The Office Snitch: How recruiters dress matters too
A quick look on the internet will show numerous articles on how job candidates can prepare for an interview. But people hardly dish out advice for the interviewer himself.
So I have decided to take it upon myself to help recruiters, employers and HR professionals everywhere to look their best when sussing out the next big thing for their company. Don’t mention it – you’re welcome.
Chances are interviewers are the first people a candidate meets when visiting the organisation for the first time, so who better to present the company image and brand to the potential employee.
Building a strong employer brand is just as important as everything else on your organisation’s agenda. Not only does it help set the right image, but also ensures that every employee (both potential and current) is on board with the right message and values system.
Earlier this year in an interview with Martin Cerullo, managing director for development in Asia Pacific for Alexander Mann Solutions, he shared employer branding is a psychological contract between the company and staff. He added a strong brand brings to life the company culture, differentiates it from its competitors and builds employee loyalty.
I recently visited DBS Bank’s headquarters during a recruitment drive. What struck me was how every single DBS employee that day was dressed in its corporate colours of black and red. Yet it wasn’t garish or loud. One lady had an all-black ensemble cinched with a thin red belt. Another wore red heels, while a male representative paired a dark red shirt with black trousers. It all seemed so effortless that it occurred to me how easy it is to set a brand and tone without going overboard (i.e. polo tees with the company logo printed tastelessly behind).
When recruiters dress well, it helps boost their confidence and project the right image. Now, I decided to call Audrey Fegen, an image consultant who has styled local celebrities like Nadya Hutagalung, Adrian Pang, and Pam Oei.
“Before we open our mouths to speak, we are already being judged by how we dress, our hairstyle, how much make-up we have on, so first impressions do count,” Audrey said. When I asked her what advice she had for interviewers, she kept it to the point: “Try not to be intimidating”.
Sounds easier said than done. Some quick tips from Audrey include keeping your jewellery simple and wearing an outfit that is as classic and basic as possible so it will not distract the interviewee.
“Gold, silver or pearl earrings are acceptable; bling or dangling earrings are not, “Audrey added. “Keep that for socialising.” But there is more to being a good interviewer than nice clothes and pearls. (If only it were that easy, right?)
Jensen Siaw, principal trainer at Speak for Life Speaking Academy, said it is important the interviewer can project confidence as he is a representative of the company. He said, “Imagine if you were being interviewed for an executive or managerial position and your prospective superior doesn’t sound confident about him or the organisation.”
“Would you still be interested in the position?” Jensen asked. Well, I personally don’t think so.
Turning up for the interview prepared, even if you are the hiring manager, can go a long way in making the process more fruitful and painless. “Ensure that you have read the candidate’s resume, instead of flipping through it as you are meeting him,” Jensen said.
It also helps to prepare some questions that are derived from reading the resume, and not use a list of standard interview questions to help understand the candidate better, Jensen added. For example, adopting a confident posture, such as facing the door while the candidate has his back to it, will help interviewers take on a stance of superiority.
So, as you begin preparing a series some recruitment drives for the New Year to help push your company forward in 2012, keep these simple tips in mind. Dress to impress to remind job candidates who is boss around here.
HRTV: Bridging ethics awareness and employees
Singapore – Asia may boast a low rate of reported misconduct, but companies still have to constantly remind employees the importance of abiding by the rules.
According to Conrad P. Schmidt, global research officer at the Corporate Executive Board (CEB), Asian employees do have sufficient training and understanding on what corporate misconduct is.
“But when you get below the numbers, you’ll find that a lot of people in Asia will say I don’t know if I’ve seen misconduct,” Schmidt said.
Schmidt explained that the contrast in responses showed a “breakdown in communication and training”. He said employees have to be able to identify the types of misconduct and also be confident enough to report it without fearing repercussions.
Therefore, it is very critical companies understand the best ways to communicate their ethic guidelines to employees, and tailor them to a local audience if need be.
Joel Whitaker, head of research of CEB Asia Pacific, added that leaders have to be especially careful in translating the code of conduct when catering to a local market.
Whitaker said companies cannot merely make a literal translation of its ethics as the true meaning of the message may be lost.
Speaking to HRTV exclusively, Schmidt shares how ethics affects staff engagement and business growth within an organisation.
Small Talk: Global leaders do not exist
Singapore – Peter Cappelli, director at the Centre for Human Resources (HR) with The Wharton School, does not believe global leaders exist.
Cappelli said he is puzzled over the concept of such leaders as it is hard to define what differentiates a regional boss from a global one. “There has been an enormous amount of talk for the need for global leaders but when you press people what they mean by that, you never get a clear answer.”
He added one way people often define a global leader is by determining how in sync they are with global cultures and sensitivities.
However, he said this brings up the issue of whether leaders with vast but superficial understanding of several countries are worldlier than those with in-depth knowledge of a smaller number of countries. “The problem always gets pushed back to HR to solve, but it’s not an HR problem,” he said. “It’s a problem of the company not being able to figure out what it wants to be.”
Cappelli added it is therefore critical companies not only define their culture but also determine how they would like their organisation to operate. “We have to figure out things like the core beliefs and values of the organisation, and how much of local control we want to give.”
Small Talk also catches up with Scott Price, chief executive officer for retail chain Walmart Asia, and finds out what he looks for in his candidates. Price has some candid answers to how he often grills job interviewees. Cappelli and Price were both in town for the 2011 Singapore Human Capital Summit, which took place earlier this week.
Human Resources magazine also attended the opening of Coca-Cola’s new concentrate plant in Singapore and DBS Bank’s recruitment open house for university students.
Samantha Mark, chief operating officer for DBS Singapore, said it was important to provide engaging recruitment exercises such as open houses as it gives both the candidates and employers a better understanding of each other.
But not everyone who attends a recruitment open house will be a future hire. “It’s not about being all things to all people, but you have to find people who believe in what you believe in,” Mark said.
HRTV: Malcolm Gladwell on human capitalisation
Singapore – Business author Malcolm Gladwell believes that companies should not confuse a lack of human capitalisation with a shortage of talent.
Speaking at Singapore Institute of Management’s Annual Management Lecture earlier this month, Gladwell said leaders need to be able to provide people with opportunities to explore where their strongest point lie.
He gave the example of long-distance runners in Kenya. Gladwell said young teenage boys in Kenya are given the opportunities to run and develop their running ability. Therefore, he said the chances of discovering an outstanding long-distance runner are mush higher than in Singapore.
However, he said that does not mean there is no one in Singapore who is incapable of running long-distance. Instead, the lack of long-distance runners here is simply the result of a lack of opportunities for local runners to discover their athletic abilities.
Gladwell also shared a story about how in the past, pianists struggled to perform classical music compositions that were considered so overwhelmingly difficult that no one could play them. However, he said with better coaching, more pianists were slowly able to perform these masterpieces and overcome those challenges.
On that same note, Gladwell urged leaders to give ample opportunities for talent to be nurtured in Singapore. He added by providing the right training and support, people can achieve much more than they initial believed.
HRTV: Kellogg humanises HR shared services
Singapore – When Kellogg Company rolled out a shared services model for its human resources (HR) function, its main concern was ensuing employees could still feel a human connection with the organisation.
“The big challenge was getting people to accept the idea that they may not have that tap on the shoulder anymore,” John Gigerich, senior director of application solutions at Kellogg, said.
The new HR shared services model meant that employees no longer have to approach a business leader or the HR department to obtain or clarify information about their work.
“Before, if the [HR] generalist was out for two weeks, employees will have to wait two weeks for a response,” Gigerich said.
Gigerich explained an effective shared services model is about “getting questions answered quickly or escalating that to someone who can answer it faster”.
Since implementing this centralised structure in 2008, the cereal company has witnessed an 18% return on investment in the first year. Currently, 65% of staff queries are answered within the first call, and 75% of requests are replied within the day.
Another advantage of using a shared services model is that as companies continue to expand, it becomes challenging to have functional experts “spread around the locations while maintaining consistency”.
Gigerich said having information that is easily shared and accessed at one location narrows the gap between employees based in different countries and offices. Business leaders are also better equipped at making faster and more informed decisions because they have “data at their fingertips”.
As the shared service model only completed its final implementation for the US, Canadian and Latin American operations this year, Gigerich said Kellogg has no plans to roll the programme out to Asia just yet.
Gigerich sits down with HRTV to talk about other pros and cons of an HR shared services model, and how it can further support HR. To watch the full interview below.
Small Talk on marrying marketing with HR
Singapore – As the HR function within organisations continues evolving into a more strategic role, HR practitioners are beginning to see the benefits of incorporating marketing techniques.
Matt Eaton, group editor of Marketing Magazine, co-hosts this episode of Small Talk and discusses with Sabrina Zolkifi how HR can use marketing techniques to improve their processes. Some areas HR can add a marketing focus on include recruitment, policies and development programmes.
Small Talk also highlights a study from Georgetown University’s McDonough School of Business and research firm Penn Schoen Berland that revealed bosses in the US admit to playing favourites in the office. Business leaders were found to base their decision on who to promote on “factors unrelated to a person’s abilities, such as background, ideology or gut instincts”.
Lamar Reinsch, a management professor at McDonough, said favouritism can cause stress and affect productivity and relationships within the company. “They’re now playing office politics instead of focusing on organisational objectives.”
On the topic of leadership and meritocracy, another top story discussed in this episode is on how most managers in Asia are “tall and skinny”. According to business school INSEAD, talent in Asia rise through the ranks quickly, but lack proper managerial skills.
Guy Saunders, director of open enrolment programmes for executive education at INSEAD, said employees identified as top potential leaders must be given adequate leadership development programmes. Without sufficient support from the organisation, new managers will face challenges in aligning their functional expertise with leading a team.
“From being an expert [with technical skills], you now have to manage or help other people to become experts,” Saunders says.
Small Talk also talks about the mass fainting incidents at retail chain Hennes & Mauritz’s (H&M) Cambodia factory and why employees in Italy refused to work after claiming their workplace is haunted.
Sleeping at work? A dream comes true!
They have always said that everything you need to know you learn in kindergarten, and one of the biggest things I took away from my pre-school education was the need for afternoon naps.
So when I came across an online article while doing some research (read: taking a break and checking Facebook – yes, I’m back on that bandwagon) that said naps at work not only boost productivity but also reduces the risk of cardiovascular problems, I was thrilled.
Win-win!
There is actual science behind this. When a person is tired, neurons in the brain shut off, which essentially means that while your body is awake, your brain is fast asleep. Taking a quick 15-minute nap helps you recharge and get those neurons up and running again.
In fact, researchers at the University of California at Berkeley confirmed in 2010 that napping also improves the brain’s ability to retain information. They added that mid-day naps “not only rights the wrong of prolonged wakefulness but, at a neuro-cognitive level, moves you beyond where you were before”.
But isn’t it bad enough that employees are already taking breaks for coffee and cigarettes? Will bosses really be okay with workers disappearing for 15 minutes at a time to catch up on some sleep?
Thankfully, I have friends in high places and decided to give them a call to get their take on what I hope will be the next great office fad.
Douglas Gan, founder and chief executive officer of location-based service provider ShowNearby, tells me he doesn’t mind his employees sleeping at work. The last time I visited their office for lunch, Douglas even pointed out the couch in one of the bigger offices and proudly told me, “That’s where some of the guys take naps”.
What’s more, he doesn’t limit how long they can nap for and even encourages his staff to work from home if they’re too tired to come into the office. No wonder ShowNearby was one of the recipients of Asia’s Best Employer Brand Awards this year.
“Naps can help them get rid of a tired mind and move forward,” Douglas says. “Also, I think because they appreciate the fact that they can nap, they tend to work better when they’re awake.”
However, not everyone is onboard with the idea of napping at work. Edvarcl Heng, social media manager at MediaCom, says instead of naps, his employees are allowed to take breaks as often as they like, as long as productivity isn’t affected.
“They are also equipped with Nerf guns (a type of toy gun which shoots foam bullets) and games on their Macs as an explicit nod from management that we will not frown upon fun,” Ed says.
On top of the fun and games, employees are also allowed to go out to buy titbits (another one of my favourite break-time activities), surf the Internet and play games with each other. “A worker is not an automaton. They need rest to boost their productivity,” Ed says.
While writing this blog entry, I was also multi-tasking (talking to my best friend) and found out that the only reason he hadn’t replied my messages the past hour was because he was – you guessed it – taking a nap at work. He claims to even have a sleeping bag in the office, but that’s information I’ll take with a grain of salt.
“The trick is to get the duration just right. 15 minutes to half an hour tops,” he advises, sounding like a professional nap-taker. “Anything less won’t help and too long will make you groggy when you wake up.”
But does it really help with his productivity for the rest of the day? “Yeah, definitely!” he says. “How else do you think I get through the day?”
Well, I guess it all comes down to the industry and nature of the business you are in.
Let me know which side of the fence you’re on by leaving a comment or sending me a message on Twitter (@theofficesnitch).
Now, if you’ll excuse me, I’m just going to have a quick talk with my bosses on setting up a designated nap area in our new office.
Small Talk on work happiness and longevity
Singapore – New research has proven that those with a happy and supportive working environment tend to live longer.
Tel Aviv University released a study that showed employees with an encouraging office culture were 2.4 times more likely to live longer in a 20-year study period. Additionally, informal peer relationships were a better indicator of health.
“As we spend most of our daily time with our colleagues, it is thus important for the [work] environment to be collegial and harmonious,” Christina Siaw, chief executive officer of the Singapore Cruise Centre (SCC), said.
The Israel study added most modern day companies do not have supportive environments because of factors such as telecommuting and the lack of face-to-face conversations. It suggested providing areas in the office where people can talk freely and organising informal outings to strengthen relationships.
This week, Small Talk also discusses the changes in the employment pass criteria in Singapore, and how it will affect smaller businesses. Employers in sectors such as retail, and food and beverage are hoping the government will be more lenient with industries that are facing a genuine talent shortage.
Ho Nyok Yong, president of the Singapore Contractors Association, said he hopes a policy that helps retain skilled foreign talent is implemented. He added repatriating workers who have already acquired certain skills or experience in their tenure here will be a “loss to our nation”.
Additionally, Small Talk talks about a lifeguard who was dismissed for refusing to wear a Speedo, and why having a neatly decorated desk can improve your productivity and work relationships. Also, Small Talk discusses retail chain Abercrombie & Fitch’s recruitment campaign in Singapore as it looks for attractive sales staff.
Don’t forget to take part in our weekly poll on our website, and tell us your pet peeves when it comes to personal office decorations.
HRTV: Apple’s Steve Wozniak on thinking differently
Singapore – According to Steve Wozniak, the co-founder of Apple Computer, said in order to inspire innovation, people must be personally motivated to realise their goals.
Speaking at an event organised by NTUC LearningHub earlier this year, Wozniak said “intrinsic rewards” is the key driver to working innovatively. Employers who can harness that emotionally-charged passion in their staff will find that it can be a stronger motivator than offering high wages. Wozniak added that someone who is personally motivated can achieve “extreme” productivity levels without being asked because they like their job.
“Internal passion is when your own head is happy with what you do,” Wozniak said. “It then doesn’t become work – it becomes something fun you want to do.”
He said before starting Apple with Steve Jobs, he had always been interested and passionate for computers, and was willing to keep learning and picking up new skills despite not having any formal training. He said it was this willingness to learn the helped him become a more innovative person as he was forced to figure out the cheapest and fastest way to create something without many resources.
Wozniak defines an innovative person as someone who can think simplistically and come up with a solution, regardless of the task or obstacle. The person does not necessarily have to be book smart or technically skilled, he added. “Academic excellence is important but it’s not everything.”
If parents and leaders can help people find their passion from a young age and nurture that interest, Wozniak believes that businesses can benefit from this source of talent poll.
In the video recorded by Human Resources, Wozniak will share his thoughts on the innovation lessons he has learned throughout his career. He also offers a candid sound bite about Jobs’ management style.
Human Resources
Lee Xieli
Sabrina Zolkifi
Dick Chan
