Don’t worry about the people who will abuse your company culture

Perhaps one of the biggest concerns businesses have when I talk to them about building a good company culture, is that they think SOME of their employees are going to abuse it.

I get that.

The business world is tough and unforgiving. If your employees start abusing your culture and become less productive, your clients don’t care, your investors don’t care and ultimately if your company can’t deliver, the market will punish you for it.

But stopping yourself from creating the best culture that MOST of your people are going to love and thrive in, just because you’re worried that a small handful of people may abuse it, is not a good strategy.

Your good people are not going to abuse it, in fact, it will energise them and make them more productive. And the bad ones only make up a small percentage (maybe 10%) and are going to find a way to do bad things, whether or not you try to have a good culture.

I’ve made the mistake of introducing rules (that “damaged” our trust-based culture) just to control bad behavior but in the end, only the good people get punished, and the abusers still found different ways to bypass those rules.

Create and defend your company’s culture for your good people, do what you can to help them succeed, and those who abuse your culture will soon find that they don’t fit in.

digital recruitment

Top Digital Recruitment Concepts

We successfully completed WOBB’s first ever Digital Recruitment Training recently, and it’s exciting to see such a forward thinking group of HR folks who want to understand the future of recruitment.

The subject is a really big one, and I believe someone can be doing this for months and still be considered a “junior”. But I will try to give my top digital recruitment concepts that I believe are the foundation of this topic.

1) Your candidates won’t “walk pass” your career page

In the physical world, if you set up a shop, people will walk pass your shop, and potentially visit or buy something.

In the digital world, it doesn’t work like that. No one will walk pass your website by chance, unless they are already looking for you. You’ll have to know how to set up channels to drive your targeted audience to your website.

The most common channels are: Search (Google), Social Media (Facebook, Linkedin, Instagram), or Direct (people directly visit your website because you’re promoting it in the physical world).

digital recruitment

2) Think of recruitment as a funnel, much like how sales and marketing people think of it

Typically when I meet HR folks, I often hear their frustration about how many irrelevant applications they get when they advertise their jobs, and constantly talk about the need to a better screening process from job portals.

But it actually doesn’t solve the problem for them. Even after screening all these irrelevant CVs, they won’t enough good ones to invite for an interview. So the REAL problem is that good people are not applying to their jobs.

Employers, should instead take a step back and start thinking about how to market their company as employer to attract good talent to even apply to them in the first place.

The digital recruitment funnel

In order to start marketing your company, you’ll need to decide on a clear employer branding message. Are you positioning your company as a prestigious employer? Or an employer that cares about social impact? Or are you positioning yourself as an employer that treats their staff like family? Be decisive and clear on the message.

3) Create digital assets (content) around your employer branding message

Once you’ve decided what the message is, start creating content in the form of digital assets such as videos and photos that share that message in the digital world.

I use the word “asset” because as you know anything that goes on the internet stays there forever! So your work is never wasted, it will stack and compound, and over time, the internet will be filled with digital assets of your company sharing that same employer branding message.

If you contrast this, with say, spending time having a booth at a university to promote your company, that effort disappears after the booth is gone.

This is why digital recruitment is so powerful. All your work creating your company’s digital assets is never wasted and keep stacking up.

This is why digital recruitment is so powerful. All your work creating your company’s digital assets is never wasted and keep stacking up.

4) Push your digital assets across multiple channels

Whether it’s your company’s own website, on Linkedin or on an employer branding job portal like WOBB, start posting all these digital assets everywhere.

digital recruitment

There are various tactics how you can post effectively in different platforms, as the audience behaves differently on each of them. There are many resources from the digital marketing world that you can refer to in order to decide how best to optimise your content on these different social platforms. Here are some basics:

Google search: Your audience find you here because they are searching for something, therefore there is an intent to take action. Think about how your candidates might be looking for you. What do they see on the first page of Google when they search your company name?

Social media: Your audience is browsing social media not because they are looking for a job, therefore if they find your content, they are basically “discovering” it. Take a less direct approach to promoting your job vacancies is important here to not throw off your targeted candidates.

You can also join WOBB’s digital recruitment workshop (which I train personally) to get deeper insights, include how to make content viral, how to be a digital headhunter on Linkedin and how to screen candidates automatically using technology.

employer brand

How to speak to your CEO about employer brand

I’ve attended so many HR events where HR leaders talk about the importance of building a great employer brand, treating your employees right, and about investing in attracting Gen Y. At the end of the event, everyone feels so inspired, people are patting each others’ backs, telling them what great ideas they have, and what an amazing job they are doing.

And then these HR folks go back to the office to share some of these ideas with their CEO and guess what? Their CEO doesn’t care.

To their CEO, all this sounds like HR fluff. “Just try to hire the right person with the least costs”. That’s all the CEO cares about.

So while it’s great we are talking about these things at HR events, it’s important to realise that we don’t want to be in this little bubble that we have created for ourselves, talking about the importance of a good employer brand, when their CEOs are not even listening.

Will your CEO care about employer branding?

So now I am going to attempt to answer a question I get asked most commonly – “How do I get my CEO to care?”

As someone who is running his own business, and also passionate about having great talent, I can share with you some ideas on what your CEO might care about and how you can position employer branding in a way that he or she can relate to.

1) Money

“How does this help us make or save money?”

Let’s face it, it’s easier to get the attention of your CEO if they can relate it directly to whether this helps the company make or save money. So let’s start with money.

Does building a great employer brand help your business make money?

Well, if the nature of your business requires a strong sales and marketing team, then you could say attracting the best talent in sales and marketing helps the company make money. That reasoning, though, may not work for many companies, and may feel like a bit of stretch.

But building a great employer brand would definitely save your business money.

With an attractive employer brand, backed up an aligned recruitment process, companies are able to recruit the right talent, make less hiring mistakes, get better people that fit the culture and ultimately creates an environment that these talents will thrive in. Your staff retention will improve significantly.

What happens when staff retention improves? You’ll spend less time and money on recruitment, less money on headhunters, and less on training and onboarding new employees (not to mention, having less stress and more sleep!).

And the “returns” you get on your employees will improve immensely the longer they stay with you. Employees that stay long will start to have a sense of belonging, become more dedicated, and the momentum they create while being in a job for a long time will mean that they spend less time learning, and more time contributing back to the business.

They spend less time learning, and more time contributing back to the business

2) Competitive advantage

“How does this give us an advantage over our competitors?”

Some companies greatly rely on the quality of their talent to succeed, and creating a company with great culture will give you such a huge competitive edge. This is especially true in these situations:

  1. When you work in an industry where there are only a handful of key competitors. In situations like this, companies aggressively compete with each other for the best talent, and so it makes sense to build a great employer brand to attract the best talent.
  2. If you’re in a service based industry, then there is a direct correlation between the quality of your talent and the service your customers receive. This is also an industry where customers don’t choose companies, they choose the people they want to work with. This includes audit firms, law firms, management consulting firms etc.
  3. If you’re in the creative industry where having the best creative talent helps generate great ideas and is key to your company securing customers and projects.
  4. If you’re in innovation and technology, where your products are intangible and you rely on your talent to design, develop and deploy your products. Having the best people will translate directly to the quality and innovation of your products.
  5. If you’re in a heavily regulated industry with complex products, such as financial services, where you need great talent who understand these products and also keep the company compliant.

In many cases, your CEO may be able to relate to how building the right employer brand to attract great talent will give your company a competitive edge.

3) Organisational transformation

“How do we get our people to be more productive?”

There are also situations where your CEO is frustrated at the productivity of the existing team, and is constantly trying to drive this productivity with the existing workforce, with little results. Some will soon realise that organisational transformation is what is needed, and that will involve rebuilding the team from scratch and hiring the right people, while allowing some of their existing poor performing staff to leave.

For this to succeed, your CEO may realise that having a clear employer brand and building the right culture is the key ingredient as the company goes through this painful but much needed organisational transformation process.

4) Fear of failure

“How do we future-proof our company?”

There are many companies out there who have been in business for many years, had a core group of people that successfully built the business with them. They never used to have talent issues, but for some reason, are noticing that they struggle to attract and retain new younger talent.

And this is a huge concern for some CEOs because they are starting to notice their aging workforce and realise they need fresh talent to keep their company going and that business will fail if they do not solve this problem soon.

This is a huge concern for some CEOs because they start to notice their aging workforce and realise they need fresh talent

Not every CEO can relate to this because they  are just thinking about stability and keeping things as they are. This is clearly a mistake though, as not wanting to change to adapt to the new reality is exactly what will cause the business to fail.

What you can do now

Often, because your CEO may have achieved their success without having to think about talent too much in the past, some may not understand why this is important now.

So I hope this post can help make your job easier, by giving you ideas about the issues that will catch the attention of your CEO, and how you can relate this back to the importance of investing in employer brand, which will ultimately help you attract and retain the best talent.

Interview Questions I Ask Every Candidate

After speaking to many SMEs in Malaysia, I’ve found that SMEs don’t have access to good interview training, because with limited resources and infrequent hiring, this seems like a low priority for them. Yet, in small teams, reducing the amount of bad hires is critical to the success of an SME.

Many large corporations, who are already advantaged by having a bigger brand, have excellent interview training programs to help them screen candidates that are interested to join them.

So I thought I would write down a list of some of the most important interview questions every company should ask a candidate that is interviewing with them. I would like to emphasise that these questions are based on my style of interviewing, but built across many years of interviewing top professionals in the industry combined with international standards of interview training.

You should ask additional questions depending on how the interview goes, but to have a fair and consistent assessment of every candidate, you will need to have a standardised interview question list as a base.

You can decide to word these differently, or to take less direct approaches to finding the answers to these questions, but I believe it’s important to ask them.

But first, understand the candidates’ interview mindset

One thing to understand when going into these interviews is to assume that the candidate will be trained to be their best self during the interview. This means that they will already know how to sell themselves well, and perhaps hide any weaknesses they may have. This is okay. In fact, it’s good.

What if it was the reverse, and the candidate didn’t bother preparing their best self for the interview? That is also a sign of how they will approach their work – lazy, unprepared and not in their best self.

Therefore, don’t have issues that candidates will prepare for their interviews and will have answers planned. What you do need, however, is to learn how to uncover the “real” them, to uncover the real reasons why they made certain decisions in their career, so you can assess if they are the right hire for you.

“A man always has two reasons for doing anything: a good reason and the real reason.”
J P Morgan

What follows are the questions I typically ask every candidate, along with what goes through my mind as I ask them. And here’s the first question I use to kickstart almost every interview:

1) Tell me your story, from your education until where you are today

While many employers prefer a more general “Tell me about yourself” question, I find that question to be a bit too open, and often an unfair way to assess a candidate. Some have trained well to give a concise, work related answer, and many often do not. Asking this question would favour those that have prepared for this question well, yet it doesn’t help you uncover whether they are the best person to perform the job.

I believe a better question is to follow through what’s on their CV, right from the beginning, which is their education. I typically start at university level, which can give you some insights on someone’s personality.

2) Why did you choose to major in this degree?

Whether you ask this question depends on the seniority of the candidate. You may not want to ask someone interviewing for a VP role why they decided to study Business 20 years ago (then again, that’s up to you). But typically for junior talent, this question is very relevant.

Assuming you ask this question, you can get insights on a candidate’s decision making process. Did they choose something because their parents told them to? Did they choose it out of passion? And if they could choose again, would they have chosen the same subject?

3) Why did you choose to join this company?

For every job that they choose to join, ask them why. This again, gives you insights about what motivates the candidate, and their thought process. At the same time, you can also pick up any red flags about a candidate’s personality through this question.

Weak answers may include:

“I joined because I was headhunted to join them”

Yes, but why? Just because you were headhunted doesn’t mean you have to join them. Dig deeper.

“I just wanted to try something new”

This is a potential sign that this candidate lacks drive and focus. You will rarely find an ambitious person choosing a new job (which impacts their long term career) as though they were choosing a weekend activity.

“They offered me more money”

This may or may not be a weak answer, because we all have to accept that people work for money, bills need to be paid too. If they say they joined for a higher salary, the next question you should ask is what was their previous salary, and what is their new one. If you find the increment to be significant (what you consider significant is up to you) and can understand why a candidate would move for such an increment, that’s acceptable. However, if you find the amount to be insignificant (say 10% higher), you would have to worry that this candidate would leave you for very little money in future.

Also, if you’re interviewing for a sales role, hiring someone that is driven by money may be a good thing. Just make sure they play well in a team.

4) Why did you leave the previous company

For every new job, ask them why they left their previous one. Again, here you are looking for clues about their decision making process and what motivates them. Their answers to this question also gives you some insight on whether they will be difficult to manage.

As a rule of thumb, if they consistently complain about or blame every employer they leave, this person is likely to have an attitude problem. Similar to question 3 above, test to see if you find the answers to be weak, and then dig deeper to uncover their true reasons.

5) Tell me about your work here at X company

This open question will give you an indication of whether they have the skills required to fill your position.

Some candidates avoid specifics by focusing on general results, such “My job is to sell XXX products to our clients. Our clients include company A, B, C, D etc”. This doesn’t really help you understand if they have the right skills for the job. How do they sell? Are they cold calling (therefore are skilled in phone sales)? Do they just respond to customer inquiries (therefore more customer service style of sales)?

If they avoid specifics, ask them to describe what their typical day is like, from the time they enter the office, until the time they leave it. Understanding what a candidate is actually doing on a daily basis will help you assess their actual skills

On a side note, I generally recommend giving a written case study instead that is relevant to the role the candidate is applying for. Present a common problem that the person in the role will typically have to face, and then ask the candidate how they would solve it. Give them a couple of days to complete the case study. This is a much better way to assess skill, but is also a great way to test how interested the candidate is in joining your company. After all, if they are not that keen, they either won’t complete the case study, or do a poor job completing it. Don’t waste time on candidates like this.

6) If we decide to organise training for our employees, what training would you like to have?

Not suggesting you have training, but isn’t this such a clever question to learn about a candidate’s weakness?

Every candidate will have a ready answer prepared for the over-used question “Tell me about your weaknesses”. But this indirect question lets you learn more about what they wish they can improve, and it focuses on their work skills, rather than personality.

And just because they have indirectly revealed their “weakness” to you, it does not have to be a problem. Just fairly consider if this weakness is something acceptable to you for the role they are interviewing for.

7) What brings you here today, why are you looking to move on from your current job?

Here’s where you bring it all together. After asking them why they left and join every previous job that they’ve had, you already have built an image of what motivates this person and their decision making process.

Now see if their answer to this question is consistent with that image that you’ve build in your mind.

Weak answers would include:

“I’m just exploring”(What goes through my mind) Sure, but what triggered you to want to explore?

“It’s been X amount of time, I think it’s time for me to look out”(What goes through my mind) Sure, but if you’re happy and progressing, why move for the sake of moving? What’s the underlying reason? Also, if you join us, will you be leaving us “just because it’s time”? This makes it hard for me to invest in developing you and building your career.

8) Apart from this job that you are currently interviewing for, what are you looking for generally as a next job?

I love this question as it almost always catches candidates slightly off-guard, as they are now put in a position to reveal what other jobs they are currently interviewing for and also surprised at how you can accept that they are interviewing elsewhere (some employers still have the mentality that if you want a job in my company, you should only be interviewing with me, and we all know that is actually very unrealistic).

Here you will learn if they are truly focused on a particular job or whether they are exploring very broadly. I have interviewed candidates who have admitted to me that they are interviewing for sales roles, marketing roles, admin roles or pretty much any role they can land an interview with. Whether or not you find this acceptable depends largely on the candidate’s experience level (if they are a fresh graduate, I suppose it’s common to explore), and whether this matters to you.

Conclusion

This is not an exhaustive list of questions, and often, depending on the answers the candidate gives, I frequently tend to focus on certain aspects of their career. And you may feel you have better questions that are more relevant to your style of interview.

Some will also notice that many of the interview questions I like to ask seems to focus on a candidates’ motivation and decision making process, and this relates back to my personal belief that a candidates’ attitude is what matters. Understanding what they care about also helps me understand how I can attract them to join the company if I find them to be the right candidate. This may not be your own belief, and you may want to focus your interview questions on other aspects of the candidate.

I recommend employers personalise the interview questions they prefer asking during an interview.

But what is most important is for employers to ensure that every interviewer is given and trained to ask a standardised set of interview questions you believe is important, with some sense of what good and bad answers are, to ensure consistency in screening talent.

derek toh politics at work

How to write job descriptions on job portals to attract talent

There’s a bit of confusion about how job descriptions should be written when you are advertising your jobs.

Most employers believe that in order to avoid an irrelevant candidate applying to their jobs, a job description should be an extensive document that captures ALL the roles and responsibilities of the job, along with a detailed list of every experience that the candidate should have before applying.

So if a candidate is irrelevant to the job, they will spend time reading this lengthy, detailed job description, realise they are not suitable, and then decide not the apply. And the candidate that fits the job will read the description and think “this is the perfect job for me!”, and apply to the job. Pretty sound logic right?

Not really.

Lengthy, overly-extensive job descriptions do not prevent a spammer from applying to your jobs (because they don’t really read the job descriptions anyway!), and in fact, causes a potentially good candidate to not apply to your job because of one of the following reasons:

  • The job description was just focused on the job, and didn’t really answer their question “Why should I apply for this job”
  • The job descriptions describes the “perfect” candidate, and a jobseeker spotted something a responsibility that they may not be experienced in doing. It may be only a small part of the job.

This idea leads to many poor decisions on how the job description should be written employers advertise their jobs. It’s the reason why many job advertisements are written badly, and fail to attract the right candidate to apply to their jobs.

It’s an advertisement to help you attract the right candidate to apply to your job. Therefore, stop thinking about this as a job description and start thinking about this as a job “advertisement”.

That’s it. It’s not a contract of responsibilities, you can sign that later when you actually hire the candidate. But when you first post that job vacancy, you need to be SELLING to the candidate, not keeping them out. Don’t think putting a long list of requirements is going to keep the bad candidates out, because the bad candidates probably don’t read your descriptions anyway, so you will get their CV regardless.

With that in mind, here are some guidelines that will have you craft an effective job description:

1) Keep it short

If you can’t capture what the role is about in three or four bullet points, you may not fully understand the job, in which case the candidate isn’t going to either. Less is more. Split it up into clearly identifiable sections, as a suggestion:

– Who we are (maximum 3 sentences, with information on what your business is about , the location and who they will be working with)

– Key responsibilities (maximum 5 bullet points, ideally 4)

– Requirements (maximum 5 bullet points, ideally 4)

2) Write from the jobseekers’ point of view

When describing the job, communicate from a jobseekers’ point of view, focusing on what they will find interesting. For example, if you are hiring an accountant, stating “you will be working closely with and learning from our company’s leaders to achieve our financial goals”, sounds much more interesting than “to submit the annual report by the required deadline, and to demonstrate good stakeholder management skills”.

3) Use simple language

Unless absolutely necessary, you should use simple language to describe what the role is about. Using big words only make the writer feel smart, and in most cases, does not actually help you filter out poor candidates anyway (remember: spammers don’t read job descriptions, you will only end up keeping a good person out). Your goal is to attract as many good applications as possible, even if they are not the perfect fit. So why scare applicants away with complicated language?

4) Inject some personality about your company

Write in a way that showcases who you are as a company. Don’t be boring. Tell a short story about your company and its’ vision, it’s people, or maybe just write the job description in a style that reflects the personality of your company.

I once saw a job description for a sales role that read “Your goal is to make money for the company so we can pay everyone and don’t have to eat maggi goreng everyday”. You could tell immediately that this company has a sense of humour, and may make a connection straight away.

Stuck? Here’s a simple trick

The key thing is stop thinking about a job description which you are posting on a job portal, as a contract of responsibilities. Instead, start thinking of it as a job “advertisement” i.e. you are using this to attract as many good applications as you can (don’t get distracted by the spammers, tell will apply to you job whichever way you write your job description).

If you are stuck in terms of how you would write a job description, try this. Ask the hiring manager “Why would a high quality candidate, that is already be employed elsewhere, be interested in this job?”. Be honest, and once you can answer this question, you can craft your job posting message around the answer.

 

derek toh malaysian fresh graduate

Malaysian Fresh Graduates Have Attitude Problems?

Here’s an interesting article that’s been going around social media recently about why many Malaysian fresh graduates remain unemployed. It seems, we can all basically sum it up to them having attitude problems. In fact, the article breaks this down into several key reasons:

  • Unrealistic salary expectations – RM3.5k to RM6.5k
  • Poor communications skills
  • Dreaming too big (it seems, if you are from a “small” university you should work with a small company)

Understandably, employers who agree with this are furiously sharing this article on social media, along with expressing their own frustrations with their experience of hiring Malaysian fresh graduates.

But many of the fresh graduates that I have interviewed or hired did not actually show such “bad attitudes”, therefore I am a bit confused. As a startup, our salaries are fairly modest. Yet we’ve hired many quality Malaysian fresh graduates. They are matured and capable. Their communication skills are good, their attitude is decent, and they certainly could work in any multi-national company, yet they are working in a small startup (are they dreaming too small?). Continue reading →

recruit malaysia

Recruit using Linkedin for FREE

Linkedin is a great way to recruit and approach passive candidates. Yet some employers tell me that they haven’t had any success or that response rates are poor. As someone that has successfully recruited passive candidates via Linkedin without the paid recruiter account (i.e. I’ve been doing it for FREE!), I believe it’s all about using the right technique to approach these candidates and this makes a big difference in how successful you are.

Here are 3 of my top tips to help you be successful when you recruit via Linkedin:

Continue reading →

3 simple methods to make sure your new hire turns up for work

JUST BECAUSE HE OR SHE HAS SIGNED THE OFFER LETTER, DOESN’T GUARANTEE THAT YOUR NEW HIRE TURNS UP FOR WORK ON THE FIRST DAY. AND IF YOU’RE AWARE OF THIS REALITY, YOU WILL BE ABLE TO TAKE STEPS TO MAKE SURE THIS CAN BE AVOIDED.


Have you ever had a candidate that signed their offer letter, but then changed their mind and decided to join a different company? Or worse, they didn’t bother informing you, and just did not turn up on the first day. Now you can get upset about how unprofessional this behaviour is, and I would agree with you, but there are some realities that you need to be aware of.

And that reality is that your “new hire” is a person and a person can get influenced and is free to change their mind at any time.

You see, while you new hire was looking for a new job, it was often done confidentially, and their friends and colleagues / bosses would not have known about it. Now that they have signed the offer letter, it sets into motion a chain of events, and it is this chain of events that will easily sway them to change their minds. As soon as they signed their offer letter, these three things will start to happen:

For many employers, they believe getting the offer letter signed means the hire is confirmed. But in reality, it’s far from being confirmed.

1) They will get counter-offered

If your new hire is any good, chances are they will be made a counter-offer as soon as they resign. And depending on how badly their current company wants to keep them, that means their colleagues or leaders will continuously convince them to change their minds, either by offering them more, or promising them a better future. (Separate article on managing counter-offers to follow)

2) They may get offers from other companies

In the perfect world, they only interviewed at your company. Because they REALLY want to join you, it’s the only company for them.

In reality, that doesn’t happen. Jobseekers will always be interviewing at several places because they are weighing their options, and wouldn’t know which companies would make them an offer. So even if they’ve accepted your job offer, other offers may slowly come through from other companies. And because they now have something to compare to (your offer), there’s a good chance

3) They may hear bad feedback about you over time

Their friends and colleagues will start hearing about the new company they are joining. They will have opinions. They would have heard rumours. And it’s difficult to control rumours or points of view. After all, over the years, no matter how good you believe your company culture is, there is always bound to be ex-employees that who not have a good experience. That’s why they left isn’t it?

And suddenly your new hire isn’t so sure anymore. With such a huge influx of “friendly” advice, some may start re-evaluating if they truly want to be at your organisation.

No matter how good you believe your company culture is, there will always be ex-employees who did not have a good experience.

So what do I do?

The most important thing for you to understand as an employer is that signing the offer letter does not necessarily mean they will join. I’m not going down the route of saying legally they should join because they’ve signed the contract, because in practice, it’s not worth pursuing legal action over matters like this (at least I’ve not seen it myself).

The following will greatly increase the chances that your new hire turns up for work:

1) Shorten the notice period / get them to start sooner

If you live in a country where you are able to buy out notice periods, you should seriously consider it if you have the resources. From experience, waiting any longer than a month means you stand a higher chance of your new hire changing their minds. So consider a buy out and get them to start as soon as possible.

2) Invite them to meet casually while waiting to start

Maybe you’re having team lunch? An office party? Or maybe just a casual coffee. If they are comfortable, invite them to join you. This will get them to start getting to know the team better, and especially if there are people in the team that they can get along with, it will help make them feel integrated and significantly more likely to stay the course.

After all, even if they hear rumours about your company from friends or colleagues, if it does not match their own experience while socialising with you, it will not affect them or change their minds.

It is worth noting that if they never want to join you for these events (unless you believe it’s for a good reason), it’s a red flag that they not be 100% certain they will be joining your company.

3) Give them a call, with a valid reason

Perhaps before they start, you want to get their business cards ready for them? Or ask their opinion about a project you are about to start? Have a valid reason to give them a call, get them involved in their new job in small ways, and during the call you will also be able to gauge if they are still warm, or if things have changed. Always check with them how they have been doing, and if anything has changed since you last spoke.

You can pick up cues about any change of heart from the phone call.

Conclusion

Remember, just because they’ve signed the offer letter, it does not mean your job is done. Keep your new hires warm, get them involved early with the team, and make sure they start their new role on a positive note.