Best hires possess ability, fit into workplace culture

Human resources experts advise companies to know what they want in a new employee, then make sure they can co-exist with other workers

Despite all the political rhetoric recently about a scarcity of good jobs, a number of Chicago-area small businesses are working hard to change that.

By Ann Meyer
Special to the Tribune

http://www.chicagotribune.com/business/chi-0411080003nov08,1,2492366.story?coll=chi-business-hed

In almost every industry, small companies are starting to hire again, experts say.

CPS Inc., a Westchester-based staffing firm, reports the number of job orders received from clients is up 20 percent from last year. Other human resources firms, from international Randstad to locally based Capital H Group, Flex Execs Management Solutions and FurstPerson, also report a significant uptick.

Job applicants were glad to get one offer a year ago, but now many are receiving three or four, said Doug Christiansen, president and chief executive at CPS. Still, most small businesses are plenty picky about who they hire, as they should be, said Christiansen, whose firm has added about 25 recruiters this year.

For his own hires, Christiansen figures his company has interviewed 40,000 applicants for 4,000 job openings during the company’s 31 years of business.

"We’re looking for a unique person, and we have the tools to do the digging," he said. "It’s like looking for a four-leaf clover."

Although the challenging economy has encouraged some companies to stretch their workforce, it’s also given business owners a renewed appreciation for how important it is to hire the right people for the long term.

Interface Software, an Oak Brook-based software developer with 110 employees and seven job openings, has achieved eight consecutive years of revenue growth despite an economy that walloped many of its competitors, said Nathan Fineberg, president and CEO. He attributes the company’s success to its high-quality staff.

"By motivating and attracting really great people, success follows," Fineberg said. "We recognize the scarcest resource in the marketplace is really, really great people."

So how do you find them?

It starts with defining what you’re looking for, experts say. As many companies increasingly offer more knowledge-based positions, they need to think about the type of ability and behavior required to do the job, said Jeff Furst, president and CEO of FurstPerson, with offices in Rockford and Chicago.

Generally, it comes down to four key areas: thinking and problem-solving skills, work habits, the ability to work with others, and attitude or a desire to perform, Furst said.

Such intangibles aren’t always easy to detect from an interview, Furst said. Instead, he recommends testing candidates to measure their critical-thinking skills against the job.

Considering that the cost of turnover for an hourly position in customer service, retail or the food industry runs between $5,000 and $15,000, asking applicants to take a test at a cost of $200 to $300 per person makes financial sense, Furst said.

If you think about the hidden costs of employing someone who is adequate but not great, you’ll understand the value of assessment, he said.

"If someone’s just doing an OK job, think about what impression they’re leaving," he said. "If you can put in a better performer, what type of value is that adding to the equation?"

Fineberg agrees that it pays to "look for people who are driven to excellence, team oriented and customer focused." But you also can assess the candidate on those characteristics through the interview and reference-checking process, he said.

With an emphasis on teamwork, Interface Software maintains a "no jerk policy," Fineberg said.

"We won’t sacrifice our values for someone who’s a top performer. We want people who work well together," he said.

Finding people who get along also requires a cultural fit, said Scott Hajer, senior corporate recruiter at Software Architects in Westchester, which has added 27 positions this year.

At Software Architects, the management style tends to promote individual initiative, yet the company emphasizes training and growth. And it encourages people to be involved with one another by sponsoring activities such as basketball, camping, paintball outings and ski trips.

"There’s lots of bonding and camaraderie," Hajer said.

Although often overlooked, company culture is the most important piece of the hiring puzzle, Christiansen agreed.

"Seventy-five percent of the hire is the ability of the applicant to blend in with the culture of the company," he said. "It’s a big deal, and most companies aren’t aware of it."

It often comes down to a shared experience, such as attending the same university.

"Sometimes, you can get almost an `aha’ moment," he said.

Without a connection, Christiansen said, "Those placements are more likely to fail."

CPS reworked its environment about 10 years ago, shunning a corporate dress code and adopting a new battle cry, "The more freedom you provide responsible people, the better they will perform," said Christiansen, who often wears jeans and a sweatshirt to work.

Christiansen, who started the company from his dining room table in 1973, has fashioned the company’s workplace polices on the Golden Rule.

"If you need a vacation, take a vacation," he said, adding that the company provides free lunches on Thursdays, gives two weeks off at Christmas, one week off at the 4th of July and, in general, tries to support its workers.

Christiansen is convinced the new style has contributed to the company’s success. The average stay of an employee is about 10 years, and annual revenue is approaching $10 million.

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