A candidate from a well-known benchmark firm dropped out of our search for a General Manager position because the hiring manager took a week to respond to his interest. He said…
It’s not like I need their job. If it takes them a week to respond to a resume like mine for a job of this importance, they’re not the kind of company I want to work for. I move fast, and I can already see that my style wouldn’t fit their culture. –Wind River Associates
As a corporate recruiting leader, know that in a highly competitive college marketplace, there may be nothing that damages corporate recruiting results more than slow hiring.
Many firms now go the first step and track some variation of the “time-to-fill” metric. But despite that metric, not only are firms still almost universally guilty of painfully slow hiring, but to compound the problem, few recruiting leaders truly understand the many negative business and recruiting impacts that result from slow hiring. I estimate that the impact at most corporations exceeds tens of millions of dollars each year. And the dollar loss from this factor may be as much as 10 times higher than losses resulting from low recruiting efficiency related to the more popular “cost-per-hire” metric.
It’s not enough to be conscious and aware of slow hiring. Identify and then quantify in dollars each of the negative impacts of slow hiring, so that everyone from the CEO on down will support the streamlining of the process. After several decades of work on “speed hiring,” I have put together an extensive list of the negative consequences associated with taking too long to hire. The top 12 most damaging factors are listed below.
The Top 12 Reasons Why “Slow Hiring” Damages Recruiting and Your Business Results keep reading…
Local champions of Engineer job boards in Europe. Source: Intelligence Group
While Europe still has the rather arrogant attitude thinking the “global workforce” prefers working in Europe, the rest of the world has taken a more realistic point of view. Has Europe become the new hunting ground for talent?
China, Singapore, and Australia already discovered their way to European talent. Recently countries like Brazil, Vietnam, the United Arab Emirates, and Malaysia also source the most talented Europeans. Due to the euro crisis and high unemployment rates, many — often young and highly educated talent, and among them scientists — leave Europe in search for better career perspectives.
Europe is Losing Talent to the Rest of the World keep reading…
For your recruiting entertainment, today’s Roundup opens with a quiz: What do lumberjacks, newspaper reporters, garbage collectors, and flight attendants have in common?
They are among the 10 worst jobs in the U.S., insists CareerCast, operator of a global network of job boards. The reasons are straightforward: diminishing job prospects, low pay, or high stress levels or danger. Or a combination of these. All crunched together in some fashion to come up with scores.
At the other extreme, the No. 1 best job for 2014 is mathematician. Good job prospects; average pay of $101,350; not much risk of injury; and, unless you mistake inches for centimeters, not a lot of stress.
Just behind mathematician on the “best jobs” top 10 is university professor. Or, more precisely, “University Professor – Tenured.” Average pay at $68,970 is decent, especially for working only part of the year. But that job security! Can’t beat tenure. keep reading…
The candidate experience has become one of the most talked-about areas for improvement in the recruitment industry, in large part thanks to Gerry Crispin, who in 2010 announced his idea for the Candidate Experience Awards for Recruiters and Private Sector Employees. The idea was to develop a program to recognize and reward those companies who were providing a good experience to their recruiters and candidates.
Oddly enough, not a lot of attention seems to be paid to giving incentives to the people who actually provide the experience to candidates: recruiters. keep reading…
That employers have been shifting the increased cost of health benefits to their employees is hardly news. Now a new study of healthcare use shows just what that means to workers.
According to Medicine Use and Shifting Costs of Healthcare: A Review of the Use of Medicines in the United States in 2013, workers today have deductibles 150 percent higher than just five years ago, while nearly 8 in 10 plans have a general deductible of $1,000 or more.
From zero a decade ago, plans with the highest deductible — and the lowest premiums — now account for 20 percent of worker plans. These high-deductible health plans and HSAs have cut deeply into the HMO offerings that accounted for 45 percent of plans in 2004. Now, HMOs and other plans have a 23.5 percent share. keep reading…
Maybe it’s spring cleaning. Virtually every major social network is changing its interface or functionality.
Twitter Becomes More Like Facebook keep reading…
A 25 year old has teamed with an ex-recruitment consultant and others to launch a new “crowdsourced recruiting site.”
Employers post jobs and offer money to people who get them in touch with an eventual hire.
Explained in the video below, the site is first focusing on the UK and later more of Europe.
Some other companies and launches you may not yet know of: keep reading…
Recently, ERE asked me to conduct a webinar on The Impact of Gamification on Generational Talent. It’s an exciting topicworthy of exploration by forward-thinking talent acquisition executives, and in larger context calls for examination of the role of Big Data in business and in our overall culture.
The excitement surrounding Big Data is that web-browsing, location tracking, and social networks can help deliver automated, meaningful measurement of people and predict their behaviors. With our e-mails, social network interactions and mouse clicks able to be mined for insights, and personality-based assessment tests and games that study worker behavior, the ability to measure on a grand scale promises to transform organizational management.
Can Big Data make for a smarter working world, with more efficiently run companies guided by data and analysis? Are there dependable processes for predicting behaviors, skills, and preferences? Welcome to the relatively new field of workforce science, which adds predictive analytics to a hiring and career development playing field that’s long been dominated by gut intuition. keep reading…
Frankly I could have written this anytime the past two years, but I was hoping that as more of our industry talks about best practices in using social media and best ways to promote “employer brands” or “recruiter brands,” that things would get better.
I was wrong.
Really, really wrong. keep reading…
The idea that you can create a template that will work forever doesn’t happen in any business … There’s some really, really bright people in this business. You can’t do the same thing the same way and be successful for a long period of time. — Billy Beane
I am a strong advocate of what I call “parallel benchmarking,” which is borrowing the proven best practices from completely different industries and functions. This article advocates the borrowing and the adaptation to talent management of what are known as “proprietary metrics” from the baseball industry. Proprietary metrics get their name because they cover metrics that are so powerful that they are “owned” and their components are therefore not shared. In baseball, there are dozens of proprietary metrics, while in the corporate world of talent management, they are surprisingly rare. Corporate examples of these proprietary metrics include Google’s “retention metric” for predicting which employees are about to quit and its “hiring success algorithm” for predicting the characteristics that lead to new hire success on the job.
Baseball Has the Most Advanced Metric Model to Learn From keep reading…
An 10-employee assessment company out of Boston, though it has already been quietly using its product with 14 customers, officially launches today with a focus on personality and soft-skills testing.
Cangrade first takes a look at a company’s current employees — or in the case of smaller businesses, it uses “big data” already out there. (The company says its “team of experts spent years researching millions of data points from over 200,000 employees, running over 40 empirical studies, and consulting with over 20,000 of its users.”)
It analyzes the traits that are common among people already on the payroll, and analyzes the job you’re trying to fill. The CEO and co-founder Gerson Goren says it’s not heavily weighted toward one personality characteristic, like the ever-popular “extraversion” some companies seem so intent on. keep reading…
Winner! Winner! Winner! That’s all your organization will be saying after incorporating “gamification” into various aspects of their recruiting strategy. With the recent surge of gamification on to the scene, you don’t want to be the only one just vaguely familiar with the topic. Join the Findly-sponsored webinar, and your host, Jim Wexler, will really define what gamification is all about; it’s applications, how it engages the audience, and whether or not gamification makes sense for your organization. If you miss out, it might mean GAME OVER for your organization in this new age of recruiting.
Date/Time of Webinar: April 16, 2014, at 2 p.m. Eastern
Registration Link: https://cc.readytalk.com/r/ha5fy3jo3mrq&eom
Can’t attend? No problem! Sign up and receive a recording to view at a time that is more convenient for you!
Is your company or category going through a major transformation?
Are you in the midst of launching a new consumer brand promise?
Do you have trouble articulating your employment story to candidates?
If you answered “Yes” to any of the questions above, you may want to consider re-evaluating your current employer brand. Here’s why.
What’s now an old standby — the “jobs you may be interested in” on LinkedIn — is getting a tweak.
Companies with 100 or more job slots can now do what LinkedIn’s calling “Internal Job Recommendations.” keep reading…
Every few years or so, it happens. Someone declares a “War for Talent,” battle lines are drawn, and then candidate poaching begins. While some of this is a little sensationalist, it’s also very true. Any company who wants to attract the best and brightest, and also the best personality and culture fit, must set themselves apart. Since there are many companies all vying for the same types of candidates, the landscape can get cluttered.
So let’s talk about who, what, where, why and how: keep reading…
A 30-employee advertising agency near Los Angeles is trying to find a potential new employee by asking people to make a video about a charitable cause and post it on Twitter with the hashtag #TakeMyJob. keep reading…
This year, U.S. colleges will graduate somewhere around 124,000 information technology majors.
Most of them (61 percent) will head straight into the workforce, where the average starting salary for these new grads averages $59,000. Those with masters and PhDs, and those in high-demand specialties like security, will earn much more.
Where they want to work is not much of a surprise: Google, Microsoft, Apple, Amazon, and Facebook top the list of their ideal employers, according to a Universum survey.
Besides having the advantage of an internationally known brand — of the 100 employers on Universum’s list, not one can be considered even a mid-sized company — the biggest employers have been scouting colleges for months; a few began nurturing their future candidates when the kids were still in high school. Now, with graduation looming, these employers have largely completed filling their incoming IT class of 2014.
Competing with the big name firms is not easy, agree Chris Jenkins and Lindsay Kulla. “It’s always tough competing with the Facebooks, Google, Amazons,” says Jenkins, who is senior recruiting manager for kCura, a young Chicago software firm that serves the legal industry. keep reading…
While we can all admit that technology has greatly enhanced how we work, relationships are at the core of recruiting. And there’s one relationship that many recruiters are neglecting — the hiring manager relationship.
Hiring managers can be a tremendous source of ideas, intelligence, and potential candidates, if you build the relationship the right way. Here are three easy steps you can take to tap into your hiring managers’ knowledge and networks, while also building better working relationships with your hiring managers. keep reading…
presented by Chris Hoyt and Elaine Orler
If you’re looking to drastically improve your candidate experience, check out this Jibe sponsored webinar – with a three-time winner of the CandE awards – it’s going to be one hour you won’t want to miss. Elaine Orler, webinar host, will interview Chris Hoyt, PepsiCo, encouraging him to “spill the beans” on how he created attention with candidates to encourage more survey responses leading to improvements in PepsiCo’s candidate experience resulting in his three year career as the CandE award recipient. Sign up now and help your organization take the step from a good to a GREAT candidate experience.
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