resigns, and the moment he leaves you grab the phone to call HR. “I need to replace Dave. Please start recruiting another finance manager, pronto!”

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Your employee handbook isn't really cutting your legal risk

Posted by Bob Corlett on January 21, 2014

Most employers think that a stack of policies, codified into an employee handbook, will reduce their legal risk and make the messy business of managing people easier. But what if the reverse was true? What if the whole drive to make rules was just a counterproductive game of “Policy Whack-a-Mole” that only applied to a tiny fraction of your worst employees?

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Are You Ready to Explain Your Compensation Strategy (Coherently?)

Posted by Bob Corlett on October 21, 2013

Transparency is vital when discussing how you will compensate and reward top performers. But research shows that the majority of managers do not understand their own organization’s compensation philosophy. (And it’s pretty darn hard to transparently explain something you don’t understand yourself.) This was not a big problem until recently, because managers generally had access to better compensation information than job seekers, so they could wing it.

Those days will soon be over. Credible salary data was once the exclusive province of employers, who paid dearly for it. Now it is available to job seekers at a very reasonable cost.

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