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Thursday, May 24, 2007

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GET IN THE 'SPRIRIT' WHEN RECRUITING A NEW EMPLOYEE

One of Shakespeare’s most memorable characters, Sir John Falstaff, found himself recruiting for the King’s army in the play Henry IV. Arguing the merits exhibited by the various candidates prompted an argument between a Mr. Shallow and Falstaff, in which the latter said:

"Will you tell me, Master Shallow, how to choose a man? Care I for the limbs, the hews, the stature, bulk, and a big assemblance of a man? Give me the spirit Mr. Shallow."

Like Falstaff, today’s employer should consider the spirit when recruiting a new employee, but how is that accomplished? Finding key employees is a process that requires thorough preparation on your part.

Too often, executives blandly abandon all preparations for interviewing candidates to the recruiters (internal and external) and restrict their involvement to reviewing the resume and blessing the selection. Then they wonder what went wrong when the employee doesn’t fit in. A few guidelines will help you recruit the employee who’s right for your organization.

First, assume that any worthwhile candidate has good reason for not wanting the job. Your recruiter probably found an executive who is enjoying success in his or her current job. His reason for accepting the interview is to determine whether your offer provides a better career path, a promotion or a better lifestyle. If you accept the fact that the candidate is shopping, you’ll be better prepared to "sell" the available position.

Second, discuss the candidate’s needs. A good recruiter already gave you the facts, but remember you’re looking for the spirit. What are the candidate’s professional and personal goals? Family needs? What opportunities can you provide that his current situation does not? Carefully prepare a set of open-ended questions and ask them in a comfortable atmosphere conducive to a frank conversation.

Third, substantiate the candidate’s qualifications. Your recruiter provided raw data. Discuss the specifics of your candidate’s background, particularly as they relate to your needs. Do you need a team player or an entrepreneur? Do you want someone who will stay for 20 years or for five? Are community involvement and civic contributions important? What does the candidate’s background tell you about his or her ability to fit in with your organization?

Fourth, be certain that the other members of your organization who will interview the candidate have the same goals that you do. A candidate once called us only hours after he and his wife had arrived for an interview. Our client had arranged for a current employee, and the employee’s wife, to pick up the candidate couple at the airport and for the two couples to go to dinner. The goal was a get-acquainted evening for potential colleagues.

On the way to the restaurant, the employee’s wife, with tears in her eyes, turned to the candidate and said, "Do you realize if they fill this position with you or anyone else my husband’s career will be ruined?" Carefully consider the personalities involved in the interviewing process.

Fifth, recognize that the spouse generally is a full partner in the decision to change careers and domiciles. Our experience shows that, despite the bravado of "she goes where I go," one of the most frequent reasons for refusing a position, or for leaving one, is that the spouse is dissatisfied because his or her needs are being ignored.

We recently scheduled an interview for a candidate who was being wooed by our client in St. Louis and by an organization in Kansas City. We discussed the details of the interview itinerary with the candidate’s wife, and had arranged a separate schedule that provided an opportunity for her to gather preliminary information about her career opportunities, residential areas and schools.

Additionally, a small luncheon with several other spouses had been arranged. The candidate’s wife was very pleased. Predictably, the offer was quickly accepted. Resumes will describe "hews," "stature," and "bulk." It takes work to see the "spirit."

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Saturday, April 14, 2007

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Monday, March 12, 2007

A process that protects and corrects Bad HR

CCHRA's National Code of Ethics - Enforcement Process

CCHRA's National Code of Ethics ensures all those involved in CHRP certification – from applicants to designation holders – carry out the functions of HR with the utmost professionalism, exerting good judgment and ethical behaviour at all times.

Existence of a National Code of Ethics within the HR profession also enhances the prestige of the profession and CHRP designation in the eyes of key stakeholders. Employers who hire CHRP holders, candidates, and exam registrants know they are acquiring employees who adhere to the highest standards of ethical conduct.

In order to ensure the code’s credibility to Canadian employers, employees and the general public, it is important that it is enforced. Enforcement is accomplished through the following two committees, which are organized in or by each provincial CHRP designation granting HR association:

1. Complaints, Investigation and Discipline Committee. This committee is responsible for hearing complaints from the general public or members of their associations, conducting investigations and enforcing disciplinary action against those who violate the code.

2. Appeals Committee: This committee investigates the appeals made by the complainant or registrant, which arise out of the decisions rendered by the Complaints, Investigation and Discipline Committee.

If you have any questions about this enforcement process, or need to report a violation to CCHRA’s National Code of Ethics, please contact your provincial CHRP designation granting HR association.

Code of Ethics in Human Resources

Print this text
CCHRA's National Code of Ethics

CCHRA's National Code of Ethics identifies and outlines the standards of behaviour relating to fairness, justice, truthfulness, and social responsibility. At the June 2004 Board meeting of the CCHRA, the following code was ratified for Certified Human Resources Professionals (CHRPs), CHRP candidates, and exam registrants.

1. Preamble

As HR practitioners in the following categories:

Certified Human Resources Professionals,

CHRP Candidates, or

CHRP Exam Registrants,

we commit to abide by all requirements of the Code of Ethics of the Canadian Council of Human Resources Associations (CCHRA), as listed in this document. (Where provincial codes are legislated, those will prevail.)

2. Competence

Maintain competence in carrying out professional responsibilities and provide services in an honest and diligent manner.

Ensure that activities engaged in are within the limits of one’s knowledge, experience and skill.

When providing services outside one’s level of competence, or the profession, the necessary assistance must be sought so as not to compromise professional responsibility.

3. Legal Requirements

Adhere to any statutory acts, regulation or by-laws which relate to the field of human resources management, as well as all civil and criminal laws, regulations and statutes that apply in one’s jurisdiction.

Not knowingly or otherwise engage in or condone any activity or attempt to circumvent the clear intention of the law.

4. Dignity in the Workplace

Support, promote and apply the principles of human rights, equity, dignity and respect in the workplace, within the profession and in society as a whole.

5. Balancing Interests

Strive to balance organizational and employee needs and interests in the practice of the profession.

6. Confidentiality

Hold in strict confidence all confidential information acquired in the course of the performance of one’s duties, and not divulge confidential information unless required by law and/or where serious harm is imminent.

7. Conflict of Interest

Either avoid or disclose a potential conflict of interest that might influence or might be perceived to influence personal actions or judgments.

8. Professional Growth and Support of Other Professionals

Maintain personal and professional growth in human resources management by engaging in activities that enhance the credibility and value of the profession.

9. Enforcement

The Canadian Council of Human Resources Associations works collaboratively with its member associations to develop and enforce high standards of ethical practice among all its members.



Reproduction, circulation and distribution, in full or in part, in any way, shape or form are strictly prohibited without the permission of the Canadian Council of Human Resources Associations.

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