What Are The Most Popular Interview Questions?

Most job seekers take the time to mentally and emotionally prepare for an interview. Do you research and prepare to answer basic interview questions? If not, you probably should. Not only is preparation the key to acing an interview, it also is important to fully understand yourself as a potential employee before you can decide what positions or organizations would be the best fit for you.

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Taking the time to practice answering the questions and being fully honest with yourself can prepare you to determine what type of roles may be the best suited for your future career plans. It’s just as important that the career is a good fit for you as it is for you to be the right fit for the company. If you have to lie, deceive, or change your responses to obtain the position; chances are it won’t be the right position for you in the long run. Take some time to review the most popular interview questions and analyze your responses. According to Forbes the most popular interview questions are:

  1. What are your strengths?
  2. What are your weaknesses?
  3. Why are you interested in working for [insert company name here]?
  4. Where do you see yourself in 5 years? 10 years?
  5. Why do you want to leave your current company?
  6. Why was there a gap in your employment between [insert date] and [insert date]?
  7. What can you offer us that someone else can not?
  8. What are three things your former manager would like you to improve on?
  9. Are you willing to relocate?
  10. Are you willing to travel?
  11. Tell me about an accomplishment you are most proud of.
  12. Tell me about a time you made a mistake.
  13. What is your dream job?
  14. How did you hear about this position?
  15. What would you look to accomplish in the first 30 days/60 days/90 days on the job?
  16. Discuss your resume.
  17. Discuss your educational background.
  18. Describe yourself.
  19. Tell me how you handled a difficult situation.
  20. Why should we hire you?
  21. Why are you looking for a new job?
  22. Would you work holidays/weekends?
  23. How would you deal with an angry or irate customer?
  24. What are your salary requirements?
  25. Give a time when you went above and beyond the requirements for a project.
  26. Who are our competitors?
  27. What was your biggest failure?
  28. What motivates you?
  29. What’s your availability?
  30. Who’s your mentor?
  31. Tell me about a time when you disagreed with your boss.
  32. How do you handle pressure?
  33. What is the name of our CEO?
  34. What are your career goals?
  35. What gets you up in the morning?
  36. What would your direct reports say about you?
  37. What were your bosses’ strengths/weaknesses?
  38. If I called your boss right now and asked him what is an area that you could improve on, what would he say?
  39. Are you a leader or a follower?
  40. What was the last book you’ve read for fun?
  41. What are your co-worker pet peeves?
  42. What are your hobbies?
  43. What is your favorite website?
  44. What makes you uncomfortable?
  45. What are some of your leadership experiences?
  46. How would you fire someone?
  47. What do you like the most and least about working in this industry?
  48. Would you work 40+ hours a week?
  49. What questions haven’t I asked you?
  50. What questions do you have for me?

Most often times your gut instinct is the most accurate and true. If you have questions that you struggle to answer, now is the time to identify your true strengths and passions. If you continue to question your responses, consider speaking with someone who is familiar with your work who can share with you an objective opinion. Sometimes we forget our biggest strengths and our greatest assets because they become second nature to what we do.

Keep in mind interviewing can be a difficult process. For more information on interviewing, resume writing, and follow up tips visit our job seekers section.

Are you a stand out professional, skilled trades person, or technical professional seeking contingent, temporary, or long term career opportunities?  Visit our job seekers section for more information!  Want to learn more about how you can gain access to Trillium’s national network of professionals and skilled workers? Contact us today!

Trillium, a national leader in staffing and recruitment is a valued staffing partner to over 5,000 companies nationwide. Trillium is privately owned by Oskar René Poch.

Oil And Gas Industry Jobs On The Rise!

Are you looking for a job in the oil or gas industries? Now is the time! Almost half of the U.S. hiring managers in the industry are anticipating job growth including many full time positions yet this year!

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A recent survey conducted by Rigzone,  reported that more than a quarter of oil and gas employers planned to use more staffing agencies to fill positions in 2013 than they had in the past. Obtaining a position in the oil and gas industry through a construction or skilled trades staffing firm can provide additional security and benefits for an employee. An established construction staffing agency will often provide more overtime opportunities, traveling positions, workplace flexibility, and more job stability as most work with multiple contractors in the industry and can keep tradesmen employed going project to project.

The areas with the most anticipated growth for 2013 in the oil and gas industry include:

Mechanical Engineers

Design Engineers

Petroleum Engineers

Electrical Engineers

Reservoir Engineers

Pipeline Engineers

HSE Managers

Finance and Accounting

Production Engineers

Production Operators

Process Engineers

Heavy Equipment Operators

Refinery Specialists

If you are interested in a new position in the oil and gas industry, now is the time to act! With a larger than usual opportunity for full time positions, these positions will fill quickly!

If you are a contractor seeking to add additional staff, anticipating your future needs sooner rather than later can help you in the search for talent. With approximately half of the contractors in the industry recruiting for the same types of tradesmen and engineers, the top level talent will likely be hired for positions earlier in the season. Also, consider partnering with a staffing firm that specializes in your line of business but services a multitude of positions. Creating and maintaining a relationship with a staffing partner that understands your needs and your company profile without reinventing the wheel each time, will save you a large amount of time and resources.

Want to learn more about how you can gain access to Trillium’s national network of experienced tradesmen and construction workers? Contact us today!  If you are a stand out skilled trades worker seeking short or long term career opportunities, visit our job seekers section for more information!

Trillium, a national leader in staffing and recruitment is a valued staffing partner to over 5,000 companies nationwide. Trillium is privately owned by Oskar René Poch.

2013 Health Care Reform Compliance Checklist

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2013 Health Care Reform Compliance Checklist

Brought to you by Kapnick Insurance Group

In light of the Supreme Court’s June 28, 2012, decision to uphold the health care reform law, or Affordable Care Act (ACA), employers must continue to comply with ACA mandates that are currently in effect. Employers must also prepare to comply with ACA changes that will go into effect in the future. To prepare for upcoming changes, employers need to be aware of the ACA mandates that will go into effect in 2013.

This Legislative Brief provides a compliance checklist for employers for 2013. Please contact Kapnick Insurance Group for assistance or if you have questions about changes that were required in previous years.

 

GRANDFATHERED PLAN STATUS

A grandfathered plan is one that was in existence when health care reform was enacted on March 23, 2010. If you make certain changes to your plan that go beyond permitted guidelines, your plan is no longer grandfathered. Contact Kapnick Insurance Group if you have questions about changes you have made, or are considering making, to your plan.

  • If you have a grandfathered plan, determine whether it will remain its grandfathered status for the 2013 plan year. Grandfathered plans are exempt from some of the health care reform requirements. A grandfathered plan’s status will affect its compliance obligations from year-to-year.
  • If you move to a non-grandfathered plan, confirm that the plan has all of the additional patient rights and benefits required by ACA. This includes, for example, coverage of preventative care without cost-sharing requirements.

 

ANNUAL LIMITS

Effective for plan years beginning on or after Jan. 1, 2014, health plans will be prohibited from placing annual limits on essential health benefits. Until then, however, restricted annual limits are permitted.

  • Unless a health plan received an annual limit waiver, its annual limit on essential health benefits for the 2013 plan year cannot be less than $2 million. (This limit applies to plan years beginning on or after Sept. 23, 2012, but before Jan. 1, 2014.)

SUMMARY OF BENEFITS AND COVERAGE

Health plans and health insurance issuers must provide a Summary of Benefits and Coverage (SBC) to participants and beneficiaries. The SBC is a relatively short document that provides simple and consistent information about health plan benefits and coverage in plain language. A template for the SBC is available, along with instructions and examples, and a uniform glossary of terms.

Plans and issuers must provide the SBC to participants and beneficiaries who enroll or re-enroll during an open enrollment period beginning with the first open enrollment period that begins on or after Sept. 23, 2012. The SBC also must be provided to participants and beneficiaries who enroll other than through an open enrollment period (including individuals who are newly eligible for coverage and special enrollees) effective for plan years beginning on or after Sept. 23, 2012. 

    If your plan has an open enrollment period beginning on or after Sept. 23, 2012, confirm that the SBC is included with the open enrollment package. For participants and beneficiaries who enroll outside of the open enrollment period, confirm that the SBC will be provided to these individuals beginning with the plan year starting on or after Sept. 23, 2012.

o    If you have a self-funded plan, the plan administrator is responsible for providing the SBC.

o    If you have an insured plan, both the plan and the issuer are obligated to provide the SBC, although this obligation is satisfied for both parties if either one provides the SBC. Thus, if you have an insured plan, you should work with your health insurance issuer to determine which entity will assume responsibility for providing the SBC. Please contact Kapnick Insurance Group for assistance.

60-DAY NOTICE OF PLAN CHANGES

A health plan or issuer must provide 60 days’ advance notice of any material modifications to the plan that are not related to renewals of coverage. Notice can be provided in an updated SBC or a separate summary of material modifications. This 60-day notice requirement becomes effective when the SBC requirement goes into effect for a health plan. 

PREVENTIVE CARE SERVICES FOR WOMEN

Effective for plan years beginning on or after Aug. 1, 2012, non-grandfathered health plans must cover specific preventive care services for women without cost-sharing requirements.

    The covered preventive care services for women include: well-woman visits; gestational diabetes screening; human papillomavirus (HPV) testing; sexually transmitted infection (STI) counseling; human immunodeficiency virus (HIV) screening and counseling; FDA-approved contraception methods and contraceptive counseling; breastfeeding support, supplies and counseling; and domestic violence screening and counseling.

    Exceptions to the contraception coverage requirement apply to certain religious employers. The preventive care guidelines for women are available at: www.hrsa.gov/womensguidelines/.

$2,500 Contribution Limit for Health FSAs

Effective for plan years beginning on or after Jan. 1, 2013, an employee’s annual pre-tax salary reduction contributions to a health flexible spending account (FSA) must be limited to $2,500. (The $2,500 limit will be indexed for cost-of-living adjustments for 2014 and later years.)

Health FSA plan sponsors are free to impose an annual limit that is lower than the ACA limit for employees’ health FSA contributions. Also, the $2,500 limit does not apply to employer contributions to the health FSA and it does not impact contributions under other employer-provided coverage. For example, employee salary reduction contributions to an FSA for dependent care assistance or adoption care assistance are not affected by the $2,500 health FSA limit.

W-2 REPORTING

Beginning with the 2012 tax year, employers that are required to issue 250 or more W-2 Forms must report the aggregate cost of employer-sponsored group health coverage on employees’ W-2 Forms. The cost must be reported beginning with the 2012 W-2 Forms, which are issued in January 2013. 

    ACA’s W-2 reporting requirement is optional for smaller employers until further guidance is issued. Also, the reporting is for informational purposes only; it does not affect the taxability of benefits.

RETIREE DRUG SUBSIDY

The Medicare Part D program includes a Retiree Drug Subsidy (RDS) to encourage employers to continue providing prescription drug coverage to Medicare-eligible retirees. The RDS is available to certain employers that sponsor group health plans covering retirees who are entitled to enroll in Medicare Part D but elect not to do so. Employers receive RDS payments tax-free. In addition, before 2013, employers receiving the RDS could take a tax deduction for their retiree prescription drug costs, unreduced for the subsidy amount.

    Beginning in 2013, employers receiving the RDS will no longer be permitted to take a tax deduction for the subsidy amount.

MEDICARE TAX INCREASES

Effective Jan. 1, 2013, the Medicare Part A (hospital insurance) tax rate increases by 0.9 percent (from 1.45 percent to 2.35 percent) on wages over $200,000 for an individual taxpayers and $250,000 for married couples filing jointly. (The tax is also expanded to include a 3.8 percent tax on unearned income in the case of individual taxpayers earning over $200,000 and $250,000 for married couples filing jointly).

    An employer must withhold the additional Medicare tax on wages or compensation it pays to an employee in excess of $200,000 in a calendar year. An employer has this withholding obligation even though an employee may not be liable for the additional Medicare tax because, for example, the employee’s wages or other compensation together with that of his or her spouse (when filing a joint return) does not exceed the $250,000 liability threshold. Any withheld additional Medicare tax will be credited against the total tax liability shown on the individual’s income tax return (Form 1040).

EMPLOYEE NOTICE OF EXCHANGE

Employers will be required to provide all new hires and current employees with a written notice about ACA’s health insurance exchanges (Exchanges). ACA required employers to provide the Exchange notice by March 1, 2013, but the DOL delayed this deadline.

    On May 8, 2013, the DOL set a compliance deadline for providing the Exchange notices that matches up with the start of the first open enrollment period under the Exchanges, as follows:

·         New Hires – Employers must provide the notice to each new employee at the time of hiring beginning Oct. 1, 2013. For 2014, the DOL will consider a notice to be provided at the time of hiring if the notice is provided within 14 days of an employee’s start date.

·         Current Employees – With respect to employees who are current employees before Oct. 1, 2013, employers are required to provide the notice no later than Oct. 1, 2013.

    In general, the notice must:

·         Inform employees about the existence of the Exchange and give a description of the services provided by the Exchange;

·         Explain how employees may be eligible for a premium tax credit or a cost-sharing reduction if the employer’s plan does not meet certain requirements;

·         Inform employees that if they purchase coverage through the Exchange, they may lose any employer contribution toward the cost of employer-provided coverage, and that all or a portion of the employer contribution to employer-provided coverage may be excludable for federal income tax purposes; and

·         Include contact information for the Exchange and an explanation of appeal rights.

    The DOL also provided model Exchange notices for employers to use, which will require some customization. The notice may be provided by first-class mail, or may be provided electronically if the requirements of the DOL’s electronic disclosure safe harbor are met. Federal agencies plan to issue more specific guidance on this notice requirement.

PCORI FEES

ACA created the Patient-Centered Outcomes Research Institute (Institute) to help patients, clinicians, payers and the public make informed health decisions by advancing comparative effectiveness research. The Institute’s research is to be funded, in part, by fees paid by health insurance issuers and sponsors of self-insured health plans. These research fees are called Patient-Centered Outcomes Research Institute fees (PCORI fees), although they may also be called PCOR fees or comparative effectiveness research (CER) fees.

    Self-funded plans and health insurance issuers must pay a $1 per covered life fee for comparative effectiveness research. Fees increase to $2 the next year and will be indexed for inflation after that.

    Fees are effective for plan years ending on or after Oct. 1, 2012. Full payment of the research fees will be due by July 31 of each year. It will generally cover plan years that end during the preceding calendar year. Thus, the first possible deadline for paying the CER fees is July 31, 2013.

HIPAA CERTIFICATION

Health plans must file a statement with the Department of Health and Human Services (HHS), certifying their compliance with HIPAA’s electronic transaction standards and operating rules. Under ACA, the first deadline for certifying compliance with certain HIPAA standards and rules is Dec. 31, 2013. HHS has indicated that it intends on issuing more guidance on this requirement in the future.

This Legislative Brief is not intended to be exhaustive nor should any discussion or opinions be construed as legal advice. Readers should contact legal counsel for legal advice.

© 2012 Zywave, Inc. All rights reserved. 10/12; BK 5/13

 

Safety Concerns As Construction Season Booms!

With construction in it’s peak for most of the country, now is a great time to assess your risks and safety protocols. As recently as this week headlines are filled with work related injuries including work related fatalities. How can you avoid putting your staff at risk?

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This week the construction of the new “Levi’s Stadium”, future home of the 49er’s was plagued with a work related fatality. A local contractor lost one of their long time elevator workers when he was struck by a falling counterweight while standing on a ladder at the bottom of an elevator shaft. Even with 43 years of experience on the job and what has been reported as appropriate PPE for the job, this 63 year old was lost. The $1.3 billion project with approximately 1,000 tradesmen on site was shut down for two days. How can you protect your team before it’s too late?

Host and engage your staff in regular safety meetings. Even the most qualified and experienced of tradesmen need to be reminded of safety procedures, cautions, and be aware of what is taking place on the job site. Regularly screen employees for PPE and question them on their safety precautions. Encourage all contractors on site to report any safety concerns or possible dangers to the on site safety manager immediately. Some of the safest sites include those who offer bonuses to those who report safety concerns and offer rewards for long periods of time on site without injury.

While maintaining and regularly evaluating your job sites for safety concerns can be time consuming and cost additional investment dollars, the return on investment is undeniable. Simple investments such as reflective vests, bright colored hard hats, additional safety fencing, and mirrors can save costly injuries quickly. Be sure to include all temporary workers who are on site in your regular safety meetings and practices. Everyone on site, regardless of their length of employment should have a part in maintaining a safe job site.

Want to learn more about how you can gain access to Trillium’s national network of experienced construction workers? Contact us today!  If you are a stand out skilled trades worker seeking short or long term career opportunities, visit our job seekers section for more information!

Trillium, a national leader in staffing and recruitment is a valued staffing partner to over 5,000 companies nationwide. Trillium is privately owned by Oskar René Poch.

 

Managing A Poor Performing Employee

Do you have an employee who is not performing to the standards of their position? If you don’t currently, you likely have in the past and will at some point in the future. Learning to manage, guide, and assess an employee’s performance and it’s impact on your organization can be critical. Maintaining employees who are under performing in their role will have a direct impact on employee morale, productivity, customer satisfaction and ultimately your bottom line.

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The first step to managing a poor performer is to identify who that person may be. Chances are if you haven’t heard complaints from others in their department, you will soon. Conducting regular employee performance reviews, spot checking their work, and communicating with your staff in regards to their role are great ways to ensure that you identify someone who is under performing before it becomes a major hardship. Poor performers often are distant from other team members, take longer to accomplish tasks, avoid accountability, and are not goal driven.

The next step is to determine the cause of the poor performance. Reasons for poor performance can range from situational such as those who are struggling personal life issues, health issues, or lack of focus to skills related such as training and development, under qualified for the position, or those with an overbearing workload. Take the time to communicate openly with your employee to help determine the cause for their lack of performance. Sometimes the solution may be as simple as providing additional training on a process or program. Keep in mind the longer you wait to begin communicating with the team member the less likely you are to remedy the situation.

The third step is to create an action plan. After openly discussing the performance issue with your employee and hopefully identifying some of the underlying causes, you need to communicate and employ a very clear plan of action. Provide your employee with clear and concise expectations and goals for their position and performance. Implement a plan that will help them achieve those goals that directly correlates to the cause of their poor performance. Solutions may include job shadowing another employee in the department, retraining on a specific job duty, or attending additional outside training. If the cause of the poor performance is due to non-work related factors you may allow them to use accrued personal time to address these factors or share with them any professional resources that are available through their benefits package. It is highly recommended that you document and both sign off on the proposed plan of action and schedule a time in the near future to discuss their progress.

Finally, you should review and come to a conclusion on their performance status. Meet with your team member to discuss and review what progress, if any they have made since the implementation of your action plan. If you find the employee is progressing at an acceptable rate, than you may consider setting further goals and additional review appointments to continue to monitor their progress. If you find the employee is not making improvements or their performance is regressing even further you may need to consider further options. Further options may include re-assigning the employee to another position within the organization, taking disciplinary action, or even terminating their employment.

Managing poor performers can be a difficult task but it is crucial to supporting employee morale, company productivity, client satisfaction, and providing a profitable service to your organization. You should always consult with your HR department or Labor and Employment Law adviser if you are unsure of your company policies, procedures, or rights when interacting with your staff members.

Are you a stand out professional, technical professional, driver, or skilled worker seeking contingent, temporary, or long term career opportunities?  Visit our job board  for more information!  Want to learn more about how you can gain access to Trillium’s national network of professionals and skilled workers? Contact us today!

Trillium, a national leader in staffing and recruitment is a valued staffing partner to over 5,000 companies nationwide. Trillium is privately owned by Oskar René Poch.

 

 

 

 

How To Improve Your Interviewing Skills

Have you experienced a moment during or after an interview in which you wish you would have responded in a different manner? Chances are if you are actively interviewing and haven’t experienced this yet, you likely will. It’s well known that many people face “interview anxiety” just as many people experience a heightened level of anxiety before taking a test, making a difficult decision, or beginning a new experience. What sets many individuals apart from the masses, is how they choose to deal with these experiences.

An interview can be a nerve racking experience for even the most confident candidate. You are often facing a new environment, meeting new individuals, and you are most often unsure of what their expectations are for applicants and for the position. Even the most calm and collected public speakers experience a heightened level of nervousness or anxiety in an interview setting. So how can you prepare yourself?

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As with any experience, the best way to improve is through learning from your previous experiences. Whether you wish you would have dressed more professionally, answered a question more quickly, or responded with a completely different answer; you more often than not cannot change the immediate response. What you can do is move past the decision quickly and change it for future interviews. Often, the response or reaction that you are concerned about may go unnoticed or leave less of an impact with the hiring manager if you remain confident and move on from the moment. Becoming flustered, attempting to change your answer, or trying to further justify your response can show signs of indecisiveness and draw more attention to the response.

The majority of hiring managers debrief themselves following an interview, you should plan to do the same. What do you feel went well? What do you wish you could improve upon for future interviews? Is there a question in regards to the position or the organization that you wish you would have asked? The best time to review your thoughts is within an hour of the interview. Take a few moments to document for future reference what you felt very positive about and areas that you could use improvement. Use this list to prepare yourself for future interviews by taking confidence in your interviewing strengths and preparing yourself for areas of weakness.

As with almost anything, practice and preparation can greatly ease your sense of nervousness in an interview setting. If you find that you are continuing to struggle with the interview process, consider speaking with those who are familiar with your work to ask them to identify some of your areas of strength, what sets you apart from your peers, and practice reviewing interview questions that can be found online. Some candidates greatly benefit from partnering with a recruiter or staffing firm to help prepare them for the interviewing and debriefing process. Find a process and comfort level that works best for you and remain persistent.

Are you a stand out professional or technical professional seeking contingent, temporary, or long term career opportunities?  Visit our job seekers section for more information!  Want to learn more about how you can gain access to Trillium’s national network of professionals and skilled workers? Contact us today!

Trillium, a national leader in staffing and recruitment is a valued staffing partner to over 5,000 companies nationwide. Trillium is privately owned by Oskar René Poch.

Do You Hire In New York City? New Law Prohibits The Discrimination Of The Unemployed!

Do you hire employees in New York City? If so, a new law goes into effect tomorrow, June 11, 2013 that prohibits employers from the discrimination of unemployed applicants. Whether you hire in New York City and will be directly impacted by this or not, this trend may impact your local market in the future as hiring trends become more of a hot topic in local and state politics. So who does this new law protect?

The law defines “unemployed” or “unemployment” as “not having a job, being available for work and seeking employment”. The new law was added as a recent amendment to the New York City Administrative Code and is intended to prevent employers and employment agencies from discriminating against applicants who are or have previously been unemployed. According to the law, it is illegal for an employer or employment agency to base employment decisions including hiring, compensation, conditions or privileges of employment on an applicant’s unemployment.

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While it does prohibit employers from basing employment decisions on the applicant’s unemployed or previously unemployed status, it does protect several employer based decisions. According to the law, employers may still consider an applicant’s unemployment where there is a “substantially job related reason for doing so” and still reserve the right to inquire about the circumstances surrounding an applicant’s separation from previous employment. The new amendment also prevents employers or employment agencies from implying or stating that current employment is a requirement for a position.

The new law goes into effect on Tuesday June 11, 2013 which means immediate action should be taken for those who employ individuals in New York City. A thorough review of your hiring procedures, job advertisements, employee handbooks, and policies should be completed to ensure compliance with the new regulation. Make sure that all staff members or staffing partners who are involved in the recruiting, hiring, or marketing of positions for your organization are informed of the new regulations and are in compliance. Future regulations may arise in the near future for other locations as unemployment rates continue to gain national attention following the recession recovery.

Are you a stand out professional, technical professional, driver, or skilled worker seeking contingent, temporary, or long term career opportunities?  Visit our job board  for more information!  Want to learn more about how you can gain access to Trillium’s national network of professionals and skilled workers? Contact us today!

Trillium, a national leader in staffing and recruitment is a valued staffing partner to over 5,000 companies nationwide.

In The Market For A New Executive?

Are you in the market for a new executive? Whether you are seeking a mid-level or senior executive, now may be the time to begin your search! A recent study by BlueSteps.com, found that as many as 76 percent of senior executives were willing to make a career change immediately for the right opportunity. Beginning with the recession almost five years ago, employed candidates of almost all levels have shown less confidence in pursuing an active career search due to lack of security with a new organization. As the economy has shown it’s stability in the past two years, that is quickly changing.

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While most candidates who are employed at an executive level are far less likely to engage in an active career search, there are ways to attract this level of professional. Chances are you are not going to come across a senior executive’s resume on a job board or through your standard application system. Most executives have built their career using a diverse network and lean on that network and recruiters to help them find their next career. So how do you land a passive executive candidate? The majority of passive executive candidates can be recruited through three channels; your employment brand, networking, and hiring a professional level recruiter.

Maintaining and marketing an employment brand that speaks genuinely to your organization’s goals, priorities, and the reasons that set you apart from other employers can quickly attract talent that aligns themselves with your goals. Google was ranked by Forbes in 2013 as the “Best Company To Work For”. How do they do it? They deploy a number of strategies to publicize why someone would want to work for Google, which includes a wide variety of reasons ranging from working with the latest technology to continuing education and non-profit involvement. Their employment brand has grown so tremendously it has motivated candidates to take extreme measures such as creating websites and video interviews to get the attention of Google’s hiring team as well as become the basis for the new movie, The Internship featuring Owen Wilson and Vince Vaughn. Looking for some great ways to promote your brand? Visit their careers page that includes videos, testimonials, and a multitude of recruitment tools that identifies their employment brand.

Building an employment brand takes time, research, and innovation. If you are looking to hire someone today and you currently haven’t spent much time investing in an employment brand, your immediate search is best tailored towards networking or partnering with a professional recruiter. Are you ready to get your network working to assist you in your search? Start by letting them know you are interested in hiring someone for an executive role. Share with them the benefits of working for your organization, your strategic goals, and what types of skills would make someone a great fit for the position. Next, motivate them to begin thinking, reaching out, and referring their professional network to you. Some great ways to encourage others to help you are offering referral bonuses, gift cards, or other forms of recognition for the person who is able to refer the right candidate to you. Most often times your professional network will be happy to help you and their peers, especially if they are armed with the information that sets a career opportunity with your organization apart from other opportunities.

Even the most heavily networked executives are often hesitant to share with their peers that they may be looking for a career change. The potential repercussions of word getting back to their employer may be reason enough for them to not offer up their interest or resume to even their most trusted colleagues. So how do you reach them? Because most executives are very familiar with delegating duties and have worked with executive recruiters to help them fill positions within their organization, they often times have a high level of respect and confidence in a recruiter representing them in a confidential career search. Executive recruiters are known for their ability to locate careers that are often times not marketed through traditional means, work interviews around the executive’s current employment schedule, and are able to provide candidates with inside information as to what career opportunities may be best for them. Most experienced professional recruiters or executive recruiters represent more passive candidates than they do candidates who are engaged in an active career search and who are posting their resumes online.

Are you a stand out professional, executive, or technical professional seeking contingent, temporary, or long term career opportunities?  Visit our job seekers section for more information!  Want to learn more about how you can gain access to Trillium’s national network of professionals and skilled workers? Contact us today!

Trillium, a national leader in staffing and recruitment is a valued staffing partner to over 5,000 companies nationwide.

Aging Driver Workforce Adds To Driver Shortage

If your organization hires drivers, you’ve likely experienced the increasing talent shortage of qualified drivers in the past years. According to the U.S. Bureau of Labor Statistics, since 2000 the number of service and truck drivers age 55 or older has grown as much as 19% to 616,000. When coupled with the the lowered interest in driving careers by younger generations, the talent shortage for professional drivers will continue to climb well over 100,000 by as early as next year.

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What can you do to maintain a qualified driver workforce? The best solution is to implement multiple recruiting and retention strategies to battle both sides of the talent war. Studies have shown that allowing employees the opportunity to work part time or seasonally, may lengthen their employment term and result in later retirements. If your workforce includes drivers of retirement age, you may consider allowing them to split shifts, work seasonally, or decrease their hours in order to maintain their experience and expertise on your team. Making sure you provide a safe and positive working environment,  competitive compensation package, and growth opportunities will also help you retain members of your team.

Attracting new drivers, can be more difficult and certainly more costly than retaining your current team. First, your organization has to be one that drivers identify as having career opportunities. Making sure that your website, trucks, and employment brand identify your organization as a company that drivers want to work for is the first step. Referrals from current and past drivers can be a huge savings to your bottom line! Work with your staff to get the word out when you have an opening, offer referral bonuses, and show your staff that you appreciate their efforts in referring safe and qualified drivers.

If you are still struggling to attract or retain drivers, or realize that you will have an upcoming talent shortage, now is the time to partner with an industry staffing expert; before it effects your clients. While many roles within your company can be cross trained, covered by other staff, or neglected, the transportation of your finished product cannot be ignored.

Want to learn more about how you can gain access to Trillium’s national network of professional drivers? Contact us today! Learn more about our Dedicated Driver Services here! Are you a safe and professional driver who is seeking a rewarding career? Visit us here to locate a driving career in your area!

Trillium, a national leader in staffing and recruitment is a valued staffing partner to over 5,000 companies nationwide. Trillium is privately owned by Oskar René Poch.

 

 

FMCSA Waives Hours of Service Rules For Relief Efforts

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The Federal Motor Carrier Safety Administration has exercised its rights and is temporarily waiving hours of service rules for drivers who are aiding recovery efforts from the recent tornado that hit in Moore, Oklahoma. This accommodation is designed to assist in recovery efforts, allowing for critical food, medical, and other relief supplies to be transported into the area.

The current destruction has effected major highways, increasing the difficulty of transporting goods and needed personnel into the area. The temporary waiver is in effect until June 5th, unless recovery efforts require less time in which it will be lifted sooner.

Want to learn more about how you can gain access to Trillium’s national network of professional drivers? Contact us today! Learn more about our Dedicated Driver Services here! Are you a safe and professional driver who is seeking a rewarding career? Visit us here to locate a driving career in your area!

Trillium, a national leader in staffing and recruitment is a valued staffing partner to over 5,000 companies nationwide. Trillium is privately owned by Oskar René Poch.