The Bagg Group Blog

We’ve all heard the saying, “It’s the little things that count.”  And in the workplace that applies as much as anywhere else. 

The proof?  A full 61% of Canadians said that a handwritten personal note of praise has more value than any other form of communication, according to a recent study by Bic Inc.

The study found a handwritten note “produces an immediate and positive reaction among employees,” says Bic handwriting expert Elaine Charal.   

In an age where most of us type faster than we can write, a handwritten note is undeniable evidence that someone made significant time and effort to acknowledge you. 

It’s an act that stands out in a world where we are used to quickly, and without much real thought, clicking on “like” to indicate our thumbs up.   

Having interviewed thousands of people over more than 40 years of successfully placing candidates in full-time positions, contract work and temporary placements in the GTA, recruiters at The Bagg Group know how much recognition matters.  It tops the list for employee satisfaction.

Strangely enough, no matter how talented, sophisticated, and senior we are, there’s still the kid in all of us that thrills to a handwritten “fantastic” like it was a gold star on our homework. 

It’s truly one of those old-time small gestures that can still pack a punch and fuel the drive and commitment of employees in the 21^st century. 

Douglas R. Conant, the recently retired president and CEO of the Campbell Soup company, wrote about this in his latest book, Touchpoints:  Creating Powerful Leadership Connections in the Smallest of Moments.

In the book, Conant and co-author Mette Norgaard insist a leader’s impact and legacy are built through hundreds, even thousands, of interactive moments in time.

In a blog for the Harvard Business Review, Conant sums up that experience taught him the three key rules for building relationships –all deceptively simple but extraordinarily valuable.

1.  Make a personal connection early on.  Conant found that a two-way conversation about personal philosophy, background, values, even favourite quotes, goes a long way to relationship-building—and employee retention.

2. Look for opportunities to celebrate:  Conant and his executive assistants spent 30 to 60 minutes a day scanning his mail and internal website for news of employees worthy of a pat on a back. 

At The Bagg Group, we can’t emphasize enough to our clients across the GTA how championing team and individual achievements helps lift workplace spirit in a way that money just can’t buy.

3.Get out your pen.   Conant says he sent roughly 30,000 handwritten notes over a decade to employees, from maintenance staff to senior executives.   He writes:  “It’s the least you can do for people who do things to help your company and industry.  On the face of it, writing handwritten notes may seem like a waste of time. But in my experience, they build goodwill and lead to higher productivity.”

As we all work on a quest to achieve a paperless office, it may be worthwhile to keep some paper for the personal note.   Sometimes the little things can be just the things employees want to stick around for.

Interruptions are a fact of everyday work life. Between incoming email, texts, phone calls and a colleague stopping by for an impromptu chat, interruptions take up 28% of a knowledge worker’s day.  That’s the finding of a study by the US research firm Basex which also reports that interruptions cost US companies $28 billion in lost hours per year. 

It’s a hefty price to pay for often unnecessary email or unsolicited reviews on last night’s episode of CSI.  But there are also times when an interruption is helpful and contributes to productivity.

A job interview is a case in point. When candidates lose focus and talk too much, the biggest favour you can do for them is to interrupt.  

Yet many hiring managers say they’re uncomfortable cutting off an interviewee in mid-stride. However, The Bagg Group recruiters encourage their clients across the GTA to do just that when necessary.

Sometimes as an interviewer, you need to be blunt to be kind.  We know this from interviewing hundreds of thousands of candidates to successfully fill more than 57,000 full-time positions, contract opportunities, and temporary placements over 40-plus years.  

We have seen time and time again how common it is for people to digress or give too much information when asked about themselves. That’s why we always coach our candidates to stay on point, and be succinct.

It’s not surprising that people get carried away, given that an interview can feel like an exam.  And how many of us have answered exam questions by telling everything we could recall on the subject, in hopes of winning extra points. 

So while talking too much in an interview is understandable, it almost always backfires.  A real chatterbox can prompt just about anyone to check out of the conversation. For that reason, the nicest thing you can do for an interviewee is to cut off rather than cut out. 

Here are some tips from the interview experts at The Bagg Group for how to turn an interruption into a positive interaction.  

1. Identify whether the information is pertinent to you.  As you listen, ask yourself, “Is this important for my decision-making?”  If it’s not, cut in.
2. It’s not advisable to waste your time and patience waiting for the interviewee to take a pause. Instead, jump in.  The candidate will not be thrown if you thank them for their answer but say you must stop them there because you’d like to ask other questions, and you need to be mindful of time.
3. It can be helpful to tell chatty interviewees to bottom line their answers. A useful technique is to include the word “briefly” in your question. This alerts interviewees that you don’t want a lot of background.  
4. If the interviewee veers off topic, it’s beneficial to interrupt by reminding them that due to time, you’d like to focus on how they can relate their experience specifically to your team’s needs.

On the bright side, more challenging than having to interrupt an interviewee is coming face-to-face with a person who hardly says a word.    

Barbara Walters, who has interviewed almost every world figure over the past 50 years, reported that one of her worst interviews was with Hollywood movie star and director Warren Beatty.  “I asked him, ‘how are you?’  There was an interminable dead silence.  Finally he said, ‘fine.’” 

Now that’s a real problem interview.

Picture this: An IT manager and his boss are interviewing a promising candidate.  As the manager provides some background on the IT department, his boss rolls her eyes and says, “For heaven’s sake, get to the point, nobody has all day to listen to this.”   

And with just that one sentence, a good candidate may be ready to speed out the door.   

Some might grumble that the candidate is too easily scared away.  But not so.  According to studies, research on the effects of rudeness in the workplace shows that it negatively affects those who observe it as much as those who are a target of it.  

Second-hand rudeness is not unlike second-hand smoke, it can harm everyone in the room.  And candidates interviewing for full-time positions, contract work or even temporary placements seek out healthier environments.

A few years ago, management professors at University of Florida carried out an extensive study on rudeness.  They found when employees just observed a boss browbeating a subordinate, their level of performance decreased.  The study concluded: “Simply observing discourteous behavior can erode the ability of fellow employees to think creatively, solve problems and act as team players.” 

At The Bagg Group, we have 40 years of helping clients at the best companies across the GTA interview the top talent that we refer to them.   When our clients set up interview panels, we offer these suggestions. 

Have a game plan:  Before the interview, all those in the room should be clear about who will ask which questions, and who is tasked to give what information.  Everyone should be aware of the length of time allotted for the interview. 

The reality is you may be unable to quell the rudeness of an abrasive boss or colleague.  But with a game plan, they will know what to expect and can decide when to come and go during the interview if they are impatient to be doing other things.  

Give interviewees a heads up:  Candidates want to prepare for interviews.  It is helpful to alert them ahead of time if they’ll be meeting with a number of people, and to give them the names and roles of each person.  Like any business meeting, people want to know who will be at the table before they walk through the door.  

Role model:  At The Bagg Group, we hold a long track record for great placements.  That’s because we never forget that a good fit isn’t just about getting someone with the right skills.   

The person also needs the right disposition for the relationship to be successful.  The way the members of your panel interact gives the candidate a sense of how people work with each other at your organization, and whether your company’s inter-personal dynamics are right for them.

While the Donald Trump blunt style of leadership may result in good ratings for The Apprentice, it wouldn’t do much for attracting and retaining great talent in the GTA.  

Browbeating just doesn’t help with the bottom line.  As management professor Amir Erez who co-authored the study simply says, “ Being nice to people has a lot of advantages.”

 A recent Belgian survey of 1,200 employees says loud and clear what many just mumble about …working alongside people from other generations can be irritating.

The study conducted by a recruitment firm in Belgium found that 48% of employees are annoyed by colleagues of another generation.  People over 30-years-old showed a greater frequency of irritation than those under 30. 

In our latest Ask a Recruiter blog for candidates, we noted that today’s workplace is a mish-mash of four generations:  Traditionalists  (also known as Greatest Generation) born before 1945, babyboomers, born between 1954 and 1964, Gen X, born between 1960 and 1980, and Gen Y, born after 1980s, who are also known as millenials. 

Each generation has its particular values, aspirations and approaches to work.  For hiring authorities who aren’t part of Gen Y, interviewing these candidates can be a whole new ballgame.

The reputation of Gen Y, fair or not, precedes them.  In a US poll of hiring managers and human resource specialists, 85% reported they believe this generation has a greater sense of entitlement. 

The survey showed the great majority of respondents think the youngest employees expect more flexibility at work, more personal time, faster promotions and more money than older employees.

It’s true Gen Y may have attitude, but it’s not all bad, says Ron Alsop, in his book The Trophy Kids Grow Up: How the Millennial Generation is Shaking Up the Workplace. 

Alsop says a characteristic of Gen Y is that they are “bred for achievement.”  As well, this group understands the wired world better than most and they’re born multi-taskers. They have much to offer the workplace.

At The Bagg Group, we have successfully placed people, of all ages, in all types of positions with the best companies in the GTA for more than 40 years.  We know that regardless of their birth year, every individual ultimately wants the same thing – to take pride in what they do.

Still, when interviewing Gen Y candidates, for either full-time position, contract work, or a temporary placement, The Bagg Group recruiters suggest keeping these four tips top-of-mind:   

Talk purpose:  Be sure to tell the candidate, in detail, how they can make a difference, and why this job is important to the company.  A paycheck isn’t the key motivator for these young workers; they want to know their efforts mean something. 

Set out a game plan:  Gen Y expert RonAlsop notes that it’s opportunity that attracts and retains the millenials.  Let them know what they can strive for.

Spell it out:  Make no assumptions.  What older employees take for granted, studies show that Gen Y doesn’t. Discuss the expectations of the company.  For example, these multi-taskers, who easily text while working, don’t necessarily know to park their cellphones during meetings. Similarly, if there’s a corporate dress code, explain why it’s in place. Typically, this generation needs to understand the reason behind the rule before they’ll respect it.

Welcome ideas:  They want to be heard. Let the candidates know about forums for sharing their ideas.  The best managers of Gen Y staff listen to their younger employees’ opinions, and let them have some say in decisions. 

These strategies don’t just favour younger employees.  At The Bagg Group, we know they work for everyone.

In fact, Gen Y’s insistence of having a voice is doing everyone a favour.  They are prompting greater communication and openness in the workplace.   And that is what, in the end, will keep people of all ages working harmoniously together. Studies show the only way to keep irritation to a minimum in the multi-generational workplace is to make sure people communicate.

One-third of the workforce has been hit hard by spring fever this year. 

At the end of March, the insurance provider MetLife released its ninth annual Employee Benefits Trends Study.  While the survey polled US organizations, the findings highlight trends that are sweeping across all of North America. Restlessness is happening in Ontario as much as elsewhere. 

In the MetLife poll, no less than one in three employees reported that they want to work for another employer in the next 12 months.

Loyalty to employers has been ebbing over the last several years.  The survey showed that three years ago 59% of full-time employees said they felt attached to their employer. But in the last quarter of 2010, only 47% reported the same devotion.  

In reviewing the study, Anthony J. Nugent, executive VP at MetLife, attributed the loss of loyalty to the legacy of “do more with less” demands placed on downsized workforces of the past years.

 At The Bagg Group, we get many calls from employees seeking new opportunities because they are worn thin by having to shoulder the workloads of those who were let go as part of a restructuring. 

Interestingly, it’s the highest performers who are more likely to shop for new opportunities in the GTA.  The MetLife survey noted the same phenomenon in the US.

After speaking with hundreds of A-level talent, The Bagg Group recruiters confirm that it’s never hard work that defeats the best employees. Instead, top talent look elsewhere when they are forced to devote too much time and energy to tasks that don’t require their skill or expertise.  As a result, they’re frustrated because they’re unable to focus on work at which they can make the most difference, and which offers learning and growth potential.  

Yet many employers appear unaware of the downward trend in loyalty.  About half (51%) reported that their employees feel the same strong loyalty toward them today as they did several years ago.

The reality is nobody can afford to take anybody for granted nowadays.  Loyalty isn’t a given, it needs to be fostered.  And with four decades of experience in best workplace practices, we know that the way to nurture loyalty is to open the line of communications between employees and their direct reports. 

The most effective solution to workplace frustrations always start to take shape during candid conversations between employees and their employers.

In the case of work overload, there is always an answer. The Bagg Group staffing solution experts work with organizations of all sizes, across the GTA, to create and fill new positions, hire experts on contract to take over projects, or bring in temporary placements to handle tasks.  The result is higher employee retention and greater productivity.

But we can’t emphasize enough that an employee-employer relationship is just that – a relationship.  And we all know that when two people in any relationship don’t communicate honestly and openly, at least one will dream about leaving.  So in these times when high-performing employees say they are dreaming about jumping ship, start talking about how to make the relationship work.

Ever heard of the term glossophobia?  Chances are you, or someone you know, has it.  It’s fear of public speaking, even to a party of one, and it afflicts as many as 75% of us, according to glossophobia.com.  

At The Bagg Group, we know glossophobia can make the idea of speaking to an interviewer, or a panel of interviewers, an ordeal for those looking for work.

What makes people nervous is the thought that they might be seen as foolish, or incompetent, in the eyes of others.  Even people who have been recognized many times for their talent and expertise suffer from this. 

A famous example is Barbra Streisand, who stopped doing live shows when she was at the height of her career.  She was performing at a concern in New York City’s Central Park when the jitters caused her to forget some words to her songs.  It took her 27 years before she could get herself to sing live in front of a large audience again.

When you are looking for a job in the GTA you don’t have that kind of time. If you get stricken by a case of the nerves when presenting yourself to others, consider the advice of recruiters from The Bagg Group. With a 40-plus year history of helping candidates interview successfully for jobs, we know what works.

Remember, the only one judging you is you:  Interviewers are not looking to criticize you, they only want to learn about your skill set and experience to see if these meet their specific needs.

Interviewers are on your side:   At The Bagg Group, we have extensive experience in working with hiring managers at all leading companies in the GTA.  We know that each one wishes the best for those they interview. Whether you’re seeking a full-time job, contract work, or a temporary placement, the interviewer understands your desire to be employed and is rooting for you.  Many interviewers tell us they wish they had jobs for all the candidates they see.

Make eye contact:  We all know it’s critical to look people in the eyes when we speak to establish trust.  Yet, when we feel shy, we can unthinkingly avoid eye contact and focus on the wall or carpet. But doing so won’t decrease your tension.  People feel irritated when speakers won’t look at them – they feel invisible or unimportant — and you will likely sense their annoyance. 

Harry Beckwith, an expert on public speaking writes in Psychology Today “If you look each person in the eye for a few seconds, you make each person feel respected–a feeling every person craves.  It also makes each audience member feel involved, in what feels like a conversation.”  

Making eye contact for three to four seconds helps people engage with you, and that feeling is the key to helping you relax.

Like with everything, the fear of presenting decreases the more often you do it.  That’s reason enough to go to every interview you can.  But you don’t have to feel as if you need to conquer the jitters, you just have to manage them.  And when you think of it, there have been many occasions in your life when you’ve taken action despite feeling nervous; you’ve done it before, you can do it again.

Sitting in a meeting with a group of people around a table can be intense, but it doesn’t match the intensity of a one-on-one job interview. 

People who interview candidates with regularity know how much energy and focus it takes to listen intently to assess whether the job seeker’s aptitudes and approach are the right fit for a particular position. 

That’s why at The Bagg Group we advise hiring authorities to do what we do, and take breaks rather than schedule an endless marathon of interviews. Tony Schwartz, in the Harvard Business Review writes, “Ninety minutes appears to be the maximum amount of time we can bring the highest level of focus to any given activity.” 

Many people break between interviews only to do some work, respond to emails, etc.  But according to productivity experts, scheduling in a short relaxation time is equally necessary.  It is in the down time that we are able to recharge our batteries.

What’s more, taking time off from tasks and letting your mind wander, or daydream, can also be helpful to the interviewer.  Jonah Lehrer, author of the book How We Decide, writes in scienceblogs.com that many scientists believe daydreaming is crucial for creative thinking.  It’s during our mental breaks that we reflect on social interactions and ask ourselves, “what if” questions.  

A  Wall Street Journal article reported that a recent study shows we spend about a third of our day daydreaming.  But our brain remains active during these supposed ‘idle’ times and often is engaged in complex problem-solving.  That could be why Newton came up with the law of gravity while strolling through an orchard and seeing an apple fall. He is one of hundreds of famous people who is reported to have experienced a major breakthrough while thinking of nothing much at all. 

At The Bagg Group, recruiters spend a large part of their days interviewing talent for full-time positions, contract work, and temporary placements.  But we recognize that the process of matching the right candidates with companies doesn’t always take place in the interview rooms.  Sometimes, recruiters say they get their greatest “AHA” moment when relaxing in the kitchen. 

Interestingly, the researchers found that people in a positive mood are more likely to experience an insight out of the blue.  That’s just one more reason for putting the stresses of the day on the backburner for a little while and enjoying a break between interviews.

Recently, The Bagg Group won research firm Inavero’s 2010 Best of Staffing award, presented in partnership with CareerBuilder. This is the nation’s only award that recognizes exceptional service to job candidates. 

The Bagg Group went through a rigorous candidate survey to earn the award.  The candidates gave us a satisfaction score that is double the national staffing industry’s benchmark.  More than 70 percent of survey respondents rated The Bagg Group recruiters a 9 or 10 out of 10.

What’s behind their rave review?  We believe it is the art of listening.  We listen when candidates talk about their goals, interests and values. And we respect what is important to them.  As a result, we are unparalleled in making the right fit between job-seekers and organizations. 

We are thrilled to get this vote of confidence from our candidates.  But we share the honour with our clients across the GTA. 

It is thanks to our clients that we serve our candidates well. Hiring authorities willingly engage with The Bagg Group recruiters in conversations about their organization’s challenges, needs, and culture.  And these exchanges are invaluable for giving us the insight we need to compile the best possible shortlist for our clients.

The Bagg Group recruiters are known in the industry for their approach as partners of hiring authorities, committed to finding the perfect staffing solution.  However, we couldn’t excel in our role if our clients weren’t willing to take the time to talk with us. 

Our clients give us much to listen to, and that makes all the difference. All recruiters at The Bagg Group take to heart the advice of one of the best all-time interviewers, Larry King, who said, “I remind myself every morning: Nothing I say this day will teach me anything. So if I’m going to learn, I must do it by listening.”

New Ipsos Reid data that shows 27% of working Canadians plan to job-hunt mirrors The Bagg Group findings

A new study by Ipsos Reid confirms what we have long known at The Bagg Group—that employees who feel they are being stretched too thin on the job are eager to jump ship.

Ipsos Reid’s Build A Better Workplace poll, conducted last month, revealed the following:

More than a quarter of employees (27%) said they are likely to seek a new position in the next six months. Among employees who work for organizations where there has been a wage freeze, this figure jumped to 34%.

• At 31%, managers were even more likely than rank-and-file employees to indicate they plan to look elsewhere.
• Sales people and IT professionals also registered levels of discontent higher than the average.

An astounding 31% of managers reported their number one reason for wanting to leave their company was life/work balance. Among other respondents, 26% cited work /life balance as their leading cause of dissatisfaction, and 29% cited compensation.

Greg Leach, senior VP at Ipsos Reid and author of the study, echoes The Bagg Group’s observations that the economic crisis took its toll, not only on those who lost their jobs, but also on those who stayed.  In reviewing the data, Mr. Leach notes, “Amid cutbacks, layoffs and the search for greater efficiencies, employees are feeling that they are being asked to work far too hard for the compensation they are getting.”

Compensation isn’t only measured in dollars.  The poll also showed that 22 % of employees, or just over one in five, stated they are feeling less optimistic about their own future within their organization.  Only 7% stated their optimism is increasing.

From The Bagg Group’s hundreds of interviews over the years with managers and employees, we know there is a direct correlation between the way a company supports its employees, and employee commitment and productivity.

It’s not news that losing good talent costs a company in numerous ways.  It’s also documented that companies increase employee retention when they help people prioritize and make it possible for them to delegate projects and tasks.  That’s why the most competitive organizations in the GTA hire contract workers and temporary placements to lessen the load on those who have too much on their plate. 

These organizations know that overloading top performers with additional tasks that compromise their focus and don’t require their skill level is counter-productive.  It’s far more economical to hire additional support than it is to lose the people who are good for your business.

Every now and then, we hear stories of employees who have made dramatic exits from their job. Of course, none are in the league of the Steven Slater’s public departure from JetBlue this summer.  After being berated by a passenger while still on the tarmac in New York City, the long-time flight attendant quit, using choice words, over the plane’s PA system and slid out the emergency chute.  

Now the term “Slaterize” has made it into the urban dictionary, the web-based dictionary of popular slang words and phrases.  The definition: “When you are so fed up with your job, the people you work with, the people you work for that you instinctively and temporarily go bezerk and quit.”

There are those who secretly harbor fantasies, not of going bezerk, but of delivering their version of the famous rant, “I’m mad as hell and I’m not going to take it anymore.”  (From the movie Network.)  That explains why a young broker became an internet sensation this summer for quitting her job by posting captioned pictures, many criticizing her boss.  It didn’t matter that it was later proven to be a hoax, thousands applauded her for doing what they dreamed of.

While any kind of dramatic departure may make for an interesting story at parties, it’s bad news for both employees and employers. Those who leave in this way burn their bridges on the way out.  Those who stay are distressed that the organization didn’t resolve a situation before it blew up.

There is only one way to deal with the aftershocks of a high-profile exit.  Talk about it.   

Join in the discussion with employees. Acknowledge that sometimes stresses at work can build up, and identify people in the organization to whom people can talk if they are feeling overwhelmed.

• Remind employees that there are alternatives to “slaterizing.” Those who are successful in their careers leave a job on good terms, even if that involves taking a few deep breaths before handing in a resignation. 
• Note that storming off decreases the chance for a good reference, and can damage reputation.  
• Avoid speaking ill of the person who left in a huff. Instead, show good will. Also, remind the team that it is much more effective, not to mention professional, to use the exit interview to officially inform the company of concerns. 

It doesn’t matter whether people are in permanent positions,  doing contract work, or in temporary placements, employees can get overwhelmed by demands and pressures at times.

After 40 years as staffing solution experts to companies of all sizes across the GTA, we’ve heard it all at The Bagg Group. And we know the most in-demand workplaces are those that champion employee well-being, and that includes encouraging employees to share their challenges and concerns, as well as their successes, in good times and in tough times.