Category: Talent Solutions

How to Conduct a Virtual Interview for a Remote Position

by Melissa Chacon

Know how to best conduct a video interview? One of SweetRush’s top recruiters shares her experience and advice for conducting a successful virtual interview—including job interview questions and other interview tips. 

Have you ever experienced an interview process that makes you want to sign a contract and join the company immediately? On the contrary, have you interviewed with a company and left never wanting to hear from them again in your life? We’ve all had positive and negative experiences when it comes to job interviews. 

This becomes a particular challenge when conducting a virtual interview. But as organizations shift toward supporting virtual teams and remote workers, the need to develop remote interview skills is becoming vital. As a virtual company, SweetRush is all about creating a positive experience—ensuring that every interview is enjoyable for everyone involved! I hope these tips help you to develop a remote interview process that is as fun and successful as ours. 

Simulating Face-to-Face at a Virtual Company

I’ve been a recruiter for nearly 10 years now, and although I enjoy the entire process of my work with candidates, one of the most exciting steps for me is actually meeting a candidate. Every interview process is a whole different experience! After a few email exchanges, if it feels like a good mutual fit, I finally have the opportunity to get “in front” of (at least virtually) the potential new hires for the role I’ve been working so hard to fill.

In the past, I’d interview people in person, but a number of years ago I shifted from an onsite position to a remote role with SweetRush. When I started at SweetRush, I said to myself, “How am I going to have these ‘final’ and ‘decisive’ interviews via a video call? It won’t be the same as having the candidates in front of you.” Getting to know SweetRush’s culture and core values did help me get a better sense of how I wanted to share the information with everyone I spoke with. But what really hit me was a message shared by Arturo Schwartzberg, our Chairman and Cofounder, on interviewing “SweetRush style.” (You can find a few of his main points from that communication later in this article in bold.) And immediately after reading his message, I realized I was more than ready for it! 

So what happened when I began interviewing remotely? How was I able to interview candidates by applying the SweetRush style? 

The Shifting Landscape of Virtual Work

Let’s start with the highlights of managing the remote interview process. Today, more and more people are seeking to change their work mode from on-site to remote, taking advantage of all the benefits it can offer them (no commute, flexibility, proximity to family, etc.). Emerging technologies have a great deal to do with this increasingly common trend. These apps and tools—including Skype® and Google Hangouts™—make us feel more connected than ever and, even more importantly, they make communication far more personal by allowing us to see each other’s faces and expressions during a conversation. 

The convenience of conducting an interview from almost anywhere is undeniable for interviewers and candidates alike. Interviewees definitely need to be discreet—especially when they don’t know if the company is a good fit or if they’ll be offered the job in the end. Bottom line: There’s more flexibility and availability during the whole process, which makes everything run much smoother. 

Now, let’s get to the good stuff: interviewing “SweetRush style.” How do we ensure that every video interview is an engaging, fun, and always-respectful encounter?

How We Approach the Virtual Interview

We are equals. This means acknowledging that both the candidate and I as the recruiter are on the same level. Being the interviewer doesn’t give you a special power; rather, it gives you the opportunity to be a kind and helpful guide through the conversation. Understanding this really is a change in mindset. We’ve all been on the other side of the seat, and no matter what the final outcome might be, we want everyone to end the remote interview feeling respected. 

It’s a conversation. We like to have an actual conversation instead of asking a list of common interview questions in a formal setting. You might be wondering, “What’s the difference?” The reality is that one really stands out from the other. Being able to break the ice and make someone feel comfortable when conducting a virtual interview is always a must. But when you can reach a point where you have a fluid, enjoyable, and engaging exchange of ideas while gathering relevant information, you know you’ve nailed it. For us it’s not about what you asked; it’s about how you asked. 

Make it human. We genuinely care about every single person we talk to. Taking the time to read their résumés, pore over their professional and portfolio sites, look into the little details, find out more about the person outside of their work experience—these are all things we enjoy doing. It also lets us break the formal interview structure by exchanging points of view and getting to know the person on a different level.  

Find the sweet spot. For almost every single work interview, of course we have to ask the candidate, “Why are you a good fit for SweetRush and this role?” And, yes, nearly every time the candidate is prepared with a clear answer to that query. But we also like to ask the other way: “Why are we a good fit for you?” This is a question that perhaps candidates haven’t even asked themselves. It’s an eye-opener for both parties. In the end, it’s not only about our success; we want you to be happy and excited about joining SweetRush and for this to be the best job—for you the individual—you’ve ever had. (And if you are perfect for us, and we are perfect for you, then indeed we have found the “sweet spot” and our mutual success is likely to follow.) 

We’d Love to Hear from You

Interviewing for a job can be stressful and nerve-racking. Having to join a video call can make things worse! We understand that. But we also understand the value of a good conversation with talented and creative people from all over the world. We love to hear about your work, your ideas, and your objectives. We love when we find that sweet spot, and if it’s not the right fit at this moment for whatever reason, we hope the candidate feels respected and ideally has grown through the process—and we sincerely wish each of them well.  

And guess what? After these many years at SweetRush and being immersed in our culture, interviewing “SweetRush style” feels perfectly natural!

Melissa Chacon is a talent sourcer at SweetRush, working in the Talent Solutions team. If you are interested in open positions at SweetRush, please visit our Join Us page!

Our Secret Sauce in Sourcing Learning and Development Talent

by ann.carthers

What is our secret ingredient for sourcing learning and development talent at SweetRush? Is it our unique culture? The prestigious awards we win? Our crazy, creative, and innovative team and the work we produce? Well, these may be part of the formula, but I think it’s much simpler than that.

It all begins with the Golden Rule: treat others how you want to be treated. It starts by taking the time to read a candidate’s résumé. It’s about being someone who cares about people’s careers and what the next best step is for a candidate and not about going through the motions, sounding like a robot, and forgetting we are working with people and their lives, livelihood, and aspirations. It’s about relationship recruiting, not transactional recruiting.

When candidates apply online, we always respond with an empathetically written email that ensures them that a real person, not a machine, will review their résumé. It’s amazing how that seemingly simple act stands out. So many candidates respond with warm notes of appreciation.

Communication is a major part of what we do daily. It’s crucial to keep candidates posted on where they are in the hiring process when sourcing learning and development talent. If their résumé has been reviewed but not selected for a prescreening, we let them know in an email that also acknowledges the trials and tribulations of job searching and landing that next awesome job. Again, empathy and caring infuse all our communications.

If candidates advance to interviews but are not selected for the position, they get a personal phone call. So many recruiters allow this critical conversation to go into the proverbial black hole because they don’t want to have difficult conversations or disappoint people. Our philosophy is the exact opposite. People deserve to have closure, and though it’s not the message that they want to hear (or that you want to deliver), they do appreciate the respect you are showing them by delivering the message personally. I wish we could hire all the worthy candidates, but we can only hire one. You know that feeling you get when you see the high school coach playing only the top athletes and leaving a bunch of kids on the bench? You want all the kids to have a chance to play, but that does not happen. Well, that’s the feeling I often have when we select one candidate and disappoint the others.

In some cases, after we have selected our one final great candidate and the engagement is taking longer than expected to start, we send a little something, such as a Starbucks gift card. Caffeine seems to heal a lot of things. Kidding! It’s about taking that extra step to say thank you and acknowledge that candidate’s effort and flexibility. Sometimes we do this when a candidate applied for a role, went through a lengthy, difficult interviewing process, and did not get selected. Again, we’re showing our appreciation for his or her time and acknowledging the difficulty of finding a great job.

At SweetRush, the way we act—which is so much a part of our culture—is not revolutionary. But a little humanity, kindness, and empathy seem to stand out these days. As I was writing this, I received an email from a candidate we had presented to a client of ours in the hospitality industry; she had not been selected for the job. She wrote, “Working with recruiters hasn’t always been the most positive experience for me, but your quick communication, honesty, and positivity have all helped make this a great experience from which I will continue to grow.”

So, in the end, I think our secret sauce for sourcing learning and development talent is communication, honesty, empathy, and truly caring for the candidates we work with.

Ann Cathers is a Talent Solutions Consultant at SweetRush, helping clients with their temporary L&D staffing needs. If you are interested in open positions at SweetRush, please visit our Join Us page. If you have staffing needs and would like to engage SweetRush, please contact Ann at her email.

Why You Need a Specialist to Find the Right Learning and Development Consultant

by Rodrigo Salazar

When you’re looking for the perfect learning and development consultant for your team, it makes sense to work with someone who knows the job inside and out.

For most of my adult life, I had difficulty breathing through my nose. This dramatically affected my health and state of mind—I couldn’t sleep well, I suffered from severe allergies, and I had to breathe through my mouth all the time. (Take a moment, breathe in, and give thanks.) And as you can imagine, the accompanying heavy snoring and sleep apnea did not win me any fans.

Finally, overcoming my own inertia and fear of medical procedures, I decided to get this part of my life under control and scheduled my first visit with a doctor. I asked family and friends for recommendations, and coincidentally my brother had surgery a couple of years ago and strongly recommended that I see his otolaryngologist, Dr. Campos, a specialist in disorders of the ear, nose, and throat (ENT).

On my first visit, Dr. Campos asked me a few questions, checked a few things using her ENT gadgets, and then diagnosed me. The ideal solution for me was to have surgery, which consisted in not one, not two, but three different procedures. Though nervous, I could tell she was an experienced professional (she had probably done this hundreds of times), and she was confident yet warm and empathetic. I knew I was in good hands.

A couple of months after my initial consultation, I had surgery. After two weeks of a less than fun recovery, I am happy to say I can breathe like a normal human being. My quality of life has improved significantly!

Now, imagine for a moment that instead of going to an ENT, I went to a cardiologist or a neurologist. Sound scary? With a different kind of specialist, I might have been misdiagnosed and sent down the wrong path, spending time and money, worrying, and not finding a cure. A lot of frightening scenarios—and a far greater chance that things wouldn’t go as well as they did.

This leads me to the business world, and what I do here at SweetRush. I often talk to clients who are interested in filling a temporary role for a learning and development consultant on their team. Many of them are already working with other companies to fulfill those needs, and often I discover they’re working with an IT staffing firm or a general recruitment agency. I am always shocked that they are seeking mission-critical talent from folks who do not specialize in learning and development. That would be as if I had gone to the neurologist to treat my breathing conditions!

A couple of years ago, one of our clients, a Big Three consulting firm, came to us with a very specific need. The firm was looking for a senior instructional designer with a focus on eLearning, a business background, and excellent project management skills—a top-caliber learning and development consultant. Even for a specialist, filling this profile is a challenge.

But for the IT recruiter, this would be an exercise in futility and waste a lot of client time. At SweetRush, we understand that instructional designers and other learning and development consultants come in all different flavors, and we can recognize those flavors and select the right one for our clients. In less than a week, we could find and submit seven candidates who were well matched to the requirements. The client selected five candidates to interview and finally chose one to join its team. This person ended up engaging with our client for almost two years, which speaks to how well this learning and development consultant fit in and performed with the firm’s team.

If you’ve been using an IT recruiting firm to find temporary talent for your learning and development team, I think you’d be far better served with a learning and development–focused firm like SweetRush. With SweetRush, you can expect faster candidate submissions, a higher-quality bar for talent, and unsurpassed support during the engagement. And the best part is that you’ll be able to sleep better…just as I did after the surgery.

Do you have a position open for a learning and development consultant? Find out more about SweetRush’s staffing services, or contact Rodrigo. It would make his day to hear from you!

Rodrigo Salazar is the Manager of Talent Solutions at SweetRush.

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The War for Talent Is Over (If You Want It)

by Rodrigo Salazar

In discussion recently with a client of mine (a pretty hot Silicon Valley high-tech company), we talked about the problems they were having attracting and retaining talent. They mentioned losing talent to FANG (Facebook-Apple-Netflix-Google), and what caught my attention was how often “war for talent” was repeated throughout the conversation—so much that at some point, I felt the meeting was taking place in the White House Situation Room.

And it’s not just this company talking about the war for talent. Everyone is. If you keep your finger on the pulse of talent management, you know which company is attracting more talent and which hot, new startup is losing talent to this other even hotter and newer startup. It’s in every shape and form on the Internet, from blog posts to podcasts to retweets. As if the word war wasn’t said enough in the tragic context of actual war, we take it into our workplaces and make everyone believe that they are soldiers and generals in the trenches of another type of war—a talent war.
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Language shapes perception, and in the words themselves, we shape our thoughts. So the words you use consistently have great power and influence in how you feel, day after day. Military institutions use the power of language to create a buffer so soldiers don’t think of the enemy as fellow humans. Now, in talent management, we use similar language that has us thinking about recruiting and talent acquisition as the war, with our competitors as the enemy. And if you don’t think this affects the way you think, you are dead wrong (pun intended).

But do you really want to bring more war into the workplace, and is this an effective strategy? Not for me: I was born and raised—and still live—in Costa Rica, a country that abolished its army in 1948, a conscious decision of our leaders. As a result, I’m happy (and thankful) to have grown up where war is as foreign as snow.

And so I noticed a parallel between Costa Rica and SweetRush. It’s no coincidence that SweetRush leaders chose to start a hub here in 2007, and those same leaders also decided to stay out of the war for talent. Yes, SweetRushians are also pacifists—talent pacifists!

Though anyone can apply for an open position, we don’t actively poach from other companies. We’re growing internally, and we have a vibrant contingent labor practice, but still we do not think of ourselves as fighting our competitors for talent. It’s just “bad karma,” as one of the founders would say. We see our job as growing a remarkable company, and we attract talent as a result.
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When it comes to talent, we are not waging a war for talent, but, rather, waging peace. What does this mean? It means we believe in growing people and in helping them achieve their highest potential. We believe that our value-centric, inspiring culture not only attracts talent, but allows talent to flourish. Like everyone else, we need talent. We’re just going about it with a different mindset.

If your search for talent is feeling like a war for talent, maybe it’s time to change the way you think and talk about the subject. Rather than fighting a war, find ways to make your company a place that people want to join and stay. This is the “wage peace” strategy that we believe is best for the long term.
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You know that talent today have many choices, and a willingness to move on if things are not just right. So, look internally at how to do a better job of being authentically attractive to candidates and employees. Over time you’ll find yourself on top of everyone’s “Best Places to Work” list.

I talk with talented people every day, people who have choices. And every day I ask myself how I can do a better job aligning their needs with those of our clients. I’m not trying to “capture” them, but to do right by them and our clients. I like to think of this as waging peace, and I’ve found it to be a successful formula.

As the world learned from John Lennon and Yoko Ono back in 1969, “War is over! If you want it.” So it is up to you to wage war or wage peace in your workplace.

Rodrigo Salazar is the Manager of Talent Solutions at SweetRush, and has helped place spectacular temporary learning and development talent with world-class organizations. Give him a shout to see if SweetRush can help with your staffing needs.

sweetrush_staffing_temporary_talent_ebook

Recruiting Temporary Learning and Development Talent: DIY or Staffing Vendor—What Makes Sense?

by Rodrigo Salazar

Attracting, vetting, selecting, hiring, and on-boarding temporary learning and development talent: should you do it yourself, or hire a staffing vendor? This post is a segment from our free eBook: How to Interview Temporary Talent for Learning and Development Positions. Download it today!

This post was co-written by SweetRush instructional designer Tim Coffey.

So you’ve made the decision to augment your learning and development team with temporary talent. Maybe you have a short-term, mission-critical project that requires specialized skills missing from your team. Or maybe requisitioning a full-time employee isn’t possible, but your budget can absorb temporary learning and development talent. Or maybe you need someone who can fill in for a team member on leave.

Whatever the reason, you’re not alone. Across the globe, employers are using contingent labor to augment their teams in what’s now known as “the gig economy.” In fact, Bersin by Deloitte’s 2016 “Global Human Capital Trends” report indicates that nearly half of executives surveyed (42 percent) “expect to increase or significantly increase the use of contingent workers in the next three to five years.” And we know personally that this is happening for our clients in learning and development.

There are two ways to approach the process of attracting, vetting, selecting, hiring, and on-boarding temporary learning and development talent: Do it yourself, or hire a staffing vendor.
Either way, it’s a complex effort requiring a great deal of time, energy, and focus with the only question being who will shoulder the lion’s share of the work.

Let’s look at some of the major challenges you might face when trying to source learning and development talent yourself versus hiring a vendor to do this work on your behalf.

A Tsunami of Learning and Development Candidates
You do the research for where to post your ad and the Monday morning after your post goes live, your inbox looks like you put out a casting call for the next American Idol. The challenge is, there are some perfect-fit candidates in there, but you’re going to have to listen to the good AND the “pitchy” in order to find them.

While a huge response is certainly better than a drought, you need a way to manage the traffic. Picture yourself keeping track of a long, long list of candidates. Who’s of interest? Who did you respond to with additional questions? Who got back to you? Who did you reject…and why and how did you reject them? How are you going to database and manage this process?

If you choose to hire a vendor to source temporary learning and development talent, it’s the vendor who’s taking on the work. They’ll revise the position description to reach the targeted talent, generate interest, database all the applicants, and performs initial screenings.

As you can see, your learning and development vendor’s value-add is rooted in saving you the time you would otherwise spend screening applicants. And assuming they know the learning and development space, you will see only pre-qualified and excellent candidates.

Lagging Response Time
A flash flood of interest can slow your response time to a grinding halt. This is often the weakest link in the recruiting chain. A high volume of interest can be overwhelming. You’ll need to respond to emails, schedule interviews in a timely manner, and, for each candidate, make a decision to advance them to the next stage or focus on others.

You’re likely going to spend more time responding to inquiries and scheduling interviews than you had anticipated. Are you prepared to put your day job on hold? Juggling candidates, corresponding, and conducting screening interviews takes focus!

When a vendor takes over this process, put your feet up: Your vendor is in charge of responding to each candidate. Your vendor will manage and evaluate the landscape of candidates and conduct initial screening interviews. This saves a great deal of time. And, as a nice side benefit, you preserve your company’s reputation on sites like Glassdoor.com—where candidates share their good AND bad experiences when interviewing for positions at your company.

Letting Good Temporary Learning and Development Talent Slip Away
The type of learning and development talent you’re looking for is in high demand. Once a good candidate appears in your orbit, you should assume that person has other offers on the table. Be proactive, engage the process, and keep things moving forward at a steady clip. Failure to do so will result in great candidates disappearing, and your process will be back to square one.

Good learning and development staffing vendors intimately know how the process works, and only get paid if you are successful in finding your candidate…so they will be sure to keep the process moving. It’s the job of the staffing vendor to not only keep candidates engaged, but keep you on track as well, so those great candidates don’t slip away.

The Opportunity Cost Can Be Steep
It’s key to weigh the time and effort of the end-to-end process against the cost of a staffing vendor. For some clients, the urgency of filling the role and getting the work started validates bringing on the focused effort a staffing vendor. But even if you think you have the time, be clear about the time commitment of the recruiting effort and if you can make this a priority.

Think of it like building an addition onto your house: Maybe you can do it yourself. Then again, we all know even painting the kids’ room takes far longer than anticipated…and your time just might be better spent otherwise. That said, if the “project” of bringing on temporary learning and development talent seems manageable to you, if you can prioritize and focus on this effort, it might be a good time to use your DIY skills.

Whichever path you choose, we’ve got your back. Our free new eBook, How to Interview Temporary Talent for Learning and Development Positions, will walk you through the all-important interview process and give you our best tips on interviewing temporary talent. It’s a quick download and it includes a handy Interview Questions Checklist to make your job easier. Enjoy!
sweetrush_staffing_temporary_talent_ebook

Hire a Temporary Learning Consultant or Outsource to a Team? How to Make the Right Choice

by Rodrigo Salazar

If you want to remodel your home, sometimes hiring an individual, such as an electrician or a plumber, is the right thing to do. However, if you have a larger project that requires a team effort and lots of coordination, then you will likely want to hire a contractor and a crew.

After speaking to many learning and development managers, I discovered that they face a similar decision when it comes to outsourcing learning and development consulting. Should they bring in a learning solutions vendor-partner to take on a fixed-bid project, or work with a staffing partner to augment their team with a learning consultant for a fixed period of time?

When we at SweetRush present to a client, we always show both services. Sometimes the client asks: “When should I have you place a learning consultant within my team, and when should I outsource the entire job to a vendor like you?”

Fortunately, looking at just a few considerations can illuminate the right path. Below I offer up the guidelines we use when advising clients on whether to staff up or outsource.

First, however, let’s briefly define staff augmentation and project outsourcing.

Staff augmentation: Sometimes called contract labor, contingent labor, or temporary staffing, staff augmentation is when an organization like ours, or a staffing agency, places a learning consultant (or multiple learning consultants) to work under your direct management on an hourly basis. From an HR perspective, you receive many benefits in this arrangement since the learning consultant is not working for you, but for the agency that has placed him or her. Usually, you will be billed monthly, based on the hours worked, at the agreed-to rate for those hours.

Project outsourcing: With project outsourcing, you contract with a vendor-partner to take on a defined project, often at a fixed bid. You will not directly manage the learning consultants on the project team—rather, you will communicate with a few key team members, such as the project manager (or program manager for very large engagements), and perhaps the instructional design and visual design leads. You will review milestone deliverables at predetermined dates (as per the project plan), and be invoiced at milestones as defined in your agreement with your vendor-partner.

Six Guidelines for Whether to Hire a Temporary Learning Consultant or Outsource to a Team

Now, let’s get back to the question of bringing on a learning consultant versus outsourcing the project to a team. Here are the guidelines I share with clients when navigating this decision.

Tasks versus definable projects: If a project can be fully defined and a fixed bid developed, you should outsource the entire project. If, on the other hand, you have a series of tasks that are coming down the pike and you need a learning consultant to take them on as they arise, then working with a company like SweetRush to temporarily provide a learning consultant for your team is the right way to go.

Project size: If the project is large and beyond the scope of what one learning consultant can realistically handle, we recommend outsourcing to a vendor-partner that has a large enough team to take on such an initiative.

Of course, if you have learning consultants in-house to take on this project, but are missing just a particular expertise to complete the team, you should consider it as a perfect opportunity for staff augmentation.

Quality: If you need a learning consultant who is a specialist to take on a focused effort, staff augmentation talent can provide excellent quality. However, if you have an entire project that requires several different skills, you would be better served by a team. Even if your instructional design consultant is a generalist and can take on the project from soup to nuts, he or she simply will not be able to offer the same quality an entire team of specialists can offer. (My apologies in advance to you generalist instructional design consultants, for whom I have the greatest respect!)

Mature vendor-partners have teams of highly focused and expert learning consultants, including project managers, engineers, quality assurance staff, copyeditors, and multimedia specialists (which, on our team, includes graphic designers, game designers, 2D and 3D illustrators and animators, user experience designers, and more!). These vendor-partners come to the table with proprietary tools, processes, and support systems. Instructional designers benefit from the guidance of lead instructional designers and peer reviews. So, if the project demands quality, outsource the entire project to a vendor.

Good-enough quality and speed: However, sometimes you have a smaller project where speed (time to delivery) is an issue, and “good-enough” quality will suffice. In this case, a generalist learning consultant is likely the right answer. A single individual generalist can often move more quickly than a team of specialists. Why? There is no passing of the project back and forth—one person embraces the entire project with the mandate to get it done. As discussed, the overall quality of the deliverables will not be as high, but this may be good enough for the situation at hand.

Your time: Another important consideration is your time. Do you have the bandwidth to manage a learning consultant directly? If you do, and the variables presented above point toward staff augmentation, go for it. But if you (or someone else on your team) will not have the time to spend directly managing this resource, you’ll likely be served better outsourcing to a vendor-partner.

Cost: Deciding whether to choose staff augmentation or to outsource the entire project is actually not a cost-based decision. If you follow the guidelines above and consult with your vendor-partner, you will make the right decision for the situation. The right decision will also be the most cost-effective, and it will provide you with the best ROI.

Most vendors offer one service or the other. SweetRush is somewhat unique in offering both, and we will always advise a client who approaches us for one service about the other service if we think they will be better off with another option. I hope this blog has provided a foundation for you to make an informed decision on which path is best for you.

Rodrigo Salazar is our Manager of Talent Solutions at SweetRush. His true passion is the world of talent management: how learning consultants progress in their careers, how teams are built, and how engaged, motivated people are the secret formula organizations need to thrive.

Do you have a question for Rodrigo about learning and development consulting? Feel free to get in touch with him at [email protected]. He would love to hear from you!

Sweetrush Staffing Temporary Talent eBook

On-boarding Contractors the SweetRush Way

by Jo.Coulson

Staff augmentation is a strategy used to staff a project with short-term contractors. Standard practice with staff augmentation firms includes recruiting, hiring, and other duties associated with HR compliance and payroll. These services save both time and money, and help you to continue to focus on your daily responsibilities. In addition to hiring and placing talent, however, there is an often overlooked step: on-boarding.

Data suggests there is increased speed-to-competency and cost-savings associated with an effective on-boarding program for employees. Most of this data stems from programs provided to full-time employees. We at SweetRush believe there is a correlation to contract talent as well, and it is why we have developed a program that goes beyond the standard “contractor orientation” program.

There is also a role for our clients in the on-boarding process. While we work closely with our clients to ensure our contractors are as prepared as possible for their assignment, we have found that on-boarding by the client is also very helpful. According to Forbes columnist and on-boarding expert Emily Bennington, on-boarding is as equally critical for contractors as it is for employees, particularly those who may interact with clients.

Below, I’ve outlined the SweetRush process, along with a few suggestions to help you think through the creation of an on-boarding program for your contract talent.

The SweetRush Way

During our initial intake process, we begin to build a client profile for you so we can fully understand your needs. In addition to contractor specifications, we gather company, department, and project data, along with information about your corporate culture, your stakeholders, and your team. While this profile is initially used to help us find the right talent to fit your needs, it’s also essential information for on-boarding.

We have a three-part process:

  1. Orientation to SweetRush. This includes our culture and values, and our processes, tools, and resources. By completing this orientation before the assignment, our contractors can turn their focus completely to you.
  2. Client and project orientation. This is a high-level orientation based on our knowledge of you and the projectThe first two are, of course, essential to a successful project start. What we believe really differentiates us is part 3, however:
  3. Mentoring. We establish a SweetRush mentoring relationship with the contractor. This support is on-going throughout the engagement, and the same person often serves as the client liaison. We have found that both our clients and our contractors greatly value the additional support and guidance.

Our Clients’ Role

Some organizations have extensive on-boarding programs in place that cover culture, policies, job skills, and so on. Although providing such a program is not always very practical for short-term contractors,  there are components of those programs that should be considered in a contractor on-boarding program.

  1. Company culture. It is helpful for contractors to understand your corporate values and policies, as well as department or client subcultures. By understanding your culture, contractors can avoid missteps and become a champion for your organization.
  2. Resources. It is useful for contractors to know early in the project what company resources are available and how to gain access and support if needed. These resources may include systems or people.
  3. Training. Contractors come to the table with a specific set of skills — it’s why you hire them in the first place. Consider, though, if there is proprietary training you need to provide.
  4. Team integration. Consider what ways you can connect contractors to your team and organization so they feel like they are part of the team. We recommend assigning an internal resource to answer questions.

Providing contractors with an efficient and targeted on-boarding program increases the potential for successful project results. We are proud of the process we have developed, and believe it’s a significant factor in making our staff augmentation engagements highly successful. Feel free to contact me anytime to discuss how we might help you with your short-term staffing needs, or about creating an on-boarding program for your contract or full-time employees.