Please mark your calendars for these must-attend events!
This year’s UMCA Annual Holiday Celebration has been scheduled for Thursday, December 11, 2014. The party will be held at the Jewish Community Center near the University of Utah and will begin at 6:30pm. Mark your calendars and join us as we welcome the coming Holiday Season. Online Registration will be made available this month. We look forward to seeing you there.
The UMCA held its 9th Annual Trap Shoot on Thursday, September 25th and the event was a great success. This year’s First Place Team shot a score of 212 and consisted of Mike Hilton, Scott Henrie, Jon West, Suzie West, and Kreg Crofts from Local 140/Daniel’s Painting. Two teams tied for second place and a shoot-off between the teams decided second and third place. The second place team included Pat Lynch, Josh Lynch, Gary Gibson, Earl Beckstead, and Justin Crosby of CCI Mechanical, Inc. with a score of 208. Third place, also with a score of 208, went to the team of Bruce Dame, Gary Carlton, Mike Tisdale, Chance Pope, and Kevin Thacker from Moss Industrial, Inc. A prize was also given to the high men’s and women’s scores and those awards went to Ranae Vandercook of CCI Mechanical and Mike Hilton of Local 140/Daniel’s Painting. Two guns were also awarded to the winners of two shoot offs. The UMCA also held shoot-offs for two shot guns and the winners were Weston Beckstead of the Utah Career Center Team and Austin Buckner with Trimble.
The UMCA would like to thank all of the sponsors who helped make this year’s event such a great success. The Gold Level T-Shirt Sponsors of this year’s event were: American Mechanical Systems Service, Industrial Piping and Welding, LLC, UA Local 140, Johnson Controls, Inc., and Moss Industrial, Inc. The Silver Level T-Shirt Sponsors were A&B Mechanical Contractors, Inc., The Lynch Family, Milwuakee Electric Tool, and Palmer Christiansen Company. UMCA received many prize donations from the following sponsors: Atkinson Electronics, Great Western Supply, ISAT Seismic Bracing, The Lynch Family, UA Local 140, and West-Tech Building Services. The UMCA would like to especially recognize Patrick Lynch and his family for all of their support and hard work in making the UMCA Trap Shoot a success. They have helped make sure the Trap Shoot is an enjoyable event for everyone. Thank you to all who participated in this year’s event.
The Utah Career Center is currently accepting applications for next semester’s apprentices. Applications can be picked up at the Utah Career Center at 640 N. Billy Mitchell Road in Salt Lake City and must be turned in by October 17th. If you have any metal trades employees or others that you would like to have apply for apprenticeship, please encourage them to pick up an application as soon as possible. Additionally, if you have an individual that you would strongly endorse for apprenticeship, please write a letter of recommendation on that individual’s behalf. Interviews of applicants will be scheduled for November 3rd, 4th, and 5th. With any questions, please contact the Utah Career Center at 801-295-6198.
The bargaining parties of the UMCA and Local 140 recently settled the terms of the next collective bargaining agreement with the assistance of the Industrial Relations Council. The next agreement will run for four years and includes a number of amendments and modifications that are generally believed to be beneficial. The parties were able to come to an agreement on a new addendum that will target efficiencies for prefabrication. Robert Bergman, Executive Vice-President, felt that “while neither party walked away with everything they wanted, the level of communication and cooperation between labor and management this year was hands down the best we have experienced in the past twenty years.” The bargaining parties spent more time together in these negotiations than the last three combined and when an impasse was met, it was done without all of the animosity and fanfare of past negotiations. Bergman also said that, “I believe these negotiations will act as a spring board for both organizations to move the relationship to the next level of trust and cooperation”. The UMCA is grateful for the sincere efforts of both committees and would like to recognize the leadership of Brett Christiansen, Jason Bleak, and Patrick Lynch on the UMCA’s Negotiating Committee._READ_MORE
Most new CEOs quickly come to realize that the recruitment of new team members is a time-consuming, albeit critically important, process. It can also be quite expensive, particularly if you find yourself continually hiring for challenging positions. Over time, companies learn how to recognize promising applicants, but it is nearly impossible to hold a perfect recruitment record. Those who come close, however, do so by assessing applicants against specific criteria, revising said criteria, and developing systems that suit their respective companies so that the process becomes repeatable and scalable. One practice that has worked well for my organization is focusing more on applicants who have the core skills rather than the experience on paper.
Why Recruiting for Core Skills Works
As we have entered multiple new markets, we have found that recruiting for specific attributes and skills as opposed to just experience, is beneficial for several key reasons:
1. Experience may not necessarily imply quality
Candidates with many years of experience can bring wonderful and rare abilities to the table but so can those with a more brief work history. The reverse is also true - all candidates, whether they have worked in the industry for one year of 15 years, can potentially be poor performers. Simply put, “years worked” is an unreliable indicator of skill set and fit for a particular role. Of course, resumes generally focus on this exact information, so it is important to look past labels like, “14 years of teaching experience,” and avoid jumping to any conclusions based off that number.
2. Core skills are transferable
An applicant with five years of experience in building Widget A on paper may not look like the ideal choice to create Widget B for your business. However, a core skill like excellent communication skills or attention to detail applies to a wide variety of environments. Skills that we typically identify as “soft”—adaptability, willingness to learn, etc.—are more likely to transfer to any business or industry than specific technical capabilities, thus increasing the chances that your star candidate will become a star team member.
3. Recruiting for experience may limit your talent pool
When you strictly seek applicants who have a minimum or maximum threshold of experience, you risk screening out individuals who are otherwise strong candidates. A person with seven years of experience in a related field may possess the perfect complement of general knowledge, personality, and skills for your company - but the same might also be said of an undergraduate student who is two weeks away from graduation.
How to Assess Core Skills
As you review resumes or schedule in-person interviews, you will likely be faced with the challenge of ensuring your selection process reflects your true hiring objectives. How can you be certain that you will discover the best candidate, whether he is a recent college graduate or she is a seasoned professional with 20 years of experience? Consider these suggestions:
1. Emphasize potential
Ask yourself, “What will this candidate bring to the company?” His or her experience in past positions may not necessarily reflect the positive future impact that he or she could have on your business. Make sure to consider the upside that the candidate offers, as great on-the-job training can often morph an inexperienced hire into a rock star. If they have the raw skills but not the experience, their ability to greatly contribute to your company’s bottom line in the long-term may be higher than a more experienced professional with weaker raw skills. Asking yourself whether you need someone to contribute from day one or if you can afford to wait and develop a new team member is an important part of this process.
2. Focus on process
As you interview prospective team members, pay close attention to the “how,” not just the “what.” For instance, how did the candidate achieve his or her workplace goals? Were his or her successes due to an intrinsic skill, or were they supported by the company environment or good fortune?
3. Incorporate “real-world” applications
Allow each candidate to demonstrate his or her abilities, rather than simply talking about them. If you are seeking a software developer, include a coding challenge in the final interview. If you own a restaurant, ask your potential chefs to cook a small dish for you. You may be surprised by which candidate rises to the occasion, regardless of his or her specific amount of experience in the field.
Ultimately, you may strike gold or you may enter a disappointing relationship. This unpredictability is an inevitable aspect of the recruitment process, but you must move past it and do everything in your power to maximize the probability of hiring a great applicant. One effective way is concentrating your hiring efforts on evaluating core skills necessary for success, rather than experience alone.