ERE.net

On Wednesday, the U.S. Department of Labor is unveiling a free database filled with 1,769 candidates with disabilities who are seeking new opportunities.

The DOL says this database gives recruiters access to many high-demand fields of study, including accounting, administration, business, communications, computers, criminal justice, education, engineering, human resources/equal employment opportunity, health care, law, the social sciences, and the sciences.

This database was compiled after the DOL’s Office of Disability Employment Policy sent recruiters to nearly 200 college campuses across the country to interview eligible undergraduate and post-graduate students.

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I still remember my harsh introduction to the concept of having my performance as a recruiter measured.

I had joined a company to support a functional area that had lots of needs. Jobs were open for unacceptably long periods of time, and hiring managers were questioning the candidate slates that were being presented. I had been hired by a fantastic manager, and that person was incredibly supportive as I worked with my sourcing partner to find new and innovative ways to identify and attract candidates.

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Your role as a recruiter is continually evolving, says Knowledge Infusion, which is on the hunt for real-world industry trends and best practices.

Knowledge Infusion has teamed up with ERE Media for a new survey, which will study the use of existing and emerging technologies, additional responsibilities for talent management decisions, and the use of metrics to gauge success.

“Recruiting is no longer an independent function, but a critical piece of integrated talent management that must be looked at holistically,” says Jason Corsello, vice president of the Knowledge Infusion Center of Excellence.

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Without a doubt, one of the worst things people have to endure sometime during their career is the pain of working under a horrible boss. Up until now, as an employee under the thumb of a horrible manager, there was little you could do to rid yourself of their tyranny.

However, one recruiting organization has come up with an idea called “sell your boss.” The concept is a simple one that includes a bit of irony. The recruiting firm, yellojobs.com will pay a referral fee (bounty) to an employee if their current boss gets hired away to another firm as a result of their referral.

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Top people cannot be interviewed the same way as everyone else. Although most recruiters and hiring managers know this, few know how to do it. It’s not about selling the job, charming the person, and over-talking. It’s about using the interview to get the candidate to sell you.

Let’s take one step back before moving two forward. It’s quite easy to figure out whether someone is totally a bad fit for your job. It’s almost as easy to determine whether someone’s a superstar. Just look at their resume, academics, and track record. Top performers win a lot of gold medals. So all you have to do to accurately assess them is to validate that they actually won them without taking steroids.

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Jobster, the bold recruitment startup from Seattle that leverages social networking to find quality workers, is about to receive yet another round of funding, which it apparently needs to keep it in business.

In a letter sent to investors, most of whom are employees and former employees holding options, the company says it lost about $11 million in 2007 and has less than $3 million left in the bank. The new round of funding will add to the shares held by investors and that will mean the value of the shares and options held by others will be diluted.

Since January 2005, just months before Jobster went public, the company has garnered $48 million in venture capital from Ignition Partners, Mayfield, Reed Elsevier and Trinity Partners. The company’s hometown newspaper, the Post-Intelligencer, said the funding made Jobster one of the most heavily funded consumer Internet startups in the nation.

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Ex Jobster CEO Jason Goldberg has started a new networking site called Social|Median, an early-development social news site he coins a “Facebook for real news.”

Incorporated in Delaware in February, Goldberg’s latest venture appears to be a way for readers to get news in a personalized form, though he promises it’s not a Digg clone.

He writes on Silicon Alley Insider that his team is “trying to take a fresh approach to a big problem that a lot of folks face: How best to discover, organize, and share the rapidly increasing volume of news and information out there.”

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CareerBuilder.com is out with its annual survey of the most outrageous interview mistakes candidates have made, so if you’ve ever dealt with toilet-flushers, hair-brushers, or cell-phone hushers, read on.

The careers site asked more than 3,000 hiring managers and HR professionals, and here are some of the wackiest snafus:

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I am sitting in Vermont this morning reading a local newspaper with the headline: “Vermont lost 2,000 jobs last year.” But the article does not attribute this to the slowing economy; instead, it attributes it to the aging workforce.

Now, Vermont is a tiny state and certainly does not represent most of the United States. Its unemployment rate is low, its workforce a mix of highly skilled professionals and those engaged in farming, forestry, construction, or tourism. But what is noticeable is that this loss of jobs is attributed to demographics.

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A poor onboarding strategy will inevitably cost a company the energy, resources and time spent during the pre-hire stages. This story is so familiar that 38% of companies admit to losing employees due to a weak onboarding process. Even more discouraging, 38% of companies do not know if they have lost employees due to a weak onboarding process according to an ERE Media survey.

Moving into a new position of leadership is one of the toughest challenges people face. Nearly half of new leaders fail in their first eighteen months. Often, failure is the result of crucial mistakes made in the very beginning. Critical mistakes made so early can be devastating for companies and leaders alike. But how can organizations and new leaders avoid them?

Learn how new leaders can take charge, build their teams, and get great results in new roles faster than anyone thought possible. This is important because of the time value of accelerated performance and because delivering better results faster is the best way to reduce the risk of failure in a new leadership role. This webinar focuses on how to manage onboarding as a process with discrete steps, invest in pre-boarding preparation before the start, and the need to focus on accelerating team performance after the pivot point of day one.

Peter Cappelli, author of the March 2008 Harvard Business Review article “Talent Management for the Twenty-First Century,” recently chatted with ERE about his views on talent management, his “talent on demand” approach, and a host of other fascinating management topics.

Cappelli, a management professor at The Wharton School at the University of Pennsylvania and director of Wharton’s Center for Human Resources, is also a research associate at the National Bureau of Economic Research in Cambridge, Massachusetts, and served as senior advisor to the Kingdom of Bahrain for Employment Policy from 2005-2005, and from 2007 is a Distinguished Scholar of the Ministry of Manpower for Singapore.

In this Q&A, he explains how the new way of managing talent is fundamentally different from what has come before it.

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• “I just happened to fall into recruiting.”

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The folks over at Zoho are offering a free beta trial of its new Zoho People product, which Web Worker Daily says is “clearly overkill if you have only a few employees; it’s aimed at companies who have 30, 50, or more employees and a continuing string of job openings to keep track of.”

Zoho People offers things like employee files, workflow tracking of the hiring process, travel requests, employee announcements, multiple levels of security, and an employee portal.

It features automated checklists that triggers a sequence of tasks on a specific action like create/edit/approve of a request to complete a business process. It also enables your employees to keep track of the progress of their requests.

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Who doesn’t love Tivo? It’s helped to revolutionize home entertainment, yet the humble company seems to face the same recruiting challenges as any large corporation. That seems shocking, given the company’s “cool” factor, but Tivo claims its brand recognition is not enough to guarantee the best talent walk through the door.

William Uranga, Tivo’s senior director of staffing, notes that Tivo does not “have the type of budget that a lot of companies do; we have an awesome brand name but can’t plaster our name everywhere.”

The company wanted to improve its results, and that’s part of the reason it signed up to test out the beta version of LinkedIn Recruiter.

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LinkedIn Recruiter hit the market on Monday, and the five-year-old company is feeling confident that recruiters will like what they see.

Among other features, the product allows users to group candidates in folders and tag them with comments. This means that corporate staffing departments can know immediately whether someone on the team has reached out to a potential candidate.

In 2007, the Mountain View, California-based company hired George Seiters as its senior director of corporate solutions in product marketing. Seiters spent the better part of last year working on LinkedIn Recruiter, a product he says will “revolutionize the process of online recruiting for corporate staffing professionals.”

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One of the most common questions I get from recruiting managers and executives is “What differentiates a world-class recruiting function from an average one?”

Well, in case you didn’t know, one of the primary differentiators is the practice of “proactive recruiting.”

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New research conducted by Classified Intelligence (in conjunction with ERE Media), shows that who you know still matters when you’re trying to land a new job.

The second annual survey of more than 170 recruitment managers shows that having a friend on the inside, or someone to vouch for you and pull some strings, is still a powerful way to get hired.

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I know you almost never have the time nor the resources to do the things ERE writers, including myself, suggest you do. I know that you are thinking that many ERE writers don’t run talent functions, don’t understand the pressures you are under, and have unrealistic expectations. But there are ways to get stuff done, even when the going is tough and the workload high.

I was speaking with the VP of recruiting of a very large organization a few days ago. This person’s company is being acquired and is in a geographical location where recruiting is competitive and the cost of living is high. On top of that, he has over 800 open professional positions with hiring managers pushing hard to fill them. Budgets are tight and the focus is on getting jobs filled. Now that’s real pressure.

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There is a new group on ERE called Lipstick, but don’t let the name scare you off. Nearly 50 ERE members have joined so far – both women and men — and moderator Maureen Sharib couldn’t be happier.

This new lounge on ERE is a place where members can talk about the issues they encounter in their human capital careers and insights on recruiting-related topics.

“It’s high time we discuss these issues in the Recruitosphere,” she says.

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Monster and iHispano announced an alliance this week that uses Monster’s job search technology through iHispano’s network of career channels.

As one of the fastest-growing segments of the U.S. population, Hispanics account for approximately 17.5 million workers in the United States. The two companies say this relationship will provide a stronger pipeline of candidates representing a broad range of talent.

Chicago-based iHispano.com says it reaches more than one million Hispanic professionals. These career channel partners include iHispano, the National Society of Hispanic MBAs, the Association of Latino Professionals in Finance and Accounting, the National Hispanic Business Association, the Latinos in Information Sciences and Technology Association, and Latina Style Business Magazine Online.

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