Miscommunication Between Job Seekers, Managers

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<p><strong>Pittsburgh &mdash; Aug. 8 </strong><br />Two-thirds of job seekers report that the interviewer influences their decision to accept a position, according to a study released by Development Dimensions International (DDI), a global human resource consulting firm, and Monster, a global online careers and recruitment resource and flagship brand of Monster Worldwide Inc., which surveyed nearly 6,000 staffing directors, hiring managers and job seekers.<br /><br />&quot;An interview can quickly escalate from being a &#39;meeting of the minds&#39; to a &#39;clash of personalities&#39; if both parties are not prepared and respectful of one another,&quot; said Scott Erker, DDI senior vice president of selection solutions. &quot;Interviewers sit inches from the candidate, but there&#39;s a wide gap between what they think candidates are looking for and what would actually motivate interviewees to become employees.&quot;</p><p>Neal Bruce, Monster vice president of alliances, agreed.</p><p>&quot;The interview is not only a crucial assessment touch point in the recruiting process &mdash; it&#39;s an important marketing and branding opportunity,&quot; he said. &quot;Amid today&#39;s war for talent, successful interviewers will quickly determine the marketing messages that resonate with each individual candidate and reinforce those messages.&quot;<br /><br />The Selection Forecast 2006-2007 is DDI&#39;s third study of hiring and recruiting practices since 1999, providing perspective on the changing shape of the hiring market over the last eight years. </p><p>Survey respondents included 628 staffing directors, 1,250 hiring managers and 3,725 job seekers who revealed that despite the fact that companies are increasingly desperate for talent, many are becoming their own worst obstacles when interviewing qualified candidates. </p><p>Other significant findings from the research include:<br /></p><ul><li><strong>70 percent of job seekers say aloof is annoying. </strong>Job seekers identify many interviewer behaviors that adversely affect their willingness to work at the company in question.&nbsp; For instance, 70 percent of interviewees rank &quot;acting like has no time to talk to me&quot; as a common &mdash; and annoying &mdash; behavior of hiring managers and staffing directors. Other irritating behaviors exhibited by interviewers include:</li><ul><li>Withholding information about position (57 percent)</li><li>Turning interview into cross-examination (51 percent)</li><li>Showing up late (48 percent)</li><li>Appearing unprepared for interview (47 percent)</li><li>Asking questions unrelated to job skills (43 percent)<br /></li></ul></ul><p>Staffing directors and hiring managers often struggle to identify what job seekers want in a new job and misunderstand the elements that are most important to potential employees. </p><p>For example, 67 percent of job seekers identify a &quot;compatible work group/team&quot; as a significant factor in their job hunt, but only 37 percent of staffing directors ascribe a similar importance to this aspect. </p><p>Although job seekers rank the need for &quot;a good boss/manager&quot; (75 percent) and &quot;an organization you can be proud to work for&quot; (74 percent) among the top most important elements of a new job, these are underrated by employers.<br /><br />Another gap exists between employees and employers in assessing whether job seekers misrepresent themselves when interviewing for a position. </p><p>Although 58 percent of hiring managers say job seekers misrepresent their experience on a resume or during the interview, only 5 percent of potential employees admit to doing so. </p><p>This trend carries throughout &mdash; although 31 percent of hiring managers claim job seekers misrepresent their education, only 3 percent of potential employees agree. </p><p>And although only 15 percent of job seekers admit to using a personal, nonwork friend as a reference, 40 percent of hiring managers say they do.<br /><br />Job seekers are cavalier about staying with an organization, and they are driven by the mantra that if one job doesn&#39;t work out, another one will &mdash; 52 percent have had between two and three jobs over the last five years.&nbsp; </p><p>Nearly one-third of the job seekers surveyed had been in their current job for only six months or less, but they were already in the market for a new one, using their existing position as a placeholder job until something better comes along.<br /><br />Employees rank &quot;insufficient compensation, benefits, rewards and recognition&quot; as their top reason for leaving their job, but hiring managers and staffing directors rank this third.&nbsp; </p><p>Further, although hiring managers and staffing directors rank &quot;external factors (e.g., spouse moves, going back to school)&quot; No. 1 and 2, respectively, job seekers rank it 10th, tied with &quot;job changed focus or scope over time.&quot;<br /><br />&quot;Employers often don&#39;t know what motivates their employees to accept jobs or what drives them to look for a new one and leave,&quot; Erker said. &quot;The war for talent hinges on employers closing the gap between their perceptions and employee realities.&quot;</p>

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