Candidate Ghosting: How Can You Prevent It?

September 12th, 2018

Candidate Ghosting Prevention

Are potential employees continuing to disappear while in the middle of your recruiting process? You’re not alone. So what can you do to keep from getting ‘ghosted’ by job candidates?

Candidate Ghosting Reasons and Remedys

According to Strategic Human Resources, Inc., candidates are more prone to drop out of the talent acquisition process due to the image that you’re portraying as an employer online.

In a world where we are inundated with different messages and forms of communication, what can you be doing to help yourself stand out from the crowd of employers on Indeed or ZipRecruiter? Try following a few of the steps below.

Make Social Media Your Friend

Perhaps you are one of the employers who isn’t sure social media is for them. Maybe your industry or services don’t lend well to social media, or you’re just not comfortable dedicating what could be 40 hours a week to your followers on Facebook, LinkedIn, Twitter or Instagram. However, consider this: 18.2% of referral makers ages 25-34 won’t refer a provider (or in this case, an employer) if they are not on social media. If you’re in the process of trying to catch the next wave of employees, consumers, or influences, you’re going to be caught in the surf without some form of active social media presence.

Create an Encouraging Culture of Communication

By remaining in consistent communication with your candidates, you can begin to build relationships that create a sense of responsibility in the candidate to reach out if they’ve changed their mind. But this responsibility goes both ways. When surveyed by CareerArc, over nearly 60% of candidates reported a poor experience with an employer or recruiter. Imagine the impact on that 60% if those responsible for the direct recruiting remained in contact with their candidates, keeping them updated on where they stood in the process. In the same study, 72% percent of those respondents said they shared their negative experience online or with someone directly. By cultivating a culture of communication between the employer and the potential employee, you can present an attractive image to candidates – one candidates want to be involved with

Don’t Hide

Similar to the fact that you should be active and involved in the public eye of social media, you should be actively approaching negative comments that may come out from behind a far-away keyboard. In a world that revolves around constant and instant communication, bad news can travel fast, and negative reviews can have a quick impact. In fact, USA Today recently reviewed a case where won a lawsuit against a local law firm that had received a negative and harsh review by a Yelp user, damaging their business reputation. When dealing with negativity in your web presence, a quick, factual and polite response will show potential employees (and potential customers) that you are an outstanding partner in the whole process.

We’re Not Afraid Of No Ghosts

Even before social recruiting was common practice, ABR Employment Services embraced it, as well as the 3 tips outlined above. As such, we’ve built, and continue to build, a community of trust among the people we help connect to employment. For candidate ‘ghost slaying’ support, reach out to any ABR location for assistance.

Editorial Note: Portions of this blog originally appeared in the September, 2018 edition of ABR Employment Services enewsletter, ABR HR Insights. It has been edited and was originally written by Robin Throckmorton of Strategic Human Resources Inc.

ABR Launches Professional Search Services Division

September 10th, 2018


Professional Search Services

Hire Professionals to Managers Faster & More Cost Effectively

ABR Employment Services, a leading employment agency specializing in professional office support and manufacturing announced today that they have launched a Professional Search Services Division.

ABR’s Professional Search Division specializes in the recruitment of exempt level professionals to management level talent in most industries and job disciplines within the U.S. Focused on helping employer’s access better talent, create exceptional candidate matches, shorten time to hire, and reduce cost and hiring risk, the division was created in response to client needs.

The addition of the Professional Search Division allows ABR Employment Services and Kinsa Group, ABR’s Executive Search Division, to offer a full array of recruiting and staffing services. Clients and businesses now have the ability to utilize a one-stop resource to recruit and staff for entry level to top executive positions.

“With a tight labor market and growing economy, finding the right recruiting partner is critical to success,” said ABR’s CEO, Jim McNett. “We have the experience, skills and tools to proactively source highly qualified professionals and managers needed to fill critical roles.”

About ABR Employment Services

Founded in 1987, ABR Employment Services provides professional search, professional office support and manufacturing employment opportunities to job seekers and staffing solutions to companies throughout Wisconsin and in Winona, MN.  ABR was ranked #50 on the Forbes, Inc. 2017 Best Professional Recruiting Firms list. In 2018, Kinsa Group, a division of ABR, was named to the Forbes America’s Best Professional Recruiting Firms list. ABR is an eight-time recipient of Inavero’s Best of Staffing® Award.

Find Top Talent

Seeking exceptional professionals or managers to build your team? Tell us you are interested in starting a conversation with us below, or call us at 608-268-2266.



Equal Pay: Leveling The Gap On Gender Pay Inequality

August 20th, 2018

Understanding Equal Pay & the Impact You Can Have

Are you able to ask candidates for their salary history in your state or city? If so, you may not be for long. If you are hiring employees in California, Connecticut (effective Jan 1, 2019), Delaware, Hawaii (effective Jan 1, 2019), Massachusetts, New Jersey, New York, Oregon, and Vermont, you cannot ask the candidate’s previous salary history during the recruitment process. All of these states and additional municipalities are just the beginning. We will continue to see many more jump on board in the months and years to come.

Women Make Only 80 Cents For Every Dollar Earned By Men

The driver behind all of this is a focus on the gender pay gap and leveling the playing field on compensation for men and women. Did you know…

  • Females make only 80 cents for every dollar earned by men?
  • Woman graduates make 82% as much as their male counterparts?
  • Women on US Corporate Board of Directors is only 12%?
  • Women owned companies average 60% lower revenues than male owned companies?

(Source: PewResearch)

The unfortunate part is the pay gap follows women even into retirement. If a woman is paid less than her male counterpart during her working years, she’ll receive less income from Social Security, pensions, and other sources when she retires than the retired men, according to an article by Fischer & Hayes.

We’ve Come A Long Way, Baby?

The gender pay gap is real. As a society, we’ve been working on this issue since 1896. In 1963, the Federal Pay Equity Act went into effect. But still, the problem is the gap isn’t closing very quickly at all for being an issue for over 100 years. Some of the reasons causing this gap include the types of majors in college and jobs we’ve pushed women to take over the years. Plus, there is still a bias–whether overt or unconscious–about women in the workplace.

A recent Harvard Global Online Research study including over 200,000 participants showed that 76% of people (both men and women) are gender biased and tend to think of men as better suited for careers and women as better suited as homemakers. This bias spills over into the workplace every day. According to the Women in the Workplace Study by and McKinsey & Co., for every 100 women promoted to a manager level position, 130 men were promoted. Even at the C-level, women only account for 18% of the C-level employees.

All Too Familiar Biases

This same study found that women asked for feedback as often as men, but were less likely to receive it. Plus, women do not have the same level of access to senior leaders. You’ve probably seen it or maybe even done it yourself, but when a woman tries to negotiate they are considered bossy or aggressive.

Recently, I was approached by a woman to coach her through asking her employer for a salary increase because she knew she was paid substantially less than her peers who happened to be male. We walked through the facts including her credentials and performance reviews.  When she approached her manager with the information asking for the one time increase, she was denied and told salaries are based on the income you were receiving when you were hired. And, she was also told inquires like this could result in her termination. Yes, she is now actively looking for a new position with a company that respects the skills and performance she brings to the table.

More Work Needed To Level Gender Pay Gap

If we can find a way to even the playing field and eliminate the gender pay gap, our businesses will become more collaborative, more inclusive, and more competitive. As businesses, we need to evaluate our compensation philosophies as well as take a deep look at our internal employees to ensure we haven’t fallen into the pay inequity. We also need to look at our employment practices to minimize the impact of any hidden or overt biases that would be holding women back and/or paying them less for their skills than deserved. Look for ways in your organization to help grow and develop your women into leadership roles such as through mentoring programs and even training your employees to understand how biases can affect employees and the company’s success.

As individuals, especially in HR and management roles, we can make a difference, too. We need to be reflective to realize any of our own conscious or unconscious biases that may be impacting decisions we are making with regard to hiring, promotion, and compensation. And, we may have to step outside our comfort zone to speak up when we see inequality taking place.

Editorial Note: The content of this blog originally appeared in the August, 2018 edition of ABR Employment Services enewsletter, HR Insights. It has been edited for SEO and was originally written by Robin Throckmorton of Strategic Human Resources Inc.

Sandwich Generation Employee Benefits To Support Elder and Child Care

July 30th, 2018

sandwich generation employee benefits

With so much focus lately on Millenials, what can employers do to support another group of employees, the Sandwich Generation?

Employees in the Sandwich Generation, who are caring not only for their children but also for their own aging parents, often struggle to balance all of this responsibility.  According to the Northeast Business Group on Healthcare, these caregivers miss an average of six days of work each year due to caregiving responsibilities, are less productive because of personal distractions, and are in poorer health than non-caregiving colleagues.

By providing sandwich generation employee benefits, employers can give employees the support they need to succeed in and out of the office.

Sandwich Generation Employee Benefits:

Flexible work schedule: This enables employees with personal obligations during the typical 9-to-5 workday to accomplish everything they need without having to take off to catch up.

Child care benefits: Employers can alleviate the financial burden of child care by subsidizing care options, including backup care.

Senior care benefits: In addition to helping employees find senior care options employers can also provide tips and guidance to give caregivers confidence to navigate their new roles.

Financial planning assistance: As if managing personal finances wasn’t already hard enough, this generation may also be making mortgage payments, helping pay college tuition, and managing their parents’ estate. Access to financial planning allows employees to work caregiving-related costs into their financial plans and better prepare for the future. Pew Research Center studied the rising financial burdens of the Sandwich Generation.

Household help: Employers can ease the burden of simple household tasks by providing meal preparation, house cleaning, and laundry services.

Access to elder care experts: Senior care needs often arise suddenly, so providing information (through webinars, on-site seminars or even just contact information for local experts) can be extremely helpful to employees.

It’s in employers’ best interest to provide the tools employees need to manage their personal lives so they can do well and excel at work. Employers who offer these types of benefits show that they care about their sandwich generation employees.

Editorial Note: The content of this blog originally appeared in the July/August, 2018 edition of ABR Employment Services magazine, HR Insights. It has been edited for SEO by ABR Employment Services and originally written by Robin Throckmorton of Strategic Human Resources Inc.

VOP On Site: Vendor On Premises Temporary Staffing Solutions Simplified

May 10th, 2018

VOP On Site

VOP On Site Program: High-Volume Workforce Solutions

Does this sound familiar? Your internal HR Team is flooded with staffing requests. Your temporary workforce is made up of too few quality workers.  Your HR Team is getting flack about time-to-fill and costs associated with managing a temporary workforce. If you’re nodding your head ‘yes’, it may be the perfect time to consider entering into a vendor on premises relationship.

Vendor On Premises Workforce Staffing Solutions

Vendor-on-Premises (VOP), is exactly what it sounds like – a vendor provides an on site representative to manage and coordinate temporary employees at your company. At ABR Employment Services, our name for VOP is ‘On Site Staffing’.

ABR’s On Site Staffing is an outsourcing management program, which encompasses every facet of coordinating, ordering, planning and tracking of contingent employees.  This program is managed by an ABR On Site Manager, who acts as the central contact for hiring managers, coordinates recruiting activities, and handles a multitude of personnel related issues.

If you’re a high-volume staffing user, an On Site Manager can greatly simplify staffing for you.  In essence, s/he acts as an extension of your HR department to streamline your staffing function.

Here’s how:

Increasing Efficiency

A VOP On Site Manager can:

  • Handle the daily deployment of temporary workers to get them on-task quickly.
  • Make daily rounds to ensure temporary workers stay productive.
  • Provide detailed, customized reports like: staffing usage, cost analyses, attendance and tardiness.
  • Evaluate personnel needs to plan for peak and non-peak periods, and handle worker reassignment.

Reducing Headaches

A VOP On Site Manager can:

  • Manage daily work issues, like problem resolution and worker injury reporting.
  • Handle scheduling to ensure departments are adequately staffed.
  • Resolve payroll and administrative issues.
  • Recruit new temporary employees directly at your site.
  • In some cases, even manage more than one facility so you can stay focused on core duties and responsibilities.

Managing Other Staffing Functions

A VOP On Site Manager can:

  • Screen, interview and skill-test candidates before they’re approved to work for you.
  • Check references, and if required, drug test applicants.

Ensuring Safety

A VOP On Site Manager can:

  • Provide facilities tours and customized safety orientations for your new temporary employees.

Could your temporary workforce benefit from an ABR VOP On Site Manager?  We would love to have a conversation with you to explore if our VOP On Site Workforce Solutions are right for you.

Editors note: the content of this blog was originally published in March 2011 and has been updated for SEO, accuracy, and comprehensiveness.

When ICE Comes Knocking: What Our Client Employers Should Do

May 4th, 2018

ICE Immigration Raid Audit

An Immigration and Customs Enforcement (ICE) Response ‘How To’ for ABR Clients

The federal government is tripling the number of Immigration and Customs Enforcement (ICE) agents to increase worksite enforcement.  Worksite enforcement is typically done through worksite raids and I-9 audits.  Tom Homan, deputy director of ICE, at a press conference in Washington, D.C. in December said, “I want to see a 400% increase in work site operations.”

ICE raid – What Is It?

An unannounced search of the client’s worksite for the presence of undocumented employees and property that will be used as evidence that specific crimes have been committed.

ICE audit – What is It?

Typically, an ICE agent and an auditor will arrive unannounced at the employer’s worksite with a Notice of Inspection (NOI) to inspect I-9’s.  The agency can audit any business on a random basis or through tips from the public or other government agency.

What employer should do if ICE comes to worksite:

  1. Call your internal HR Department first; then notify your ABR Employment Services Representative
  2. Ask the ICE agent for identification
  3. Ask if it’s a raid or an audit

If raid – Ask if they have a warrant.

A valid warrant must be signed and dated by a judge. It will include a timeframe within which the search must be conducted, a description of the premise to be searched, and a list of items to be searched and seized.  Keep a copy of the warrant.


  • Write down the name of the supervising ICE agent and the name of the U.S. attorney assigned to the case.
  • Have at least one company representative follow each agent around the facility.  Document what is said and taken.
  • Although employees are not required to answer questions posed by an ICE agent, they may do so at their own discretion;  the company neither encourages nor discourages employees from doing so.

If audit

  • The NOI gives you 3 work days to produce the I-9 Forms.  Do not provide your documents early.
  • Tell the ICE agent that we will provide the I-9’s in three days.  Be polite, but do not answer any questions about processes or procedures.
  • Review all I-9’s for compliancy.

What to do now?

Make sure you are using the new I-9 form that has been required since 09/18/17.  It is suggested to also conduct a self-audit.  Employers are required by law to maintain, for inspection, an I-9 for all current employees.  In the case of former employees, retention of I-9’s are required for a period of at least three years from the date of hire, or for one year after the employee is no longer employed, whichever is longer.   It is best practice to not store I-9’s longer than legally required.  During an audit the employer is legally responsible for all I-9’s in their possession.

Further Learning

For more information on ICE Raids or ICE Audits, please read:

Via CNN – ICE pledges immigration crackdown on businesses.

Via The Washington Post – ICE raids meatpacking plant in rural Tennessee; 97 immigrants arrested

Leadership: The One Truth Most Leaders Keep Quiet

April 30th, 2018


Leadership: Is There Such A Thing As Born Leaders? Or, Is Leadership Learned?

While our lives and careers can often find themselves in predictable patterns–go to school, get a job, work hard, rise to the top–there’s one little secret that most leaders never like to talk about. It’s a reality that can make us feel vulnerable. But it shouldn’t.

What’s the secret? It’s this: we rose to our leadership positions because we were good at a certain skill, not because we were skilled at leading others. We were promoted because we personally created great results. Now that our job has shifted into a leadership role, we realize that we’re responsible for and expected to excel at skills for which we were never trained: to lead, to inspire, and to motivate other people to become their best.

David Novak, Founder and CEO of oGoLead and Former Chairman and CEO of Yum! Brands, Inc. Never Saw Himself As A Leader

“I never saw myself as a leader,” he told us. “I just went to work every day and tried to do my best, while helping the people around me become their best.” This a sentiment many of us share.  But these humble words were spoken by David Novak, Founder and CEO of oGoLead and Former Chairman and CEO of Yum! Brands, Inc. “Everyone has the power to be a leader but it’s important to realize that you can’t achieve anything big in life if you try to do it alone, you need to take people with you. We all need people to help us along the way,” added Novak. As one of the largest restaurant companies in the world, Yum! has more than 43,000 restaurants in more than 130 countries and territories–think Taco Bell, Pizza Hut, and KFC. Novak may not have seen himself as a leader, but plenty of others did. He has been recognized as “2012 CEO of the Year” by Chief Executive magazine, one of the world’s “30 Best CEOs” by Barron’s and one of the “100 Best-Performing CEOs in the World” by Harvard Business Review.

Today, Novak is on a mission to help people who want to become better leaders but aren’t getting the leadership development they want. Studies show that 87 percent of managers wish they had received more management training when they first took on the role. Novak created oGoLead as a solution to address those needs by passing on decades of proven learning from running a global organization.

Novak Isn’t Alone

“I started my career as an ICU nurse and never thought I’d become CEO,” said Laura Robertson who is now CEO of Banner Desert and Cardon Children’s Medical Center in Mesa, Arizona. The hospital is ranked as one of the top five hospitals in Phoenix, and recognized for eight high-performing specialties, according to U.S. News Best Regional Hospitals report. “As a nurse I remember thinking about how I would do things differently if I were in charge,” she said. “I would think about how employees and patients could be treated better, and how we could serve the community better.” She paused, “But I can’t say I ever saw myself as someone’s boss back then.”

Stories like Novak’s and Robertson’s may, at first, seem like unlikely cases: average, hard-working people advancing through the ranks. For some reason, we like to assume that great executives like these were somehow molded from childhood to become phenomenal leaders. But they weren’t. Instead, they honed their craft and skill. And someone noticed. Someone saw their potential to be leaders, whether it was a member of the board of directors, another senior leader, or a marketplace looking for change. We’ve seen it in all industries.

Leadership Is Earned, Not Given Says Matt Rizzertta

“I never had training on how to be a leader, and frankly leadership is earned not given, so I’m not sure it’s something that can be learned in a classroom,” said Matt Rizzetta, CEO and Founder of N6A, a public relations and social media agency based in New York and Toronto. “I came from an agency background and couldn’t understand why so many failed to see that the lifeblood of a services business is its people. If people are what makes your business tick, then that needs to be the first place you look to invest and innovate. You need to see the correlation between the service product and the internal culture. The two should be interchangeable. If you create a unique and rewarding internal culture for employees, you’ll likely create a unique service experience for customers, and there will be performance benefits for both. That’s why I started my own company–not because I thought I was a leader, but because I knew that by creating a better environment for employees, we would create a better product for clients, and ultimately everybody would win.” It worked. Rizzetta founded N6A during the peak of the economic recession. Since then N6A has been named PRWeek’s 2017 Best Places to Work, a finalist for Digiday’s “Most Innovative Culture” award, and one of the 50 most powerful agencies by the NY Observer.

So what makes a leader great? It’s not having a title, it’s not having training to be a leader, it’s realizing that your job is to ask your employees, “How can I help you become your best?

Editorial Note: The content of this blog originally appeared in the February, 2018 edition of ABR Employment Services e-newsletter,  HR Insights. It has been edited for SEO by ABR Employment Services and originally written by David Sturt and Todd Nordstrom. 

I Made A Bad Hire; How Can I Prevent It From Happening Again?

March 20th, 2018


The bad hire. You’re not alone if you’ve ever regretted hiring a candidate after the fact.

The new hire is flailing, your hiring manager is frustrated, HR is trying to ensure they stay long enough to not be a total loss, and the CFO is wondering if he can take the recruitment costs and lost productivity out of your budget.

Hiring is much harder than it looks. Actually, hiring is easy; but, hiring the right person is tough. As a recruiter, you want every hire to be a great hire, not a bad hire, and you’re stuck with this one that went wrong. Can you turn it around? With these six steps, you at least have a chance.

Step 1

Acknowledge the bad hire mistake with your “triage team.” This may require a little crow eating, but the end result will be worth it. Assemble your hiring manager, HR representative, and anyone else who is adversely impacted by the bad hire. It’s never fun to admit you may have made a mistake, but assessing what went wrong and why is a valuable exercise in performance management for your hiring team.

Step 2

Look at the list of statements below and have each member of the team score them on a scale of 1-5 (5 being the absolute best, 1 being the worst, or N/A if the event did not occur):

  1. Recruiter and hiring manager discussed the job requirements with one another and the team before placing advertisements.
  2. The job advertisement and hiring criteria were aligned with corporate values and employee value proposition (EVP).
  3. Standard screening and interviewing techniques were used on all applicants.
  4. Technical and psychometric assessments were given to those who passed the screening and interview stage.
  5. Each member of the hiring team met with a final set of candidates and discussed their findings to make a decision.
  6. Standardized questions and evaluations were the same for all final candidates.
  7. An offer was extended less than 15-30 days from the interview.
  8. Members of the hiring team maintained weekly contact with the selected candidate from offer acceptance to first day.
  9. A company-wide onboarding and training protocol was followed with the candidate.
  10. A member of the hiring team met with the candidate at the one week as well as the 30, 60, and 90-day marks.
  11. The struggling employee has received at least one performance review regarding his behavior and performance.


55-45: You’ve done almost everything right. It’s time for a performance improvement plan (PIP).

44-34: Your methods need some adjustment. Create a PIP to be enacted once you’ve corrected the areas with low scores.

33-23: Your hiring and onboarding processes are leaving some key steps out. Revamp your processes and try more training with the new hire before addressing performance.

22 and below: You probably have been getting lucky with attracting your top talent thus far. This is not a performance issue but an internal hiring and onboarding process issue that needs to be addressed.

Step 3

Find the issue. Lou Adler, CEO of The Adler Group, created a fantastic quadrant to identify a bad hire.

Use this handy resource to identify if the issue is motivation-based, a lack of skill, or a mixture of lots of not-so-great candidate qualities. There are four areas to place your candidate in:

1. Great hires: Adler describes these folks as really competent. They know their stuff or learn it fast, are motivated, and want to do their job in an efficient way. They produce amazing work, and they do it almost all the time. While they might have a bad day or two, overall they’re the backbone of their department.

Hiring Cues: For the most part, these highly motivated, very competent performers don’t change jobs, they make career moves. A career move is defined not only by monetary compensation, but by better work and the chance to flex a career muscle. Their motivated nature will prompt them to seek out career growth opportunities and to connect their daily tasks and projects to bottom-line impact.

What to do: When you get this great candidate, make sure you’re offering them what they’re worth. And again, while it’s hard to get extra budget for candidates, it’s even more important to challenge these top hires, give them impactful work, and trust them to grow within their positions as fast as your company can handle.

2. If Only: This tier is probably very familiar to you—they could have been a great hire, “if only”. And the “if only” is generally related to motivation. They’ll produce good work, but only if you’re constantly motivating them on your own. Hiring managers get burnt out with hires like this, understandably. But when “if only” hires are not consistently motivated, they produce low quality work or have trouble managing their time and meeting deadlines and requirements.

Hiring Cues: It’s possible you brought this on yourself. Think back. Was the offer made in haste to replace another worker or handle unforeseen requirements due to an increase in business? When you’re desperate to hire, it results in a rushed offer and a focus by the recruiter and hiring manager on what Adler calls “short-term requirements.” Another common issue is a mismatch between hiring manager or other members of the team. Rule these out before going further.

What to do: You’ll notice the only difference between the “if only” candidate, or B Players, is the amount of motivation. Is the work inspiring? Do they have the opportunities for growth and impactful work? Or did you just need them to fill in for Claire who never returned from her sabbatical? Talk to the hiring manager and the employee separately to clarify expectations and make a plan for growth and long-term rewards versus daily duties. Now is also an excellent time to determine if this is genuinely a poor match for the employee and consider a move to a different team or role. The good news? You can rehabilitate B Players to A Players by deploying one (or many) of the above strategies!

3. What on Earth Were We Thinking?: Not only are these hires not competent, they’re not motivated either! If you scored somewhere in the 30s when you took the quiz you may have a lot of hires like this. You probably extended an offer for the wrong reasons and they accepted the offer for the wrong reasons. If the majority of your job ads are a narrow list of requirements, you might find yourself with a bad hire issue.

Hiring Cues: Did you hire the first person to apply for the job? Did you race through assessments just to get a hire in the door? Did the candidate focus mostly on salary and when they might be able to start? All of these are signs that the process was rushed and the person was not looking to make a career move, but was essentially doing what your hiring team was doing: trying to fill a hole the fastest. This is not a talent strategy.

What to do: It’s time to make a change. Adler doesn’t offer any immediate tactical maneuvers other than to take a long, hard look at your talent strategy and start making some changes and fast! However, there are some things you can do to turn a C Player into a B Player (who you can then turn into an A Player in time). While you and your recruitment team work on restructuring your hiring process, have your hiring managers and HR managers start looking into performance management systems and goal setting tools that can get your employees on the same page.

4. The Wrong Candidate: You might wonder what could be worse than a low-skills, low-motivation candidate? Well, someone who is not competent and highly motivated is the answer! They mess things up and they do it quite quickly.

Hiring Cues: Once again, desperation rears its ugly head and the recruiter or hiring manager hired someone who was excited about the opportunity, but didn’t have the skills to pull off the actual job. Sometimes there is a personal aspect at play. For example, it’s an employee referral of a work friend and they’re grossly underqualified. Or, perhaps, the candidate talked a really good game but couldn’t pass the technical assessment. Another common reason is a pedigreed resume; the recruiter or hiring manager is impressed with the former position at a well-known company, or is convinced that any candidate from XYZ University will be a stellar hire.

What to do: Let them go. There is very little you can do to rehabilitate a bad hire. One option is to transfer them into a completely different job that matches their skills or offers them company sponsored and supported training and learning.

While hiring is not easy, it is simple to follow these cues to make better hiring decisions. It’s even simpler when you have a platform that helps you create a comprehensive hiring and performance plan based on your talent data.

Optimize Your Hiring Process

Connect with ABR Employment Services to optimize your hiring. Our comprehensive hiring process ensures the professional office support and manufacturing candidates we present will thrive in your organization. No more bad hires!

Editorial Note: The content of this blog originally appeared in the February, 2018 edition of ABR Employment Services e-newsletter, HR Insights. 

Negative Nellies: How to Minimize Workplace Negativity

December 11th, 2017

workplace negativity

One or two negative employees can wreak havoc in the workplace. The results of pessimism, less-than-professional behavior, absenteeism, tardiness, or a flat-out bad attitude can jeopardize the harmonious environment that you worked so hard to cultivate.

A few common reasons, noted by The Balance, for experiencing workplace negativity  might include the following:

  • An excessive workload
  • A lack of challenging work to satisfy their skills, education and experience
  • A feeling of stagnation, such as not receiving a promotion after a substantial length of time
  • An insufficient level of recognition when meeting and exceeding job performance standards

These are just a few of the reasons that our staffing solutions team has gathered over the years regarding workplace negativity. Any one of these—or any other possible reason—may lay the groundwork in your efforts toward finding and implementing a negativity solution for your office.

4 Tips for Minimizing Workplace Negativity

Now that you have a few ideas as to why you might have recently picked up on a disturbance in the workplace, it is time to find and work in a reasonable solution.

One of the essential approaches to minimizing workplace negativity is treating your workplace environment as a whole. Of course, there are instances when you need to tend to one or two employees’ specific issues. However, for the most part, you can avoid developing an overriding negative workplace by regularly taking the temperature of your office environment.

What can be done to help quash negative attitudes?

  1. Keep an Open Stream of Communication. According to Business Management Daily, let your employees know that you and your HR team are available to listen to their concerns. Create and honor an open-door policy that gives employees the security of candidness and anonymity. Sometimes employees need to clear the air in a non-judgmental environment, otherwise, they may end up harboring resentment. This can eventually lead to poor work productivity and quality, as well as increasingly unpleasant interactions with fellow employees.
  2. Listen to Your Employees’ Concerns Actively. People tend to recognize when someone is merely listening to them on autopilot. If you set up a session for an employee to confide a workplace issue they are having, fully engage. Acknowledge the employee’s concerns and let them know that you want to work together to find a solution that benefits them. This lets them know that your organization values them and their work.
  3. Focus  Workplace Positivity as a Core Value. Work to fight negativity in the workplace with an equally opposing force: positivity. It is easy for the workplace to become project-focused and productivity-oriented without much consideration for the human factor. Avoid letting your business become a place of drudgery, or you may see the results play out in negativity. Inc recommends weaving principles that reflect optimism, such as encouraging everyone to become solution seekers for any problem.
  4. Hire Employees with an Upbeat Attitude. It may seem like a tall order to find someone whose experience, skills and education suit the job, as well as finding someone with the right attitude. However, you may find it is worth the wait and effort. Look for clues during the interview, such as how the candidate discusses past negative situations and whether they sought good outcomes or perceived the situation as hopeless and unfair.

Need to Replace Negative Nellies with Happy Campers?

ABR’s professional office and manufacturing workforce is comprised of Work Ready Talent, happy, ready to work dependable employees with the right skills. Get in touch with us today to get started!


Build a Strategic Framework Based on Vision, Mission and Values

November 13th, 2017

strategic framework

What Is a Strategic Framework?

In today’s competitive business environment, business leaders cannot afford to leave anything to chance when it comes to paving the path to success for their organization.

Building a strategic framework provides a firm foundation, based on long-term planning, upon which company owners can build a strong organization and thriving business.

Chron shares that “a strategic framework serves to provide structure to this type of long-term planning by focusing on four key elements: vision, mission, time frame and objectives.”

Business owners, management and the human resources team all work together to establish, drive and maintain the organization’s strategic framework, carefully adjusting it over time and as needed to allow for new business growth and possibilities.

Does Your HR Department Need a Strategic Framework for Success?

Businesses, organizational departments and individuals at any level can benefit from developing and implementing a strategic framework to lead them to success. You can certainly add your HR department to that list of potential beneficiaries of a strong strategic framework.

Building a strategic framework may be just what your HR department needs to improve employee retention, staff communication issues, streamline the hiring process and to achieve other medium and long-term goals.

Gain a Deeper Understanding of the Components of the Strategic Framework

The first thing you want to do when launching your project to build a strategic framework is to take a closer look at its basic components, which are made up of your vision, mission and values.


A vision statement generally lays out a picture of certain operations, assuming that the organization—or department—has achieved its strategic objectives. This part of the strategic framework also serves as inspirational and motivational elements for a team.

For your HR department, your vision statement may be based on varying factors collected from your organization’s executive and management teams, as far as medium and long-term staffing needs. From there, you can lay out a path to meeting and exceeding those needs. Per your vision statement, you can envision your team’s success and lay the groundwork so you can arrive there.


Mission statements provide a set of reasons for why a department exists, as well as what the overriding goals are. Work with your HR team to define your department’s priorities, such as improving your interviewing strategies or occasionally calling on the services of a reliable employment agency to find the right talent to save time, money and effort while avoiding employee turnover.


Setting your department’s values—in alignment with your company’s overarching values—helps give shape to your strategic framework in the bigger picture.

Build Your Own Strategic Framework Based on Vision, Mission and Values

Now that you understand what goes into building a strategic framework, you and your HR team can get to work. Following are a few things you can do to ensure improved hiring and retention practices for the benefit of your organization:

  • Learn What Your Department Leaders Truly Need from Each New Hire. The right hire can drive the success of a department. A mismatch can cause disruptions at every level, so work with department managers to ensure that you know exactly who they envision for their team to help them meet their own strategic goals.
  • Develop Better Job Descriptions. By focusing on improving job descriptions, you can ensure that the tasks and skills required of each staff member contribute to securing the goals for the company. You can also make sure that newly recruited employees’ goals are a good match with the company’s goals.

With these components for your strategic framework, among others, you can set achievable goals that result in satisfied staffers who are eager to help your organization meet its overall goals. At the same time, your HR department has the opportunity to improve employee retention and enhance the hiring process.

Contact us to consult with our staffing team at ABR Employment Services in case you need additional strategic framework ideas and services.