"Human Resources Professionals Association of Ontario (HRPAO) shapes organizational excellence. Our vision is to be the premier HR association in Canada sought out for knowledge, innovation and leadership"Fifty-seven year-old John Doe may soon find himself a winner in the job-seeking race instead of being a traditional underdog, thanks to changing demographics. 

Survey finds tenure in past jobs important factor in hiring decisions

TORONTO — Chronic job hoppers may bounce themselves out of consideration for future opportunities, a new survey of chief financial officers (CFOs) suggests. Eighty-eight percent of CFOs polled said the length of time a candidate has spent with previous employers is an important factor when evaluating that person for a position with their company.

The survey was developed by Robert Half Finance & Accounting, the world’s first and largest specialized financial recruitment service. It was conducted by an independent research firm and includes responses from more than 270 CFOs from a stratified random sample of Canadian companies with 20 or more employees.

CFOs were asked, “How important a factor is the length of time a job candidate has spent with previous employers when evaluating the applicant for a position with your company?” Their responses:

• Very important 43%

• Somewhat important 45%

• Not important 8%

• Don’t know/no answer 4%

Total 100%

“It’s not unusual for someone to change jobs or careers multiple times during his or her lifetime, but holding too many positions in rapid succession and without signs of professional advancement can be a red flag for employers,” said Max Messmer, chairman and CEO of Robert Half International. “Hiring managers places a high value on employee loyalty, in part because it is so difficult to replace top performers.”

Messmer noted that many job changes stem from a desire for greater challenge, which doesn’t always require changing employers. Professionals in this situation should look for opportunities within their own companies first, Messmer said. “Supervisors are typically receptive to matching valued staff members with assignments that allow them to expand their skills and grow.”

Encouraging staff top management challenge

TORONTO — Keeping “ideas people” inspired may require ingenuity on the part of their supervisors, a new survey suggests. When asked to name their biggest management challenge, nearly one-third (30 percent) of executives polled cited motivating employees. Finding qualified staff came in a close second, with 28 percent of the response.

The survey was developed by The Creative Group, a specialized staffing service that provides marketing, advertising, creative and web professionals on a project basis. It was conducted by an independent research firm and includes 250 responses — 125 from advertising executives and 125 from senior marketing executives.

Advertising and marketing executives were asked, “What is the greatest challenge you face in managing your team?”

Their responses:

Motivating staff 30%

Recruiting qualified staff 28%

Training staff 14%

Retaining staff 11%

Resolving staff conflicts 7%

Other 7%

None/don’t know 3%

Total 100% 

“Motivating and recruiting staff are two closely related tasks,” said Dave Willmer, executive director of The Creative Group. “Managers who hire top-notch talent may find these professionals are naturally enthusiastic on the job and don’t require frequent coaching.”

Yet even the most self-motivated professionals need to be encouraged and rewarded from time to time. Willmer noted that there’s no one-size-fits-all formula for keeping staff engaged. “The best managers are well attuned to their employees’ work styles and tailor their motivational strategies to the individual,” he said.

Following are four common personality types and ideas for keeping them inspired:

Steady Sam consistently delivers results but outwardly doesn’t show a lot of ambition. Sam thrives on routine and rarely takes on assignments that fall outside his or her typical job duties.

Motivation strategy: Because this person prefers stability over change, give plenty of notice about deadlines and help him or her prioritize tasks when new projects arise. Sam avoids the spotlight, so share compliments in person rather than before a crowd.

Assertive Ashley thrives on competition and has an eye on the corner office. This person values status and will work hard for promotions.

Motivation strategy: Since Ashley works in a win/lose world, competitive terms like “outsmart” and “surpass” will inspire action. Let Ashley know how to get to the next rung of the career ladder, and provide him or her with high-profile, challenging projects.

Personable Pat is warm, gregarious and friendly. Cultivating positive professional relationships and seeking approval from co-workers are priorities.

Motivation strategy: Work is a social occasion for Pat. Capitalize on this person’s friendly disposition by letting him or her organize team-building activities. Because Pat aims to please, offer meaningful praise, and always pass along kudos from clients or team members.

Artistic Alex thrives on producing quality work and leans toward perfectionism. Alex tends to value interesting assignments over prestigious job titles and compensation.

Motivation strategy: Provide Alex with projects that require creativity and an eye for detail. Enter Alex’s work in industry competitions and give him or her time to fine-tune assignments.