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The ranks of passive jobseekers are growing as workers decide now is not the time to look for a new job.  Many, in fact, are considering taking classes to improve their job prospects, while 41 percent told pollsters they intend to stay in their present job until they retire. Another 38 percent said they expected to hold onto their current job for at least another year.

Wise decisions, considering that only 23 percent of the companies surveyed intend to add full time workers in the next three months.

These are some of the findings reported in CareerBuilder.com and USA TODAY’s “Q4 2008 Job Forecast” released today. The report was based on a survey of more than 3,000 hiring managers and HR professionals and over 6,100 workers in private sector companies nationwide.

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Kudos to all of you! Over the past week, the posts on the ERE discussion boards have been relevant, though-provoking, and inspiring. You certainly made my job of picking out the top five discussion posts of the week challenging. Here’s what I came up with…

Your Views on Video Resumes
It’s a question we see often on ERE discussion boards … are video resumes “just a trend?” Dianne Pierrot is looking for feedback that might be helpful for candidates rather than employers. After reading several posts on this topic, I think any vendor selling video resumes might be in trouble. Jeff Altman sums up the views of others when he writes “DON’T DO IT.” Jeff, Pam Claughton, and David Rees warn that video resumes can be dangerous for both candidates and employers. Not only are they time-consuming, but they expose candidates to unnecessary biases and leave employers at risk for violating EEO compliance. At HP, David Rees and other recruiters conducted all interviews over the phone to “reduce the influence of looks, dress, and the possibility that a disability might influence the decision.” On a more positive note, Paul Davenport feels the video can help employers identify skill sets for certain job roles such as field sales and marketing.

Monday’s Question of the Day
After reading a list of 10 ways to keep recruiting costs down, I wanted to hear what ERE members are doing in today’s economy to cut costs. Michael Finnell argues that now more than ever, recruiting goals need to align with overall business goals. Recruiters need to act more as consultants and work with hiring managers rather than outsource entire recruiting functions. Sound like a need for workforce planning during these tough times? Michael also recommends negotiating with your job boards for a better rate, and requesting referral fees from recruiting firms to use in your recruitment budget. Sounds like Rosita Cruz would agree with Michael, and offers some specific tips to cut costs including cutting benefits, turning to virtual workplaces, and automating phone messages. Josh Letourneau offers some comic relief on a sensitive topic and Michael Finnell closes his post with some encouragement: “Whatever you do, don’t give up!”

Should Corporate Recruiters Share Silver Medalists with Other Companies?
Sean Rehder thinks so. It can build strong relationships, and ties into an earlier ERE discussion about today’s recruiting field being more open than in the past. After a few heated posts and a little miscommunication, I think we found consensus … if a resume does not come from a TPR, “sure” — forward away. However, if a resume comes from a TPR, it is bad policy for a corporate recruiter to forward without the consent of the recruiter, and the recruiter who sent the resume is entitled to a fee. Rebecca DeBoer had a recent situation where her resume was passed over to another department and she was not informed. She asks, “why do people think our business is not for profit and that our bills are less at the end of the month than other businesss?”

Jobless Rate in CA: 7.7%
Maureen Sharib posts the “highest statewide unemployment rate since March 1996.” Danielle Canon brings the discussion to another level when asking how many of these individuals actually have degrees. Tessa Adler steps up to the plate by reaching out to the State Development Department to find out. They thought the question was very relevant and will provide us an update through Tessa soon. Although Jeff Altman argues that many of these jobs affect teachers, government workers, and manufacturing, Tessa learned that the mortgage and financial industries have been hit the hardest … not a huge surprise. In addition, CNAs and home workers have been heavily affected in California as nursing homes were losing money. One question Maureen brought up that I have also heard several times … is this recession different from past recessions because it is now impacting government hiring? What do you think?

Job Boards
Ah…the inevitable question of the week…what job boards are best? Dan Vaughn is joining a large insurance firm and wants to know what job boards will bring results in his industry. Are Monster and CareerBuilder worth it? Tim Davis and Scott Wilde recommend www.greatinsurancejobs.com. Scott also uses CareerBuilder. Denise Street-Roth is less enthusiastic about CareerBuilder and Monster. She has had success with closer.net but advises Dan to look beyond job boards. She contacts insurance-training schools, networks with insurance professionals and even real estate lawyers, professionals, and mortgage brokers. Good luck, Dan! Keep us posted….

Talent management vendor Authoria (profile; site) has been acquired by private investment firm Bedford Funding for $63.1 million.

The deal leaves intact Authoria’s management team including founder and CEO Tod Loofbourrow, who said that the acquisition “brings us an investor well matched to the size of the market opportunity before us.” Bedford will inject an additional $8 million in working capital to accelerate Authoria’s expansion.

The price is half the $128 million that Taleo (profile; site)  paid for Vurv (profile; site) just six months ago. Both companies had similar staffing levels, but Vurv’s 2007 revenues were around $40 million, while Hoover’s, the business reporting service, estimated Authoria saw about $17 million that year.

Vurv was probably also in better financial shape. Since being founded in 1997 Authoria raised some $100 million in venture capital, including $58 million raised by Hire.com, a company Authoria acquired in 2005. It evidently also had some debt, since Loofbourrow pointedly notes in the announcement that “Bedford Funding will provide us with a debt-free capital structure.”

Jason Corsello, writing in his blog, The Human Capitalist, called the deal a recapitalization observing that existing investors shareholders, which include senior management, as well as the VC firms, would probably only receive “only a fraction of the investment and value.”

Even so, he is encouraged about the company’s prospects for the long term saying it “creates a much cleaner structure for the company to really attack the market as the first vendor that can truly bring together talent acquisition/recruiting with the rest of the talent management suite.”

It’s no secret that a major driver of corporate success is putting the right person in the right role the first time. In fact, statistics from the Harvard Business Review and other leading human resources thought leaders indicate that as much as 60%-85% of the retention problems many companies face are directly related to defects in the hiring process. To properly reverse this trend, hiring authorities in high-touch, high-tech markets must be able to benchmark the role; that is, to develop a complete understanding of the job itself, and the skills, experience, traits, values, and motivations necessary for success. Once complete, a systematic process for behavioral interviewing and talent selection must be employed to identify, select, onboard and retain true difference makers.

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There is a next-generation college recruiting strategy that is gradually making the traditional approach seem as outdated as phones with wires.

I call this new approach über college recruiting (über is German for superior) because it is so aggressive. This advanced approach began emerging in the late 1990s and was most often associated with high technology firms like Trilogy and Cisco.

The practices were so successful, so exciting, and so out-of-the box that urban legends still abound about what these true innovators were doing over a decade ago. Recently, über recruiting has been re-energized by the antics and the advanced methods of the Google recruiting machine.

Google has adopted the über approach in part because of its use of metrics. Most firms stick with mainstream college recruiting efforts because breaking free of the status quo isn’t easy, as few in the HR world seem willing to take on the challenge and make the business case for something different.

Google, being an organization full of advanced mathematicians, scientists, and engineers took the time to calculate that a top technologist from a graduating class is worth 300 times more than an average grad. When they talk about top technologists, they are not talking about the best who approach their college recruiting booth during a career fair, but rather that one truly unique innovator who may someday change the world. Having calculated the value of such exceptional talent, Google is willing to shift its approach and spend whatever resources are needed to become the #1 college brand. They have championed the über approach because the old traditional approach just can’t guarantee extraordinary hires.

Most Firms Utilize the Traditional Approach

I estimate that 95% of corporate college recruiting programs follow the traditional model because everyone is familiar with it and they are simply comfortable using it. I sometimes call the traditional model the “career center focus” model because it relies so heavily on services offered by the career center, and very little on actual scouting for talent.

The primary steps in the traditional model are simple and straightforward:

1. Pick your top schools in the U.S. and the majors to target.
2. Arrange with the career center dates for information sessions and interviews.
3. Place ads announcing the info session.
4. Develop brochures and recruiting collateral.
5. Offer food that is good enough to attract, and give a compelling talk.
6. Hold on-campus interviews.
7. Make your offers.

It’s straightforward, relatively inexpensive, and it produces enough hires to make everyone happy. Unfortunately, most executives, hiring managers, and recruiters are satisfied with it in part because they are unaware that there are other more advanced options that yield a clear competitive advantage. The advanced college recruiting model contains more sophisticated elements designed to ensure extraordinary results.

A Checklist of the Major Elements of Über College Recruiting

The advanced or über approach contains many elements that are either under-emphasized or completely absent from the traditional approach. The primary distinction between the traditional and über models is the reduced emphasis on campus information sessions and increased focus on branding, technology, relationship building, aggressive marketing, and fact-based decision-making.

If you want to be part of the “elite” 5% that use the advanced approach, here are 9 key elements that make the advanced college recruiting model so powerful:

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Carly Simon did question the idea of using a performance profile as a means to determine competency in her hit song, You’re So Vain. However, in this case I’m referring to the other Carly.

On September 16, 2008, Carly Fiorina (the former CEO of HP and McCain supporter) made the statement that none of the president or VP candidates had the experience to be the CEO of a major corporation. The McCain team wasn’t too pleased with her remarks, and she’s been taken off the tour.

However, her dilemma raises an important question: Are the skills and abilities to run an international, multi-unit corporation comparable to those needed to run the U.S. government?

The answer to this becomes quite clear once you prepare a performance profile for each job.

For background, a performance profile is not a job description listing skills, abilities, and experience requirements. Instead, it describes the performance expectations for the job, describing what the person must do to be successful. It’s filled with action verbs like build, create, develop, initiate, solve, design, etc., not passive verbs and statements like “have” and “be responsible for.”

For example, a performance profile for a sales rep selling plumbing products in Peoria might state “achieve and sustain the monthly quota 90 days after successfully completing the sales training program.” The job description for this same job would state something like, “must have 3-5 years b-to-b plumbing parts industry experience.”

As I have ranted on these pages many times before, the continued use of traditional job descriptions is the primary reason companies can’t find enough top people to fill critical hiring needs. Everyone agrees that skills and experience don’t predict future performance. This is the core problem with job descriptions.

Past behavior doesn’t predict future performance, either, if the person is doing different work. This is the problem with behavioral interviewing. The use of behavioral interviewing in combination with traditional job descriptions only makes sense when the person is doing essentially the same work in the same culture with a similar supervisor.

A performance profile overcomes all of these impediments by emphasizing the performance expectations of the job and the environment, not the skills required to do it. The assessment involves comparing the candidate’s actual accomplishments to these requirements.

There are typically 6-8 key performance objectives for any job, whether it’s entry-level or executive management. Once completed, a performance profile can be turned into a compelling ad describing the projects, challenges, and opportunities.

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Why should a recruiter care about talent management programs? If you don’t have a good answer, consider this: the talent those systems help a company manage is talent you had a hand in bringing on board.

With the increasing awareness of CEOs and HR executives that quality of hire is part of the evaluation equation for recruiting programs, how those hires are performing is a metric no recruiter can afford to ignore.

“When recruiters can be measured on quality, some recruiters will simply be better than others at bringing in high impact, more productive, and longer tenured employees,” said Dave Lefkow, CEO of consultant talentspark and a veteran recruiter, in an article more than three years ago.

Comprehensive talent management systems do more, of course, than assess and track employee performance. Coupled with succession planning modules, they can make identifying promising internal talent a snap and in doing so encourage internal recruitment. The more sophisticated of these systems can also flag employees who are at risk of leaving, spot talent shortages and replacement gaps, suggest and track training, and lots more.

If your company doesn’t have a talent management system now, it could very soon. The market for these is growing strongly as if in inverse proportion to the U.S. economy. Authoria (profile; site) had a 93 percent growth in bookings for the first half of this year over last. Pleateau, whose recent release of its Plateau Talent Management 5.8 Service Pack 5 prompted this article, reported 2007 revenues that were 58 percent higher than the previous year. The 450 attendees at its user conference last week was the largest turnout in the company’s history.

During a demo of the new release Frank Leff, Plateau’s Pre-Sales Product Consultant, observed that companies can easily assign fields to individual employee profiles, identifying such things as source of hire, recruiter who had the req, and whatever else might be useful. He, and Dennis Gullotti, Director of Product Marketing, showed how easily a recruiter could find in-house talent before having to go outside the company.

But as we watched the demo unfold, we saw how easy it would be to identify the recruiters whose hires were making the biggest impact. Plateau’s competency comparison, intended to identify potential successors and assist with skills gap analysis, could also be used as a quality-of-hire metric.

Is that happening? Absolutely, Gullotti told us. People are “coming out of the talent management silo,” he said. As systems like Plateau’s are increasingly linked to other enterprise software, “We,” he said, meaning HR as a whole, “are connecting the recruiting silo to the performance silo to the other systems.”

That’s closing the feedback loop that will inevitably make quality of hire as important and common a metric to be weighed as time and cost to hire are now.

I recently posted a contract recruiter position and within four days I got over 400 submittals. Ugggggh.

Unfortunately, here is a look into what I saw: typos and misspellings on resumes; zero mention of accountability; inconsistent information; absent information from previous jobs; half-completed resumes; and six out of seven resumes were from recruiter wannabes. The sad part is that some of the wannabes took more time to position themselves than some of the veterans.

If you are a serious player, and you want to separate your candidacy from the sea of competition, I suggest you take your job search seriously, even if it is for a contract recruiter role. Take your time. Who you are being in your job search is a reflection of who you will be on the job.

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There’s more trouble for Workstream (profile; site), the Canadian-headquartered talent software and services vendor. Already wrestling with an almost certain delisting of its stock because of its low price, Workstream is now appealing a second NASDAQ delisting notice it received because the company has not filed an annual report.

Workstream issued a press release today saying it had appealed the latest delisting order. That gives the company some breathing room while NASDAQ reviews the matter. Workstream could avoid delisting by filing its annual report, Form 10-K, as required by the Securities and Exchange Commission. Workstream is required to file 90 days after the end of its fiscal year on May 31.

Why the report has not been filed was not explained in the press release and company CFO Jay Markell could not be reached.

Company officials reported in July that Workstream’s fourth quarter ended in the black, the first time that has happened in the company’s history as a publicly held corporation. It reported an EBITDA of $516,000 for the fourth quarter ended May 3 compared to an EBITDA of ($4.5 million) for the previous quarter and ($1.3 million) for the fourth quarter last year. Only sketchy numbers were released then, however, with the company explaining there was some sort of analysis underway of its accounting for goodwill.

Nevertheless, delisting is almost inevitable for the company. In November 2007 the company was notified that it would be delisted by the NASDAQ exchange because its stock price had fallen below the $1 a share minimum. The company got an automatic extension to Nov. 17th., but with the stock trading around 16 cents a share for the last few months, Workstream will be dropped by NASDAQ. That will make it difficult for its shareholders to sell their stock. When they do, generally through private transactions, fees will be higher than when the shares are traded through an exchange.

Earlier this year, Workstream was courted by payroll processor Empagio, which made a bid to acquire the company. Though unsolicted, Workstream and its board endorsed the merger, which would have created a new company with Workstream shareholders owning 25 percent. The deal eventually fell through.

Besides its software business, concentrated in on-demand compensation, performance and talent management in its TalentCenter 7.0 released last year, Workstream also owns 6FigureJobs.com and Allen and Associates, a candidate focused career management firm.

What really matters when deciding where to work? YS Interactive, the parent company of YSN.com, asked 450 students from 50 countries. The students were surveyed in New York City during an international community-service-related competition.

I was surfing the Internet this week and came across a fabulous story that is a perfect metaphor for how much things have changed in the world of recruitment since the rise of the Internet coincided with the global shortage of skills. Unusually, it’s a recruitment story from the work of rock music.

The story revolves around rock band Journey, which has existed in various guises since 1973. I suspect anyone younger than an ‘old Gen X’ (like me) won’t have heard of them unless they regularly listen to classic rock radio.

Journey were huge during the early to mid 1980’s with American Top 10 hits such as “Who’s Crying Now,” “Open Arms,” and “Don’t Stop Believing,” (probably better known to pop culture aficionados as the song Tony Soprano selects from the jukebox in the closing scene of The Sopranos’ final episode).

Journey’s lead vocalist at the time, Steve Perry, scored a 1984 hit with the single, Oh Sherrie (confession: I have the vinyl single somewhere in storage).

Last year Journey founder and lead guitarist, Neal Schon, was attempting to recruit a new lead vocalist to replace the departed Perry. Frustrated with the options he had auditioned live, Schon turned to the Internet and spent hours surfing scores of YouTube videos, looking at bands and singers to see whether he might discover what he was looking for online.

Amongst the many wannabes and try-hards, he stumbled upon a video by a popular Filipino cover band, The Zoo.

Schon listened in amazement as 40-year-old lead singer, Arnel Pineda, belted out a stunning and note-perfect version of one of Journey’s biggest 1980’s hits, Faithfully (amongst many other cover versions The Zoo had posted on YouTube).

Schon messaged The Zoo via YouTube, and although Pineda initially thought it was a hoax, Schon eventually convinced Pineda he was for real, and asked Pineda whether he was interested in auditioning for the vacant lead singer’s role.

Six weeks later, a still shell-shocked Pineda was winging his way to San Francisco for a two-day audition with Journey.

In December 2007, Pineda was announced as Journey’s new lead singer, followed three months later by his debut, fronting the band live at a Chilean music festival to an ecstatic fan reaction, glowing reviews, and a television audience of 25 million.

Revitalized by its new lead singer, Journey quickly recorded a new album which it released in June and is currently in the middle of summer/autumn tour of the USA with fellow 1980’s classic rockers, Heart and Cheap Trick.

What a fantastic story for the new world of recruitment: a story covering globalization, Web 2.0, and non-traditional sourcing strategies.

What I most love about this tale is that a U.S. rock band, whose fan base is solidly in the Midwest, resisted the temptation to go for a singer who “looked right” and instead recruited the best-performed, most-competent singer, even though he was from Manila, speaks heavily accented English, and doesn’t look like Steve Perry (save the long dark hair) or the band’s fan demographic.

It would be easy to dismiss this story as unique to music and not relevant to recruiters.

I believe that would be a mistake.

Consider that in this Journey-finds-new-lead-singer story, the following occurred via the World Wide Web:

• The employer sourced a potential employee, living in another country, online.
• The employer contacted the potential employee.
• The competence of the potential employee was able to be assessed sufficiently well to arrange a live interview (audition) in another country without any need for a resume.

No recruiter was involved in the process.

When you consider the growth of career portals and the rise of online testing of skills, competencies, and motivations, recruitment in the 21st century has only just begun.

As we rapidly head towards the 21st century’s second decade, are you ready for what’s ahead?

ERE was at RecruitFest in Toronto last week. Organized by Jason Davis, it featured some great speakers such as Susan Burns, Scott Love, Craig Silverman, and John Sumser. We asked speakers and attendees about what changes and challenges to expect in 2009.

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In Boulder — where unemployment is around 4.6%, much lower than nationally — a group of employers are banding together to fly in top software developers for an unusual career fair.

Candidates will come in for two days during the week of October 27-31. They’ll learn the Boulder life, hear pitches from startups, and interview, probably speed-dating style. (You can bet they’ll be wined and dined at night, too.) Their flight, hotel, and transportation are all paid for.

Tim Miller, CEO of Rally Software, says “the general economy and the tech economy are booming. We’re all competing over what is is higher and higher demand for tech talent. It’s hard to get people locally.”

Rally hires about 1 or 2 percent of its applicants. If it hires a couple of engineers from the Halloween-week event in Boulder, Miller says the approximately $5,000 fee he’ll pay for the event will be a bargain.

Casey Schorr feels about the same way. He’s the CEO of Printfection.com, where you can design and sell T-shirts. Schorr says that signing up for the fair was “pretty much a no-brainer.” When one of Schorr’s friends — who is helping organize the event — told him about it, Schorr responded, “that’s an amazing idea, I’m in” before knowing the cost. The money, as it turns out, is about a quarter of what he pays a recruiter.

“Finding really high quality software developers is very, very, difficult,” he says, referring to folks such as database administrators, PHP programmers, and My SQL developers. “Anybody you want working for you is already working for another company. We need to ‘import’ our talent, I guess you could say. There are a lot of great programmers out there who live in [for example] Fargo, North Dakota, or somewhere in Mississippi.”

Schorr says of the recruiting fair: “It’s pretty ad-hoc. That’s pretty much how the community runs up here in Boulder.”

Recruiting Ostrich Disorder (”ROD”) is an illness characterized by the head of a recruiting leader, or recruiter, being buried in the sand while the exposed rear end is left making blind decisions.

Recruiting Ostrich Disorder is an often-fatal disease for recruiting directors, recruiters, and even VPs of HR. Symptoms include IBS (”Irritable Budget Syndrome”) which restricts the flow of required budgetary resource and RDS (Rodney Dangerfield Syndrome”) which prevents recruiting leaders and recruiters from getting the respect needed to be considered an essential strategic business resource — and the corresponding budget to cure IBS.

All hope is not lost. Inexpensive, disruptive, highly advanced and way-cool cures exist — many of these being self-administered solutions — which restore health, budget, respect, and often result in a comfortable Seat at The Table — or in the world of third-party recruiters, highly increased commissions!

What is Recruiting Ostrich Disorder (”ROD”)?

ROD is an unhealthy state of recruiting that is:

• Almost always based on hunch instead of data.
• Performed in a purely reactionary manner.
• Considered an administrative cost-center.
• Removed from the strategic planning process — even though every C-Suite officer says weekly that employees are their greatest asset.
• Exemplified by exhausted, over-worked recruiters who are near or beyond burnout from handling unrelenting, massive workloads, year-in and year-out.
• Rarely appreciated by hiring managers who usually complain about recruiting services being too slow, too costly, and too low quality.

What Causes Irritable Budget Syndrome (”IBS”) and Rodney Dangerfield Syndrome (”RDS”)?

According to recent studies conducted by the McKinsey Group, it is easy to extrapolate that both IBS and RDS are caused by business leaders lack of confidence in HR’s ability to understand the needs and requirements of the business. Unfortunately, Recruiting Ostrich Disorder (”ROD”) makes it nearly impossible for recruiters to actually see the issues facing the business and to also see successful talent acquisition solutions. Besides an occasional sand crab, it’s nearly impossible to see anything else when the head is buried in sand.

How are IBS and RDS Diagnosed?

If you possess one or more of the following symptoms, seek immediate treatment:

1. If your company is growing and your recruiting budget is flat or shrinking.
2. Your request for new recruiting technology is placed behind the request for balloons at the next company picnic.
3. All of your top external headhunters contact you on the same day with possible opportunities elsewhere.
4. If the compensation analysts start becoming nice to you and sympathetic to your salary recommendations.
5. Your boss is in charge of company policy, dress code, and company picnics.
6. HR generalists will not look you in the eyes when you ask for counseling. Since ROD means your head is buried in the sand anyway, this symptom will be very hard to change.
7. You are not invited to the annual event for pledging contributions to the company-sponsored charity of choice.

What are the Illnesses and Pains Associated with IBS and RDS?

• Being told to recruit for a major project when you know in your gut the talent doesn’t exist in the targeted business markets — but you don’t have the data to prove it.
• Or the compensation is not enough to attract the required talent — but you don’t have the data to prove that either.
• Or the talent is outside of the targeted business markets — but you don’t have the data to discover where it exists or how to reach it.
• Or to attract top talent you need to run precise advertising and networking campaigns — but you don’t have the demographic data of the targeted talent pools in the targeted cities and regions.
• Or you have an Affirmative Action or OFCCP mandate — but don’t have the data to actually know which cities with have the largest talent pools of diversity candidates inside budgeted compensation ranges.

Living with Recruiting Ostrich Disorder in the Real World

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Highly paid corporate recruiters working in the financial-services industry and recruiters who spend the day mining job boards will face an uphill battle landing a new position. As the financial services industry goes through another round of crises and hiring slows throughout the country, recruiter job security is waning. Some suggestions:

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Last week, I highlighted the need for corporate college recruiting programs to include referrals by students and others to supplement a firm’s Career Center efforts. Part one covered the advantages that college referral programs provide as well as a few examples of benchmark best practices.

In part 2, I will highlight some of the action steps you can take to implement a successful college referral program including advanced approaches, tools, and some added tips.

If you want to generate a significant portion of your college hires as a result of your referral program, here are a variety of approaches to consider. Select those that fit your level of aggressiveness and corporate culture.

Things to Do

• Offer rewards. Surprisingly, many people associated with a university are willing to make referrals with no promise of a reward. Why? Because they really believe in the abilities of the students they know and work with. You don’t need to give away a flat-screen TV in order to be successful. Students will readily refer with simple rewards like gas cards, iPods, software, movie tickets, a pizza party for their friends, professional sports tickets, or a chance to win a spring-break vacation. Offer students a choice from a list of rewards. It’s best to start small and then increase the rewards if you find those under $100 are ineffective. Since every campus is different, directly asking students or trial and error are the best ways to determine what works. You can also offer campus clubs and student professional organizations larger rewards for successful hires as a result of their referrals. The key is to offer an exciting reward but not one with an economic value so high that it might cause someone embarrassment.
• Referral cards. Referral cards are under-used in both traditional employee programs and in college referral programs. Think of the excitement an individual gets when they’re handed a card that says “WOW, you really impressed me. You’re just the kind of person that would be perfect at XYZ firm!” Referral cards can be electronic (like an e-greeting card) or on paper. It’s important to limit the number you deliver (to make sure the people who get them feel “special”). It is also extremely important that individuals responding to such invitations to apply are not treated identically to applicants walking in off the street.
• Utilize your databases. Use the information you gain from other sources, including scholarships, participation in community events, and working with alumni groups. Data mine the information in order to identify potential referrers.
• Use blogs. Have recent grads and interns (and even college recruiters) write blogs that discuss what it is like to work at your firm. Blogs are an effective way both to attract and “sell” students on your firm. Ask your most successful bloggers to evaluate those that make great comments or ask good questions on their blog and to make referrals if they identify someone special.
• Social networks. Encourage your recent grads, interns, and employees who work in functions that target college grads to be active on social networks like Facebook, MySpace, and Twitter. Ask them to build relationships with individuals who show promise.
• Ads, posters, and campus radio. Although they can produce some good referrals, your screening program has to be able to handle a larger volume than when more targeted marketing approaches are utilized.

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Things are starting to slow down for hiring departments across the country for reasons related to the slower economy, arrival of the holiday season, and ending of the year. While things are cooling off across the country, a different breed of recruiters are gearing up to embark on a journey outside the boundaries of this country. While many of them are still working to fill position within the U.S., there are some who are proactively warming up for a long haul to fill the positions far in the future.

I am pointing toward the USCIS (United States Citizenship and Immigration Bureau; erstwhile INS) H-1B quota for the year 2009 that will open its doors to applicants from around the world in April 2009. Every year, USCIS allows and issues 85,000 H-1B visas, out of which only 65,000 visas go to candidates with specialty skills across the world. The rest of the 20,000 visas are available for foreign candidates with higher degrees from schools in the United States, which is generally a master’s degree or higher. Most of the 65,000 H1-B visas go to hi-tech workers across the world whose technical skills in the field of Science, Technology, Engineering, and Mathematics are in high demand in the U.S. and Europe.

And so for companies and businesses dealing in the hi-tech industry, an opportunity to recruit professionals from this pool of qualified candidates is strategically important for growth, sustainment, and development of new products and services.

Although principles of recruiting remain the same, it takes a very different approach to recruit candidates from outside the country. Below are some of the pointers that recruiters must keep in mind to successfully recruit these professionals from outside the country. These points are a result of being tested as a recruiter in the global talent pool.

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A number of organizations are recruiting in Second Life. They are realizing significant branding benefits by recruiting in a virtual world. The real question is, How successful at recruiting employees? The challenge becomes more acute for those attempting to find talent outside of the IT world.

A common theme that I usually hear when I discuss recruiting in Second Life is “Second Life is great for technical organizations recruiting young IT talent like Java programmers, but it really would not address our needs.”

There are many reasons why non-technical organizations can benefit from recruiting in SL. Most organizations would agree categorically across industries that there is a growing demand for a technically proficient employee base outside of the IT department, especially as more baby boomers head off for retirement and web 2.0 applications proliferate in the enterprise. There is a compelling benefit to having access to a geographically diverse pool of candidates during these tumultuous economic times, when fuel costs are exceedingly difficult to manage as well as travel budgets. Value is also realized by branding and screening in a virtual world that is typically the domain of leading organizations.

There are also numerous arguments that can be put forth as to why non-technical organizations will not be successful recruiting in SL. There is limited information on either technical or non-technical employees who have actually been hired through an interview conducted in SL. There should be more information readily available if this was a frequent occurrence. Virtual job fairs and islands of employment are not well-known, and I’m sure many job seekers have no interest in engaging in a virtual world. Even if a non-technical person did find a job fair and decide to participate, there is the challenge of operating within SL. It takes time to become adept at controlling your avatar and getting the right appearance for an interview.

What type of employees if any are being hired in SL?

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It was the beginning of autumn in New England, and the leaves were turning orange, yellow, and red. It was a glorious afternoon, but Paul scarcely noticed. He was stuck.

His company, ABC, needed some very specialized people and he couldn’t find them. For over two years, Paul had tried to fill some very specialized and always open positions by using Internet search and revamping the career site. He had even put his reputation on the line a few months back when he insisted that a central sourcing team would solve the perpetual lack of qualified candidates.

He had just finished a tough meeting with his sourcing team trying to figure out why there were no candidates in their talent pool. He had been certain that there would be several potential people from that pool; when the hiring managers had told him about their openings, he had assured them it wouldn’t take very long.

After all, the team had known about the competencies these positions required for months. Now it looked bleak.

What had gone wrong?

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Lehman, Merrill, and AIG employees are getting bombarded by recruiters. Are those recruiters doing their jobs and helping out people in need, or are they being vultures?

One recruiting firm says the Wall Street turmoil has “triggered one of the largest and most historical talent feeding frenzies in recent history.”

Also, on ERE’s sister publication, Elaine Rigoli notes that Lehman and Merrill Lynch workers are connecting on Facebook’s Lehman profile as well as on MySpace’s Lehman and Merrill Lynch forum.

She also notes that:

• The collapse of Lehman has pitched thousands of investment bankers into the jobs market and recruiters were yesterday scrabbling to contact the best staff.
• This is seriously going to impact Wall Street compensation this year.