Nerida Wolfers Maureen Millier Doug Fawthrop Mel MacConnell Bob Bean John Kelderman

What is the most important quality you look for in a new employee?

BUSINESS FORUM

Nerida Wolfers, senior staffing coordinator, Adecco Employment Services, Halifax

Canada is full of opportunities. It is, however, also common knowledge that 80 per cent of job-seekers are after 20 per cent of the jobs.

Contrary to what you may think, as you calm your nerves while contemplating an upcoming interview, the recruiter sitting across the table from you isn't just waiting to reject your bid for your dream job. In fact, at one point he/she was probably in the same position that you're in. Thinking that interviewers are "out to get you" is one of the misconceptions that many job-seekers seem to have.

Your resume is impeccable, you're well dressed and your skills are sharp. How are you going to set yourself apart? Attitude is top priority. I need to see your desire for this position and the company. I am most impressed by a candidate whose interest is evident and who does not need to be told. If you don't have the right attitude, it will affect your happiness, your ability to work and ultimately the entire company culture.

Maureen Millier, president, Talentworks Inc., Halifax

There are many qualities that I assess when hiring a new employee, such as skills, experience and education, which would be fundamental qualities to bring to a specific position. However, given that these are aligned appropriately to the requirements of the job, the qualities I look for are the soft skills. Qualities such as enthusiasm, a positive attitude, confidence and a positive communication style are ultimately what attracts me to hire an individual. I hire an entire person, not just the resume; the person has to fit with the culture and values of my organization. I am in the business of bringing the best talent to organizations, and the most successful candidates I represent are often hired as much for their intangible strengths are their tangible experience.

Doug Fawthrop, managing director, White Point Beach Resort, White Point

Guests at White Point Beach Resort expect a positive attitude from well-trained staff. As a company, we also expect a positive attitude among staff within and between departments. All of our staff are directly or indirectly involved with service and program delivery to guests. Whether they are enjoying an annual vacation, a weekend getaway or a corporate retreat, guests expect positive and friendly service.

Orientation and training programs, and in some cases formal training, provide the knowledge and skills that complement the positive attitude. It is the combination of a positive attitude and training that creates exceptional service staff.

Positive attitude is contagious. It creates a positive environment for everyone. It is the positive attitude that creates the great memories of a resort stay. Guests return and employees enjoy their work when positive attitude is a condition of employment.

Mel MacConnell, senior vice-president, Scotsburn Dairy, Scotsburn

The first things I look at are education and experience. Does this person have the skills and ability to grow within the organization? Those two factors will give you some idea of who you're dealing with, but it is during the personal interview that you determine whether the individual has the fire in the belly to grow.

The interview is key. You can get an idea about a person's communication skills from a resume, but it is in the course of two or three interviews that you get a feeling for their verbal skills and leadership potential. There's no better way to get a measure of person than through a face-to-face discussion.

Loyalty is also critically important. Turnover of employees is very costly in terms of time and training. We look for people who are going to stay with the company for a long time. Our turnover rate is very low, which reflects well on the selections we've made based on our interviews.

The final thing is leadership. With the aging workforce, we have to fill the ranks as older workers move out, and we want to make sure we have quality people who will be able to continue to move the company forward in the future.

Bob Bean, president, Chartered Accountants of N.S., Halifax

It's a much tougher job market for entry-level training positions in our profession than several years ago. On the other hand, once an individual obtains a professional accounting designation like a CA, there continue to be strong opportunities in Nova Scotia, the rest of Canada and globally.

Many students incorrectly assume the key quality potential employers are looking for is "being good with numbers." Most recruiters will tell you that the single most important quality is really interpersonal skills. All the technical training in the world won't bring success if an individual can't interact with others. While the ability to continually learn new technical skills is important, a resume or interview that indicates the candidate also has good communication and personal management skills is generally a strong indicator in forecasting success in a business career.

Interpersonal savvy is critical, especially for more senior positions - the ability to read others, good personal insight, sound judgment, flexibility and a fit with the culture of the firm. Individuals who have not done the advance preparation for the interview or fail to exhibit any particular motivation or drive will find it tough in today's market.

Finally, the recruiter must be satisfied that the individual has unquestioned trust and integrity - these basic values have always been important, but recent world events have shaken public confidence and reinforced that such basic character traits are much more important than any technical skill.

John Kelderman, owner, Kwik Kopy Printing, Truro

Along with all the usual preparation for hiring key employees, there are three main things I keep in the forefront of my mind when I am hiring:

1. Will this person be a team player? It matters not how smart or ambitious this person is; if he/she will not or cannot be part of the team, they are a part of destroying the team.

2. Does the person want to learn? My junior coach once said: "I don't care what they know, if they can skate and they want to learn, I can teach them the rest." So it is with business. The desire to learn and improve far exceeds any academic achievements.

3. Is the individual trustworthy? Although this is difficult to determine in an interview, it represents such a huge part of any involvement with your company. Being able to focus on running your business, trusting that your employees are representing you in the best possible light, is invaluable.

Business Forum is a regular Monday feature surveying the views of the province's business leaders. If you have a question you'd like to see them answer, fax us at 426-1158 or send an e-mail to business@herald.ca