Interviewing, Hiring Process & Expectations in the Workplace

Successful business administration is in large part based on successful management of employment matters like:
• Determining the needs of the organization
• Locating and attracting the talent.
• Interviewing and hiring
• Maintaining constructive relationships
• Firing

Clearly, in a creatively-driven business, the firm’s people–i.e. you–are it’s greatest asset. You’re time or contribution each day is– or should be– at least 80% billable. Probably more!
Therefore, having the right employee, and likewise having a successful employment relationship with the employee/designer is of particularly high interest to the firm.

Common Obstacles

Design firms, both large and small, seem to be consistently weak in the area of Human Relations.
• Few have a standardized or documented process for making employment decisions.
• Most do not have properly trained staff for recruitment or management of employees.
• Few are consistent and efficient with their planning, tracking, hiring and management documentation protocol(s).
• Identifying with “creative types” and managing them, poses a unique set of challenges.

Job Descriptions, Interviewing and Hiring

Respect for these priorities should be established and observed from the very beginning of the relationship.

Job Descriptions:

An essential part of the process, yet rarely observed, the purpose of writing a job description:
• forces clarification of qualifications needed for the job
• helps prevent problems down the road
• forces the firm to question the realism of their expectations
• helps the interviewer identify the “right” skill-set and benchmark comparable traits of candidates

Interviewing:

Inevitably there are some common guideposts that will come into play time and again, for both the candidate and potential employer:
• Primary Criteria:
(skills, titles, money, quality of work)
• Secondary Criteria:
(environment, work ownership, client access)
• Personal Criteria:
(personalities, ambition, culture)

Hiring:

Joining a firm in an at-will or contractual status; and/or a freelance or permanent employment basis, knowing the difference.
• At-Will Employment
employer reserves the right to change conditions of employment, or to discharge the employee at any time for any nondiscriminatory reason
• Contractual Employment

• Freelance
i.e. the flexible workforce
• Permanent

Promotions, Titles, Salary & Profit Sharing

To most, the incentive of increased earning potential and improved position within the organization are the most powerful. Offering this system comes with a system of checks and balances within the structure of the organization you hire into.
• Larger Firms (more standardized / point grade system)
• Smaller Firms ( simplified / salary and title connection)

Increased Earnings

These promotions and levels of increased earning are generally attained through one or more of the following:
• duration of service commitment
• notable or remarkable accomplishments
• performance consistency
• experience

Is the “Title Bone” Really Connected to the “Money Bone”?

Some questions that come with this territory:
• What’s the relativity to other staff?
• Is there a financial cap on the position?
• Do title changes automatically mean more money?

Profit Sharing & Incentives

Some companies offer sharing/stock/equity alternatives to annual salary increases.
• loyalty based
• long term
• salary influenced by company standings

Employee Retention

Turnover can be costly to firms, therefore the importance of retaining “valuable” employees is high priority for them. Some creative techniques that may be utilized, in lieu of money, that will preserve or better balance of company overhead are:
• added or increased insurance benefits and types
• health club memberships
• leave of absence or sabbatical
• expense accounts
• transportation
• professional development
• bonuses / profit sharing
• child or elder care
• flextime

The Other Perspective

Likewise there are some good things that come with turnover or employee losses.
• creative growth (newer / fresher talent)
• financial stability (less experience / lower salary)

Termination, Resignation and Firing

• In the best circumstances the decision to part ways will be shared or mutual.
• In other instances the relationship may be terminated due to unforeseen or unfortunate circumstances.
• In the worst cases the relationship is ended by one party only, and is typically a disappointment to the other.
While the first two of these are relatively clear, we must consider the causes associated with the “worst circumstance”, as a matter of preparation for situations that tend to be fairly typical in the work place.

The Worst Case
• What are some potential reasons for terminating a working relationship in this manner?
• What are some things that may be done to prevent this type of circumstance?
• What types of disciplinary measures and processes for resolve are typical in under this circumstance?

Termination, Severance, Nondisclosure and Noncompete Agreements

Similar to a prenuptial, employees and employers may enter into a contractual agreement that addresses how termination of employment will be handled.
These types of contractual agreements often contain a provision requiring confidentiality between the employer and employee. And like prenuptial agreements, these maybe and are typically done at the beginning stages of employment.
These contracts may cover things like:
• grounds for dismissal
• means for disputing the termination
• severance payments and other benefits
• how work will be used

Severance Pay Is money given for a specified period after termination, and may end when an employee is hired elsewhere. In some cases, the amount is conditions upon the signing of a release of claims against the employer.

Samples and Portfolio Issues

• designers should be credited for work done
• designers should always be given samples
• designers shall present the work accurately

Reading Assignment (RECAP)

• TEXT: AIGA Professional Practices in Graphic Design; chapter 8; pgs 71-85

Reading Assignment (PREP)

• There is no new reading assignment at this time.

Assignment: Part 1 Professional Study / Setting Goals