Results from a WorldatWork fall 2010 research study conflict with a previously wide-held assumption about the differences between men and women – namely, that male identity is rooted in work, while women place a higher priority on personal/family life.

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Summary of Study Findings

The Global Study on Men and Work-Life Integration, conducted in November and December 2010, surveyed more than 2,300 men and women working in organizations with 500 or more employees.   The international study focused on how organizations can eliminate stereotypes and barriers that prevent men from using work/life offerings, as well as what prevents organizational leaders (who are often men) from supporting the use of those offerings.

Here is a brief summary of the study findings:

• Work and Personal Identity – Identification with work is much stronger in emerging markets/countries than in developed ones.
• Managing Work and Family Life – Finding time for family is especially challenging for men; however, both men and women seek more personal time for exercise and hobbies.  For both sexes, flexible work arrangements dominate the list of most valuable options for finding a healthy work/life balance.
• Financial Stress – Not surprisingly, financial stress is a top (if not the top) work/life issue across country and gender.  To ease this stress, employers can: increase employee assistance programs; offer financial counseling programs; be as transparent as possible about corporate finances and job security.
• Leadership Attitudes – Business leaders around the world embrace the importance of work/life balance and have programs and policies in place to facilitate it.  These efforts, however, are often ineffective because managers still believe that the “ideal worker” is an employee with few personal commitments.  In fact, half of managers in emerging markets, and four in 10 managers in developed markets, believe that the most productive employees are those with few personal commitments.

According to Kathie Lingle, WLCP, executive director of WorldatWork’s Alliance for Work-Life Progress, “Working men and women around the world seek the same holy grail: success in both their work and family lives.  The assumption that male identity is rooted in work and not family is a major impediment to the effective integration of employees’ work and family lives.”

For over 25 years, Kinsa Group has delivered highly qualified professionals and senior-to-executive level management candidates to food & beverage employers nationwide.  Visit our website to learn more about our recruiting and assessment services for the food & beverage industry.

Accurately appraise your cost of replacing a manager or executive.  In addition to the direct costs of recruiting, screening, interviewing and hiring, you must also calculate:

• Opportunity costs (time HR and hiring managers could be spending on other productive activities)
• Costs of vacancy in the position (impact on customers and team/department members, lost productivity)
• Costs of replacing knowledge that leaves with the employee

Determine who is leaving and why. To decrease turnover, you must first understand why it’s happening.  Go through exit interviews and question co-workers to uncover:

• Who is leaving. Look for patterns in age, tenure, performance level, sex, department/job category, etc. to see if you can develop a “turnover profile.”
• Where they are going. Are you losing employees to a competitor?  Are they going back to school?  Moving out of town?
• Why they are leaving. Ask co-workers why other employees left.  Additionally, hold a focus group to find out what motivates your existing workforce to stay and what threatens their commitment to your organization.

Create a focused plan. You won’t be able to stop turnover completely, so use the information you gather to create a plan that targets your most costly turnover.  Often, these are strategic jobs with a long learning curve and/or requiring extensive or specialized knowledge.  Focus your retention efforts where they’ll have the biggest impact on your organization’s long-term success.

One of the best ways your organization can guard against turnover’s negative effects is by working with a trusted food & beverage recruitment and assessment firm such as Kinsa.  We offer tremendous advantages to employers:

• A wide range of service options to suit your specific placement needs
• Up-front assessments, by dedicated and experienced recruiting specialists, to ensure the best match for your available position
• Minimal disruption to your organization and no loss of focus
• Value-added services, such as initial compensation ranges, marketplace climate data and position profile development
• Access to the recruitment firm’s extensive candidate database, as well as regional and national recruiting networks
• Satisfaction guarantees

Kinsa Group - A Better Way to Hire Food and Beverage Industry Professionals

Hiring on your own can be an expensive, time-consuming and frustrating process.  So why do it on your own?  Contact Kinsa today.  For over 25 years, we’ve delivered highly qualified professionals and senior-to-executive level management candidates through our unique recruiting process.

Our dynamic staff of skilled recruiting professionals will make your next hire a success – guaranteed.

When you hear this saying, you may envision a nervous job seeker, compulsively straightening his suit and repeating his 30-second “personal sales pitch” before an interview.  But quite honestly, the saying is just as relevant for food & beverage hiring companies.  Why?

When you mainstream and orient a new hire, you set the tone for his work experience with your organization.  The more positive that initial experience, the more welcome and prepared the individual will feel in his new position.  This will, in turn, give him the confidence and resources to quickly begin making a positive impact within your company (which is why you hired this person in the first place, right?).

So make a commitment to create a great first impression on your new hire by implementing a thorough and effective onboarding process.  Use these tips to make him feel welcomed, valued and prepared to hit the ground running:

• Welcome a new employee with a letter.  Before the individual’s first day, send a friendly and informative letter to welcome him and review his first day’s schedule, helpful tips for parking, to whom he should report, etc.  Alternately, you can post new employee schedules, materials, benefits forms and a FAQ on your company Intranet, and make it accessible from a link in a welcome e-mail.
• Prepare a corporate “family tree.”  Familiarize new hires with your company’s “who’s who.”  You can make photos, names and job titles available on your company’s Intranet, or maintain a simple bulletin board with the same info to facilitate the getting-to-know-you process.
• Pre-orient existing staff members.  Provide employees with your new employee’s résumé and job description before he starts.  Advise each team member to conduct a meeting with the new hire in which he shares a description of his own position, reviews the ways their roles interact and covers how they might work together in the future.
• Approach the process from the employee’s point of view.  The onboarding process can be complex and overwhelming for your new hire.  To keep your new team member feeling valued, try to create orientation procedures that make the process fun, interesting and as painless as possible.
• Provide and review a written plan of employee objectives and responsibilities.  This step will eliminate confusion about job functions and will open the floor to discuss concerns or new opportunities.
• Give the new employee your undivided attention.  Be careful not to let e-mails, phone calls, or other employees distract you during orientation sessions, because this sends the unintended message that the new hire is not worth your time – a real morale-killer.
• Make day one personal.  Prioritize interpersonal relationships with key colleagues as soon as your new employee starts.  Make sure you welcome the whole person – not just a set of job functions – from the outset, and you’ll be sure to make a great first impression.

Kinsa makes new employee transitions as successful and simple as possible. 

To facilitate the smooth transition, optimum performance and retention of your new hire, The Kinsa Group assists with the onboarding process.  Once you have hired your ideal candidate, Kinsa continues its service, providing counseling on new employee assimilation and development from acceptance through the first year of employment.  Contact us today to learn how our unique 8-Step Recruiting Process ensures hiring success for food & beverage companies like yours.

This is not news, of course, but their mass exodus from the workforce does create a potential problem for many organizations – namely, identifying new leaders to fill the boomers’ shoes.  In addition to closing the talent gap this generation will leave, other reasons to proactively develop new leaders include:

• Keeping pace with constantly changing business strategies
• Quickly filling new roles created by organizational growth, as we emerge from the recession
• Adapting to job realignments caused by mergers and acquisitions
• Heading-off potential skill shortages
• Increasing employee engagement and productivity

Does your company’s succession plan address all these issues?  The truth is, many organizations are too busy managing the daily pressures created by a lengthy recession to look that far down the road.  But to win the talent war, you need to start assessing, planning and developing leaders now.  Here are a few strategies to make your succession planning more effective:

• Create a plan before talent needs become talent crises.  Remove some of the stress caused by finding the right person for a job by planning for future needs now.  Careful planning will minimize workforce disruption, increase knowledge transfer and increase employee engagement / loyalty by providing clear career paths.
• Let your best employees know about your plans for them.  Tell your key talent that your company has high expectations for them.  Prepare them and increase their buy-in by letting them know that you will be investing in their futures and will be facilitating moves to enhance their professional development.
• Define criteria and profiles against which to measure employees’ potential.  Logically, you want to develop employees with the greatest potential – but potential for what?  Work together with key executives to map out the future requirements for success in key positions (i.e., what will tomorrow’s leaders have to be able to do to succeed in these roles?).  Use these criteria as a measuring stick for evaluating each individual’s potential.
• Assess current employees’ skills and competencies.  Once success criteria have been defined, you must invest the time and money to objectively and validly assess what your internal talent can do.  While each company must decide which tools best fit its individual needs, popular ones include:  assessments from the candidate’s circle of influence; career achievement summaries to capture work experiences; psychometric tools; behavioral interviews to probe against established criteria for success.
• Create plans to close the gap.  Once you understand where current employees are and where they need to be, you can customize talent development plans to close the gap.  As potential leaders progress in their growth, keep them updated on hiring decisions.  Monitor their interest and involve them in the development process as much as possible, to keep them invested for the long-term.  Most importantly, make sure their career aspirations are aligned with your succession plans, to keep you both working toward the same goal.

Acquire Talented, Professional Leaders with Kinsa’s Retained Search Service

Close the talent gap and ensure your company’s continued success by acquiring tomorrow’s food & beverage leaders today.  As our most comprehensive offering, our Retainer package provides:

• An intensive nationwide search for the very best leaders available
• More consulting at each step of our unique 8-step process
• More complete documentation of both the process and strengths / weaknesses of candidates
• An executive caliber uniform marketing presentation of the client’s company
• A 6 month satisfaction guarantee

For over 25 years, Kinsa has been recruiting and assessing professional and senior-to-executive level management candidates for the food and beverage industry.  Let us help your company plan for success.

You’re in an interview, dressed to impress and feeling totally in control of the situation, when the unthinkable happens – the interviewer asks a question that completely stumps you: 

“If you could have dinner with anyone from history, whom would it be and why?”

“Why is a manhole cover round?”

“Which fictional character would you say best describes you?”

If just reading these questions makes beads of sweat pop out on your forehead, you’re not alone.  In an interview situation, most of us would be stopped in our tracks by off-the-wall questions like these.  But that’s the point:  interviewers ask odd questions intentionally, to see how well job candidates thinks on their feet and respond to stress.

Because unusual interview questions can be about virutally any topic, they’re nearly impossible to prepare for.  Still, here are a few quick tips to help you handle them more effectively:

• Keep your composure.  The question was meant to throw you off your game – so don’t let it rattle you.  Keep your face neutral and recognize that this is the wacky question you’ve been anticipating.
• Take your time.  Smile, take a deep breath and avoid the temptation to blurt out an answer.  Don’t panic – if you have to take a moment to gather your thoughts, it merely demonstrates that you think carefully through a situation before responding.
• Relax.  When it comes to unusual interview questions, your answer is not as important as how you handle the situation.  In fact, most don’t have right or wrong answers.  So take the pressure off yourself.  You don’t have to be brilliant, you just need to answer honestly.

If you’d like some practice answering off-the-wall questions, consider the following popular ones:

• If you could be any character in fiction, whom would you be?
• If you had only six months left to live, what would you do with the time?
• If someone wrote a biography about you, what do you think the title should be?
• If you were a _________ (insert:  car, animal, salad dressing – you get the picture), what kind would you be and why?
• If you won $50 million in the lottery, what would you do with the money?
• How would you rate me as an interviewer?

Seeking a Job in the Food and Beverage Industry?

Register with Kinsa today.  Our team of food & beverage industry recruiting professionals will listen to your needs, match you with a perfect career opportunity, and then prepare you to ace the interview.  Click here to learn more about our unique services for food marketing, food production, food scientist, food safety, research & development and executive management professionals.

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 Kinsa national food and beverage industry recruiters with your professional placement needs.  We’ll handle every step of the process – from recruiting to assessment 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.