Staffing and Recruiting

As the father of five children, including two daughters, I have always paid close attention to the imbalance between the number of men and women in leadership roles. Despite a significant amount of attention that this issue receives, the fact is that things haven’t changed much since I founded St. Louis Staffing twenty years ago. According to the recent World Economic Forum’s Global Gender Gap Report 2016, progress toward gender economic equality has slowed. In fact, the U.S. has now dropped in rank to 45th place, from 26th place ten years ago.

Those of us who work in the staffing industry know that branch offices appear to have a majority of female employees. But this does not translate to high numbers of women in leadership positions. According to Staffing Industry Analysts (SIA), “women comprise only 6% of board seats at the 27 public staffing firms in the US.”

Though such statistics can be discouraging, there are ways to focus on the positive and on taking specific, concrete steps to remedy the disparity. For instance, SIA now publishes Global Power 100 — Women in Staffing List to highlight and honor the women who are making an impact on the staffing industry. In my own career, I’ve admired many female staffing industry leaders, including two locally: Bonny Filandrinos, President/Founder of Staffing Solutions Inc., and Lisa Nichols, CEO of Technology Partners.

I encountered an opportunity to shift the balance in my own company when I brought on a new Director of Marketing, Susan Martin. Two years ago, Susan joined St. Louis Staffing and quickly displayed great management skills in addition to her well-established marketing expertise. After only a year, I approached her about taking on the much bigger role of Director of Branch Operations. It was a risk for her, as she didn’t have direct experience in such a position. But I paired her with a consultant, Amy Bingham, now President of Instaff, who mentored her and provided training to get Susan up to speed in a matter of months.

Though I’ve been practicing mindfulness for several years, I still find it a challenge to remember the value of slowing down and pausing in the midst of a busy day. My company requires careful attention, and my customers and employees deserve my continued efforts on their behalf. Decisions with major repercussions need to be made, often quickly. All of that can add up to a hectic schedule with plenty of stress, and there is usually an equal amount happening on the home front, as well (especially with five kids!)

I find that taking what Tara Brach calls a Sacred Pause can not only save time in the end, but it can improve the odds that we are making decisions not only quickly, but wisely. In Brach’s bestselling book, Radical Acceptance, she makes a case for the way Sacred Pauses can open us up to new ways to respond that we hadn’t seen before.

If a boss storms into your office and unleashes on you, it might be your natural tendency to push back. Or, you may choose not to say anything and just let your resentment build up. Pausing to reflect on what you’re feeling and not reacting to your first impulse (whether it’s speaking out or avoiding) gives you a moment to consider what’s going on and then make a wise choice.

Whether it’s a conscious breath, an hour’s meditation, or a month-long sabbatical, pausing can help us reset. In the heated political climate that surrounds us, it’s more important than ever to react from a grounded place. As Brach says, “We may pause in a conversation, letting go of what we’re about to say, in order to genuinely listen and be with the other person.” The shift that’s created by a simple, intentional pause can help us be more present, more connected, and more confident of our choices.

Similar to a ‘gut check,’ a Sacred Pause can keep us safer, too. According to Gavin de Becker’s excellent book, The Gift of Fear, the mistake many people make that puts their safety at risk is ignoring the inner voice that tells them something isn’t right. If a woman walking down a dark street senses that the man approaching is a threat, it’s better to give her instinct full consideration than dismiss the thought. She may ultimately decide to cross to the other side of the street—or she may realize that her fear is exaggerated—but regardless, she will have acknowledged the voice inside her.

Whether your organization contains three people or three hundred, working together effectively requires that each person rely on and have confidence in the rest of the team. I’ve always found that the best way to build that trust is to keep communication open and transparent.

From an owner’s perspective, practicing open book management allows me to be straightforward and frank about expenses and revenue. I can make it clear, for example, that a marketing expense is higher than before because we’re investing in software that makes it easier for our salespeople to service their clients. My sales staff knows I’m behind them and that I’m spending the money accordingly. Even if, when times are tough, the information is negative, keeping team members informed cuts down on rumor and keeps people from guessing. It’s easier to endure difficult periods when everyone has a shared stake.

Openness helps in terms of personal interactions, too. Before staff meetings we always share good news, personal or professional, a tradition that not only starts things on a positive note, but helps team members to know a little more about each other. According to Patrick Lencioni, author of Overcoming the Five Dysfunctions of a Team, another way to build trust is to share information about past struggles. Doing so helps repair the natural tendency we have to attribute negative behaviors to another person’s character (while attributing our own negative behavior to circumstances). In other words, we tend to think others do bad things because they’re bad people, but if we do something bad, it’s because we’ve been put in a difficult situation. Teams can avoid this “by getting to know one another and understanding personal histories and personality tendencies.”

Remember when the economy was booming in the mid to late 1980s (or at least that’s how it seems in retrospect)? The current political climate aside, it’s enough to make a business owner want to turn back time. But the truth is, there were major economic challenges during the Reagan years as well; no era is free of its pitfalls. The advantage we do have today, however, is the ability to use better and faster technology to give us an edge. With the difficulties that the staffing industry faces in finding qualified candidates and maintaining a flowing pipeline of talent, the key to success may be making use of technology.

What better way to help free up our resources so that more energy can be spent focused on filling orders?

More and more staffing agencies are investing in new systems to track applicants and manage data. At St. Louis Staffing, we saw a gap in operations created by our antiquated system and began a yearlong process of researching and implementing an integrated, automated applicant tracking system that also took us paperless. It was a major commitment, but the new system has helped us to recruit and manage qualified candidates more effectively by streamlining the process. In addition, we can stay alert to candidate activity and benefit from analytics provided to improve our business. We can report on applicants in real time with integration to email platforms, which makes the recruiters more efficient and allows for more recruitment time and client relationship building.

Beyond the back office functions we take for grated, like payroll and billing, the software provides data that can show us which processes are working the best.

In fact, the software has more capability than we’ve been able to use. We have yet to take advantage of all its features, and we’ve discovered some new things that went beyond what we thought it could do. Every day we find out more about this new Ferrari we’re driving.

With the amount of online resources for job seekers, it can seem a little old-fashioned to show up at a job fair with a stack of resumes. But not only are job fairs a chance to meet directly with recruiters and apply for work at multiple companies in one day, they are a place to practice valuable interview skills and network for future opportunities.

Most cities and regions hold numerous job fairs, like the upcoming St. Louis Career Fair tomorrow, October 6. With a little preparation, you can give yourself an edge over other attendees and show up ready to impress. Here are my top 5 recommendations, based on the twenty years that St. Louis Staffing has been participating in these events:

Review the list of companies attending and research the ones that are most interesting to you. A quick Internet search will tell you the basics, and knowing a little about what they do will save you from sounding clueless when you talk to the recruiter. The last thing you want to do is ask vague questions that show you’ve got no idea what the company’s focus is. Instead of a generic, “What are you looking for?” you’ll be able to start strong with, “I know your company just went national. What qualities do you think you’ll need in the people you hire, given that you’re growing?”

Practice your elevator pitch. In a previous post I talked about the importance of briefly saying what you’re good at and what you’re looking for. You have to be prepared for the question, “So tell me a little about yourself.” Dress for an interview, bring a stack of resumes, and put your game face on. It may feel overwhelming to walk into a huge room full of people looking for jobs, but a job fair isn’t just about making an impression once. It’s about laying the groundwork for staying in touch with recruiters, even if you don’t get the position that day.

Make personal connections. That might mean other job seekers at the fair, who will be a source of information or networking (that person may get hired somewhere and provide leads to new positions), or it might mean a recruiter who seems friendly or interested in something you have to say. Allison Green, from the popular Askamanager.com, suggests, “If there’s one particular employer you’re especially interested in, try to stop by their booth right before the job fair ends.” It may be just the time, as things quiet down, for you to thank them and remind them of your interest in the position.

Follow up afterwards. In my previous post I review the dos and don’ts of emailing and sending thank you notes. It’s also important to fill out an application for the position online, even if you’ve submitted your resume at the job fair. Many companies funnel everything through their online systems, and it’s better to make sure your application is seen, rather than landing at the bottom of a pile. Be sure to mention in your cover letter that you attended the job fair, as well as the name of the person you spoke to.

One of the issues that job seekers frequently struggle with is how best to follow up after an interview. It’s difficult to walk that fine line between showing interest and being a pest, and in your effort to be persistent, you risk alienating the very person you hope to win over. As an employer who has conducted countless interviews, I find that most people follow up too little, rather than too much. But the question remains: how much should a candidate bug the person doing the hiring?

The best approach is to start the follow-up process when you’re still in the interview. Ask how soon the hiring decision will be made so you have an idea of their timeframe. If they are looking to fill the position immediately, you’ll know there’s a sense of urgency. If they are in the preliminary stages, you’ll understand if it takes a long time to get a response. Be sure to get the business card of the person interviewing you, and say, “If it’s okay, I’d love to follow up with you in a week or two.”

The single most important thing you’ll do after that is to write a thank you note. I suggest you do so within the first 24 hours so the meeting is still fresh in your mind. Reference particular details if possible, such as, “I enjoyed meeting you and talking about the company’s expansion. I’d love to be a part of such a dynamic and growing organization.” But even if there’s nothing unique to include, a simple statement of appreciation for their time and a reminder of your interest in the job is all you need. Regardless of what happens after, a hand-written thank you note on a simple, plain note card is the most concrete, classy and professional thing you can do. It will not only increase your chance of being remembered, it will have the added benefit of making you feel just a little bit in control of the process, which will only add to your confidence.

After you send the note, wait at least a week. That’s when you’ll follow up with an email to say, “Just wanted to say thanks again and follow up on the position. Please let me know if I can answer any questions. I’m looking forward to the possibility of working at The Company.”

I would suggest waiting at least two weeks after that, and then try to connect with them over the phone. Odds are you’ll have to leave a message, so just reiterate a friendly, “It’s Keith Jacob, checking in about the position and where you are in the process. Please let me know if there’s anything you need from my end.” Again, you could very well not get a call back. Remember that people making the hiring decisions are busy, and some companies have strict procedures when it comes to communicating with candidates, so don’t take it personally. Just as with writing the first thank you note, the undeniable benefit to following up is that you will feel good about the fact that you’re doing everything in your power to effectively run the business of you.

After a few weeks, it’s best to assume that the job went to someone else or that they revised their structure and shuffled people internally. What matters is that you keep busy looking for new opportunities—do not wait to hear back. There are a multitude of reasons why you might not have gotten the job, even if you were qualified. What’s most important is that with every person you meet, you are increasing your network and laying the groundwork for future opportunities.

From that point on, you should follow up after five or six months to keep in touch from a networking perspective. That’s when you’ll send a short, friendly email to the effect of, “I wanted to keep in touch and let you know I’m still in the job market if any positions become available,” or, “I wanted to let you know I’ve taken a position at Other Company, but I enjoyed meeting you and would love to keep in touch about any future positions.”

Working on your strengths is important, and in a previous post I talked about the need to spotlight strengths rather than weaknesses and how giving employees the opportunity to do what they are good at can keep them motivated. But there comes a time when a flaw interferes to the point that it can’t be ignored. Whether it’s a physical injury that sidelines an athlete or a mental lapse due to stress, these pain points are valuable signals that it’s time to pay attention and give those areas special focus.

Recently, I’ve had an injury to my shoulder that has kept me from engaging fully in my workouts. It’s frustrating to have to adjust my routine, but it doesn’t mean I have to sit idly by; even when football players aren’t in the game, they are continuing their physical training. They simply modify their workouts to support their injured areas rather than strain them. I’ve done the same in my case, scheduling sessions of physical therapy and forcing myself to be patient.

The same approach can be used for mental and emotional stress. It seems counterintuitive to suggest that focusing on something can help it go away, but there’s a different way of focusing, just as there is a different way of exercising an injured body part. The practice of mindfulness has taught me that giving something my full attention doesn’t mean I’m giving it too much power; in fact, its power often dissipates when I shine a light on it.

According to an article in the Harvard Health Blog, mindfulness can help you retrain your brain, not to forget your worries, but to think about them differently. The article quotes Dr. Elizabeth Hoge, a psychiatrist at the Center for Anxiety and Traumatic Stress Disorders at Massachusetts General Hospital and an assistant professor of psychiatry at Harvard Medical School, as explaining, “Mindfulness teaches you to recognize, ‘Oh, there’s that thought again. I’ve been here before. But it’s just that—a thought, and not a part of my core self.'”

When things have gotten stressful at work or in life, I may have felt sidelined, but I haven’t stopped showing up. I’ve stayed engaged with my company, my community, and my family. But I have made an effort to stop and acknowledge the pain, and then keep it in perspective. Noticing the pain lets me know where to do the work and the healing.

The process can feel like it takes an eternity, and it’s tempting to want to wish it away, insisting things shouldn’t be like this. As difficult as it is to not be fully in the game, it’s important to remember that it’s part of the journey. As top NFL quarterback Drew Brees puts it,“it is funny how you can look at something and say, for example with my shoulder injury, when it first happened I said this is the worst thing that could happen to me. Why me, why now? Now I look back and say it was probably the best thing that happened to me.”

Now that there are so many online networking opportunities available in addition to traditional, in-person, networking, it can be challenging to choose the ones that make the most sense. Remember that it’s a process and requires trial and error. Like trying on shoes, you can narrow down the choices, but you won’t know till you really get in there and use them whether they will be a good fit.

It’s helpful to pick just a few platforms to start with. Once you’ve decided on a larger, professional online network, like LinkedIn, and one or two niche sites in your industry, the best way to reap the benefits is to do exactly what you do when networking in person: make a connection. That starts with listening—or reading—and showing appreciation for others’ input. Comment on their blogs, thank them for information. Establishing a dialogue may seem a little pointless at first—after all, it’s just small talk—but that’s how you lay the groundwork for getting to know each other over time. For instance, let’s say you see a post that someone in your LinkedIn network has shared. That post wasn’t written by your connection, but by someone in your network, who you don’t know. But if you find it interesting and comment on it, you’ve opened up the potential to make a new contact.

Twitter conversations are another way to engage more broadly. If you follow a conversation about a current event, Twitter enables you to comment using hashtags, regardless of whether that person has ‘followed’ you. It’s a great way to reach people who share ideas and interests, rather than social circles. You can be connected to everyone talking about trending topics, like #NationalSandwichDay or #marketing. Hashtags.org is one resource for checking the top trending hashtags, so you can see which phrases related to your industry are getting the most engagement. Using those hashtags can help others to see your tweets and decide to follow you. The beauty of online networking is that you are not limited by geography.

Networking in person has the opposite advantage: you are in the room, which reduces your sphere, but allows you to make a deeper impact through a personal connection. Always remember you’re there to be of service. Even if you don’t have a job, you can help by listening and connecting that person to others. That’s what strengthens your community, and, eventually, you will benefit from it.

The great thing about approaching networking as a service is that it takes the pressure off. You walk into an event and focus on how you can help. There’s that person standing alone by the buffet. Go over and say, “Hi, I just wanted to introduce myself. How do you know Jim/How did you get connected this event.” Then ask him questions about himself and what interests him. Treat it like a possible new friendship rather than a business opportunity.

When the conversation turns to you, be specific about why you’re there and what connections you’re specifically looking for. This is a great time to give your elevator speech. Take your time. When you’re ready to wrap up, say, “Well, there’s someone I still need to get caught up with, but I really enjoyed meeting you.” Give him your card. Take his. After you walk away, it’s a good idea to make a quick note on the business card or on your phone so you remember specific details that you can reference when you follow up, such as Tall guy who went to Ohio State. Afterward, connect with him on LinkedIn. If your conversation went beyond “nice to meet you” into “Let’s follow up because I’d love to talk to you more about xyz,” then definitely follow up.

Even the best communicators can have trouble in high-pressure situations like interviews. But with a little preparation, you can put the focus on several key tasks, reducing your self-consciousness and nerves. At the core of these tasks is the essential idea that an interview is not a show where you have to perform perfectly to get approval; it is a chance to exchange information about yourself and the position.

Simple Gratitude A great way to start and end any communication is by thanking the other person. “Thank you for taking the time to talk with me today,” or “It’s good to meet you; I appreciate you for having me in” is an ideal way to begin and provides a nice transition as you settle down to talk. It may seem obvious, but knowing ahead of time what phrases you can use will help fill that awkward silence after the handshake.

Shining a Spotlight It may be tempting to launch right into a monologue about yourself, the job, or anything that comes to mind when you’re nervous. And if the conversation naturally flows, then you should let it. But at some point, you’ll feel the energy shift, and you will know it’s time to talk about why you’re there. That’s when you have the stage. But instead of freezing in the spotlight, think of it as a time for you to shine the light on something else: the main point you want to make clear: what is the most important thing you need the interviewer to know about you? If you’ve honed your elevator pitch it will be easy to pare down your message. Chances are, however, that you’ll need to tweak your pitch according to the specifics of the situation. Thinking about and rehearsing your lines, always with an emphasis on what you need the interviewer to know about you, is crucial if you’re going to communicate successfully. Ask yourself: what am I spotlighting in the short time I have?

Q & A Though you might feel the impulse to fill every silence, it’s important to create space for the other person to step into. Once you’ve taken the stage for a couple minutes, give the interviewer a chance to ask questions and get clarification. And ask some questions yourself. Have some written down that you want to bring up, for example:

What is the mission of the company? Or, what is the company’s/department’s main goal right now? What is the biggest challenge you/the company is facing? How would I, in this position, best help you with that challenge? If you were new to the company, what advice would you give yourself? Are there any concerns you have about this position or my ability to fill this role? How will the process go from here? Asking these questions makes it clear you are interested in the specifics of the job and are genuinely trying to add value, not just get hired. You’ll be bringing a folder and several copies of your resume with you at the very least, so put some extra paper in there for you to make notes on so that you can remember the responses you get later.

MIRROR THEIR LANGUAGE Much has been written on the effectiveness of mirroring the gestures and body language of the person you’re speaking to. In fact, it’s natural for us to do so, as it creates a bridge and puts the other person at ease. Similarly, using another’s choice of words is a way to make sure your communication is received and absorbed.

The more research you’ve done on the company, the easier it will be to integrate key messages into the conversation that reflect what they value. For example, if their marketing materials use phrases like ‘outside the box,’ you’ll want to mention the ways you’ve brought creativity to your past work experience. If you know the company’s culture is collaborative, you can emphasize the teams you’ve worked on. These subtle ways of conveying information are often just as important as the overt statements you make. Look at the language the company uses to craft your own.

One of the hardest things to do when you’re looking for a job is to sum up who you are and what you want in a brief conversation. But it’s also one of the most important things to practice if you want to capitalize on both official and unofficial networking opportunities. Whether you’re attending a professional event or a job fair, or simply chatting with another parent as you drop the kids off at soccer practice, it’s crucial that you be able to tell people your story clearly and concisely. Generally, you should be able to give your pitch in about the time you’d spend talking to someone during a ride in an elevator, about 30 seconds.

The first step in crafting your elevator pitch is to think deeply about what you want in the near and far future. See our past post, Crafting Personal Vision and Mission Statements, for specific advice. The general format is to sum up what you’ve done, what you are looking for now, and what’s positive about this endeavor. Don’t be discouraged if this takes a lot of effort to get right. Advertising executives know that one of the hardest things to do is to distill a message into a short communication. Once your pitch is crafted, it will seem natural and effortless, but there is a great deal of work that has to take place ‘backstage’ before you present it to your audience.

When mixing with groups of people at networking events or parties, it’s best to be up-front about the fact that you’re currently seeking employment. After all, job seeking is just part of your career path, and everyone else has to deal with the same thing sooner or later. When someone asks what you do, you can respond, “I’ve just graduated, so now I’m in the thick of the job search,” or, “I’ve worked in advertising for a number of years, and now I’m actively looking for a position in marketing.” The other person will inevitably respond with more questions, and you then have the opportunity to clarify what specific positions you’re applying for. This is when your preparation pays off. If you’ve clarified your vision and mission, assessed your strengths, and researched the field of companies and careers, you will be able to answer in a confident, simple way.

As you study these sample elevator pitches, think about how you might condense what you’ve done, what you’re best at, and what you want:

“I majored in finance in college, then did some internships in politics, and now I’m looking for a position in the staffing industry. I feel lucky to have had the chance to work on Capitol Hill, but I also realized that wasn’t the path for me. I’m interested in using my communication skills in a job where I get to interact with a lot of people, and even help them on their career paths.”

“I’ve spent the last twenty years working in real estate finance, from investment banking to developing properties, so I have a great deal of experience on all sides. What I’m most interested in now is using my skill set to assess real estate deals for a Private Equity firm. I enjoy using my expertise to create value in the real estate industry.”

As with many aspect of the job search, finding good professional references can seem like an overwhelming task. But viewing it as part of the larger practice of networking can make it both more manageable and more meaningful. After all, how you relate to co-workers, managers and others can not only impact whether you are hired for your next position, but those contacts can be extremely valuable in other ways if you keep in touch and express appreciation for their help.

At St. Louis Staffing, we are always dismayed when a candidate fails to produce references. Even someone right out of school should be able to refer us to a professor who can vouch for him, or a supervisor from a summer job. Contingent workers, too, can establish relationships with managers who they can use as references, even if their assignments were brief. The key is to look at finding references as a long-term skill, which is an essential part of the art of networking.

Start by establishing a rapport with current co-workers. Keep contact with them even after you (or they) leave. Let them know you’d love to be able to use them as references in the future, and you’ll do the same for them. Consider using colleagues from volunteer jobs as references if you don’t have any from the professional world. The point is not whether or how much you were paid, but the leadership you showed, as well as your ability to collaborate with others.

Former bosses can be great references, even if the job ended prematurely. If you gave two weeks notice and made sure to leave on a positive note, thanking them for the opportunity, there is no reason they can’t vouch for your professionalism and work ethic. Even if you were let go, it might be worth contacting your former employer and asking her if she can provide you with a reference. Be clear with her, in as polite a way as possible, that though it didn’t work out, there were many positive take-aways, and you hope that she can convey those positives when asked about you. Some gentle reminders can help, along the lines of, “I respect the fact that you felt I wasn’t a good fit for the position and you had some concerns about my abilities, but I hope that you’ll be able to talk about my assets as well—I remember that you were always pleased with my enthusiasm and willingness to take on additional tasks.”

Last week, I wrote about staying nimble as an organization and shared some of the advice I often give clients, which we need to be sure to follow at St. Louis Staffing as well. With the current shortage of workers in the United States, however, I believe this topic could use some more attention. It’s vital that companies understand how to make the best of an inadequate supply of talent and collaborate effectively with staffing firms to minimize the impact.

It’s not only necessary to act quickly to hire and retain available workers; it’s best to respond the same day. We suggest that our clients give us feedback on submissions almost immediately, or risk losing those candidates to other opportunities. Furthermore, we make sure to reinforce to our clients the reality that there are fewer options to choose from. Staffing firms like ours are scrambling to find available talent, so there simply can’t be the expectation of having numerous options. It’s an adjustment that is difficult, but necessary in the current economic climate.

An additional concern is the high turnover of workers, requiring companies to be aware of the need to pay competitively. The fact is, wages have been stagnant the past five years, and that has to change if we’re going to hold onto our talent. According to a recent survey by Randstad USA, “Despite the signs that companies may need to increase salaries to recruit and retain top talent, most have kept their wages the same. Only one-third of companies have increased their salaries in the last 12 months, while six-in-10 companies (60 percent) have kept them the same as they were 12 months ago.

In an economic climate in which workers have multiple offers, it’s more important than ever to pay them fairly. We recently had a client lose a worker because they tried to avoid paying him his full overtime. Beyond the ethical issues, such a tactic ensures that workers end up unhappy and go elsewhere. Ultimately, it is detrimental to the bottom line of the company to cut corners if it means they can’t retain their talent.

This is a difficult time for many industries, but the good news is that collaborating with a staffing firm can minimize the struggle to find workers. Be sure to follow their advice, though. According to Amy Bingham of Bingham Consulting, “If your staffing provider indicates the position requirements are too steep for your company’s budget and the market commands a higher pay rate for that role, you have two choices if you want your position filled: raise the pay rate or eliminate some requirements.”

We’ve known for some time that there would be a shortage of available and qualified workers in the U.S., but now that the effects of that shortage are being felt in our industry, I’ve had to take a closer look at how St. Louis Staffing can be more nimble as a company. It turns out that some of the changes we’re implementing in order to adjust to the low supply of workers is advice we’ve been giving customers. We just needed to follow our own wisdom in order to adapt.

The first thing we tell our customers who are seeking to hire right now is to act quickly. In a candidate-driven market, there are usually plenty of options available to the candidate. Though we’ve long supported the use of systematic processes and careful vetting to reduce the chances of making the wrong hire, which can be even more expensive in the long run, there simply isn’t that luxury right now. In one recent addition to our staff, we sped up our procedures and made the offer in a matter of days rather than weeks because we knew there was significant competition.

The key when working quickly in hiring is to pay careful attention to onboarding. The shorter the acquisition process, the more important it is to be vigilante about monitoring the first 30, 60 and 90 days of employment and to stay ahead of any corrections and clarifications that need to be implemented. If you alter one process, you have to put another in place; it’s all a balancing act.

The other significant piece of advice we’re giving customers is that it’s necessary to look at the bigger picture and incentivize workers accordingly. In a market where candidates have multiple options, it simply isn’t possible to expect them to work for the same low wages. Though it may be difficult to increase pay rates, the advantages of worker retention and quality will outweigh the disadvantages in the long run. It has always been our belief that people have a right to a living wage, and the current economic trend toward higher pay seems to reflect that.

It’s not always easy to heed one’s own advice, of course. Melissa Dahl, writing in New York Magazine, shares the perspective of behavioral economist Dan Ariely that when we give other people advice, we see the big picture. “It’s much easier to identify the most rational option,” writes Melissa, “…when you’ve got an outsider’s vantage point.”

When you’re unemployed or underemployed, it’s easy to get discouraged and focus on what’s keeping you stuck. Maybe there are very few opportunities in your field, or the ones you pursue never lead to a call back. Maybe you don’t have the required degree listed in the job description, or you’re told you’re overqualified—they need someone more junior who will be willing to take orders. Regardless of the reason, it’s times like these when the critical inner voice becomes the loudest—right when you are most desperate and in need of support.

Take a moment to imagine some of the things you might say to yourself in such a situation. “You’ll never be considered for a position like that,” or “You should have gotten your MBA,” or worse. Whatever it is, now imagine someone standing next to you and saying those same things. At the very least, you’d walk away. I mean, what’s the point of listening to that kind of negativity? Unfortunately, such negativity is usually found inside one’s own brain, and it’s not so easy to walk away from that.

The fact is, learning to manage one’s negative thoughts is crucial at any point in one’s career, employed or not. As a CEO, I have my share of moments when I feel out of control over what happens in my work life. But through the practice of mindfulness I’ve learned how to make small but effective changes in my thought process at the most stressful times.

Let’s make one thing clear: I am no expert in meditation. I’ve simply taken mindfulness courses over the last few years and have spent time trying to apply what I’ve learned to my personal and work life. So what I do, I do very imperfectly. But that’s the beauty of the practice. It’s an effort to build habits of focused attention, awareness and compassion, without expecting any of those things to be done all the time. Or, if I do find myself expecting that kind of perfection, I notice the impulse and then move on.

In fact, mindfulness is so simple that children are perhaps best equipped to grasp the concept. As my four-year-old daughter explained the other day when I was frustrated about something, “Dad, you know what we do at school when we’re upset? We put our hands on our tummies and say ‘stop.’ Then we say how we feel. Then we decide if there’s something we can do to feel better.”

I had to laugh at her perfect synopsis of how a mindful pause can break the cycle of negativity. It’s admirable that children are being taught to practice these skills, as they are precisely the tools needed throughout life. One terrific book, Master of Mindfulness: How to be your own Superhero in Times of Stress, is co-written with a fifth grade class and illustrated to convey the concepts to kids. My favorite details is the ‘shark fin’ method suggested in the book of holding your hand up at your forehead like a fin and then lowering it slowly between the eyes and to the chin as a way of centering yourself.

There are as many ways to practice mindfulness as there are people, but for starters, the essential steps I suggest are: (1) pause and notice your breath; (2) breathing in, acknowledge the criticism and the feeling tied to it (for example, “I’ll never get a job! I feel fed up and hopeless”); (3) breathe out and focus on releasing the breath and wishing yourself well, as you would a friend.

What I’ve found is that taking such a pause interrupts the spiral of desperation that can sometimes take over in times of stress. Only then can I think clearly about the next right action to take. If I forge ahead without a minute—or ten—of mindfulness, I find myself making decisions from a more grasping place. By tapping into a degree of acceptance, even for a moment, I actually put myself in a better position to take effective action.

Two of my children qualify as “Millennials,” and that may make me a little biased, but it also puts me in a position to comment both from a perspective as a parent and as a person who hires and manages people from that infamous generation. Speaking from experience on both fronts, I don’t think Millennials deserve the bad rap they get.

Millennials are considered to be the generation born between (roughly) 1982 and 2004. While it’s true that some of them can be self-involved, overprotected and entitled, the same can be said of a fair number in my generation. I remember having delusions of entitlement myself when I graduated from business school at St. Louis University. I thought I’d immediately be handed a high paying job where I got to sit around and direct people at the ripe old age of twenty-one. It didn’t take long for reality to set in, as it usually does.

It is certainly the case that more Millennials are living at home (according to the Pew Research Center, “In the first third of 2015, 26% of Millennials lived with their parents“). However, though employment has rebounded since the recession, wages have not yet returned to 2008 levels. The economy they’ve come of age in has shaped many of their choices, including their understandable caution about getting into the housing market.

Millennials’ love of technology is undisputed, but in addition to their obsession with social media, there is an enormous upside to their being the first digital natives. They get tech, and the need for businesses to embrace technology has never been greater. According to a survey from Ernst and Young, more and more people believe Millennials are the right generation to lead businesses in the next ten years, and much of that has to do with their facility with tech.

We’ve all heard stories of helicopter parents and the resulting over-sensitivity of Millennials. There are plenty of reports in the news about college students (or their parents) complaining when professors don’t announce ‘trigger warnings’ before teaching a class with language that may be upsetting. The writer Bret Easton Ellis even called them “Generation Wuss.” But the Millennials I’ve hired have been very hard working, not wusses. And they have generally been more fair-minded, diversity-oriented environmentally conscious than many of my peers.

If Millennials are overly aware of the words and stimuli surrounding them, perhaps it’s because they have been exposed to far more input and feedback. In my generation, kids could leave most conflict and ‘drama’ at school, walk away from the phone (a landline, of course), and have eighteen hours to let tensions dissipate before going back into the fray. Millennials are never disconnected, and that may cause them to be overly responsive.

With virtually unlimited access to information and the rise of the sharing economy, Millennials do have different expectations. They prize access rather than ownership, and they take for granted the ability to connect with anyone, no matter how powerful, via Twitter and other platforms. That could lead some to trample protocols in business in ways that seem unorthodox or even disrespectful to chain of command. But it also means they don’t see the limits we used to. They are not bound by the same constricts, and that’s often what precedes innovation.

It’s true the managing different generations takes getting used to. But I would argue that that’s true of managing individuals. You have to find out what makes them tick.

Whether you’re graduating now or three years from now, there are several important ways for college students to position themselves for the job market ahead of time. As President and CEO of St. Louis Staffing for almost twenty years, I’ve put thousands of people to work in diverse industries. Now, with two of my kids about to enter the workforce, I’ve narrowed down the wisdom I’ve accumulated into advice specific to college students:

Get Involved and Get in Front—whether you volunteer for a food bank or you prefer to socialize at your fraternity, it’s crucial that you engage with groups of people and that you take on responsibility within those groups. Look for ways to assume leadership positions, even it means being on a committee to organize a party. Every time you get out in front and pull, you are adding a qualification to your resume. Those are the activities that will set you apart as more than just a passive member of an organization. Co-chair a car wash fundraiser, offer to take notes as secretary of a meeting, volunteer to train newcomers to a club. It may not seem like much, but it adds up, and you’ll be able to list specific ways you contributed on your resume. Most of all, joining such groups is also the best way to begin building a network you can tap into in the future.

Seek out Mentors—mentors are everywhere, from the Teaching Assistant in your favorite class, to the staff at the Career Resources Center, to your good friend’s dad, who works in the industry you’re considering. These do not have to be formal mentor relationships in order to provide you with direction and support in the future. Just get to know people who have gone before you, even if you’re not sure what field you’ll end up in. Once you’re in the job world, it will be extremely valuable to have the guidance and recommendations of people who have watched you develop. Keep in mind that most people love to help; it feels great to be in a position to do so. Having said that, never ask someone for information that you could get yourself, like, “What are some internships that are available in your field?” That’s the kind of thing you can look up ahead of time. A better approach would be, “I see that there are x, y and z internships available for graduating seniors. Do you know anything about those or other opportunities?”

Apply Early and Often to Internships—with competition tougher than ever, it’s important to be organized and on schedule when applying for internships. Research opportunities online, at job fairs, through the Career Resources Center, and by asking around. Keep a spreadsheet of all the options, and be sure to record contact information and important dates, like application deadlines. Don’t forget to look into internships that happen during the school year as well. And consider creating an opportunity where there might not be one already. For example, if you have a contact at a small business, offer your services to them as an intern, even if they haven’t used one in the past. If you are offered an unpaid internship, consider how that might work. Can you make money with a second job, or by asking your parents to help subsidize you temporarily?

Say Yes to Interviews—even if you’re not sure you want the position, going on the interview will help you hone your interview skills. Accumulating experience in pressure situations where you’ll be asked questions about what you want to do and what you’re good at is the best way to get better at interviewing—and to get clearer on articulating your goals and desired career path. When I was first out of school, I had an interview as a sales rep to sell feminine hygiene products to grocery stores. I knew I didn’t want the job, but I put my best foot forward, as always, and gained valuable experience by taking the meeting. In my current position as an employer, I have interviewed people who I have not hired—but who I have been impressed with and offered to introduce to others in my network. So keep saying yes and building experience and relationships. Get Help with Your Resume and LinkedIn Profile—a professional resume and complete LinkedIn profile are essential to making it past the gatekeepers. When filling out your resume, always tell the truth, provide as many details as possible (numbers are great—such as “Co-chaired annual fraternity fun run, which was attended by 500 people and raised $1500 for local charities,” and be creative about highlighting leadership roles. For example, if you didn’t have significant work experience, but were captain of your sports team, emphasize the sports. Show your resume to several people for feedback. Find an English major who will review it for formatting and spelling. I’ve written in detail about how to build a strong presence on LinkedIn [LINK], but remember that it’s wise to enlist the help of trusted advisors to make sure you’re presenting yourself well. Remember to actually use LinkedIn, as well. Follow groups you’re interested in that are relevant to your network and your desired career. And schedule times to update your resume and LinkedIn profile regularly, like over winter break. Even if you don’t think you’ll need it right away, it’s easier to make notes on your resume while the information is still fresh than to wait until you’re about to graduate.

When did you last Google yourself or update your profile on LinkedIn? Whether you’re job hunting or gainfully employed, you should be regularly checking and maintaining your online persona.    It should be complete, relevant and consistent between platforms. You wouldn’t send a recruiter a half-finished resume or a business journal a half-finished bio, so make sure that you’ve carefully completed your online profile. By filling out each section you’re maximizing your chances of showing up in search results.

Beyond LinkedIn, which I talked about in depth in my post, there are thousands of platforms, networks & forums where you can create a profile. Choose three to start with: one large professional networking website (in addition to LinkedIn), one niche forum or network relevant to you, and one other ‘personal outlet’ (e.g. a blog or twitter profile). So, if you’re in sales, the large networking site you might go with is data.com. Your niche forum, assuming you’re in medical sales, could be medmasters.com. For your personal outlet, you can join a Facebook group for medical sales professionals.

The idea is to spend time thinking about how you want to be perceived. Between Twitter, Facebook, LinkedIn, blogs and message boards, our names, profiles and resumes are out there for the world to see. Once it’s on the Internet, it can never be deleted. An employer or customer can learn a lot about you in just a few minutes of surfing the web. What do you want them to know? It might be time to take down those Facebook photos of you drinking shots at your high school reunion.

The wide variety of platforms allows room to be creative, but keep every profile relevant and appropriate to the situation. The most important guideline is that your creative use of social media should be organic to you. Just because someone else can pull off putting her face on a billboard and saying “HIRE ME” doesn’t mean you can. Maybe what’s more your speed is taking that love of books to a new level by sponsoring a reading by a local author and inviting the CEO, who you know is on the board of the Library Foundation?

It can be overwhelming to think about the multitude of ways to use social media platforms, but if you discipline yourself by focusing on just a few of them, you can reap the benefits of these tools. Hootsuite is a great app that allows you to schedule posts or post to several platforms at one time. So if you want to share an interesting article about your industry, you can send it out to Facebook, Twitter and LinkedIn at once.