With apologies to Meredith Willson:
It’s beginning to look a lot like recovery.
Today’s reports all show.
Take a look at the confidence, it’s rising once again
And Black Friday made the Redbook glow.
It’s beginning to look a lot like recovery.
Is hiring on the rise?
That’s what we will see the economists seem to agree
A happy Friday surprise.
That’s the essence of a variety of economic reports out today, which nearly all point to economic improvement. keep reading…
The pay’s about the same; the benefits are every bit as good; the job is equally challenging; and, the training and career ladders are equivalent.
So how do you attract the top talent when you don’t have quite the same brand awareness as your closest competitors?
“Flexibility is the number one carrot,” says Paul Peterson, national talent resource manager for the Canadian branch of international accounting firm Grant Thornton.
Grant Thornton is a top 10 accounting firm. In size, it ranks fifth or sixth, depending on who’s counting. Either way, it’s a firm with significant resources, career mobility, a global reach, and, as Peterson observes, a brand not as well known in North America as the Big Four (DeloitteTouche Tohmatsu, PricewaterhouseCoopers, Ernst & Young, and KPMG.) With salaries and benefits comparable among the firms, his recruiters have to be more innovative in selling Grant Thornton to top candidates.
So what do they do? keep reading…
Imagine you were in charge of quality control, and no matter what you did you still had a problem with 80% of your product. Do you think it would be a good idea to carefully examine raw material quality?
That is a lot like hiring salespeople. You might think 80% of the salespeople would produce 80% of the sales, but that is seldom the case. In most organizations 80% of the salespeople generally produce about 20% of the sales. I know. I was a sales manager for a long time. I was also a sales trainer who used the best-known training and coaching programs I could find. Guess what? I never once saw a workshop or sales manager consistently turn poor salespeople into exceptional ones. It was 80/20 from the day of hiring to the day of firing.
Our organizations might have mastered machines and processes, but overall, they fall short in the human resources department. By that I mean we seldom, if ever, measure accurately candidates for the specific skills they need on the job. Instead, we take their word for it. keep reading…
If you’re out shopping today, there’s a good chance that the person helping you purchase your items or finding that deeply discounted item for you had a different, permanent job last year.
Even if you avoid all forms of in-person commerce in between Thanksgiving and New Years, like me, it is likely that the person fulfilling your order at an online retailer is in the same boat. keep reading…
On the eve of America’s annual day of Thanksgiving, there’s at least some better economic news to toast than what we’ve seen in a while.
Today, the U.S. Labor Department reported that initial claims for unemployment fell last week to the lowest point since July 2008. In another report, the U.S. Commerce Department said Americans increased their spending for the fourth consecutive month in October. Personal income also rose, as did disposable income, tangible evidence that the improving optimism in recent surveys is real.
In fact, one of those consumer sentiment surveys, the Reuter’s/University of Michigan’s Consumer sentiment index, surprised economists by coming in at 71.6, a full point higher than the most optimistic of the predictions. It was 67.7 last month. The survey tracks with the Conference Board’s venerable Consumer Confidence Index, which rose 1.6 points in October. keep reading…
Part 2 in a series related to optimizing recruiting team results
Given the demands to do more with less that are prevalent in HR and recruiting departments, in Part 1 I discuss how imperative it is to take a systems approach when implementing changes to improve recruiting team yields or other key performance indicators, and discussed two recommendations related to investing recruiter training initiatives: Evaluating both capacity and also incentives, before pulling the trigger on a training initiative.
A common problem is that many organizations make the decision to train their recruiters (and other staff) without evaluating other components that correlate to optimized outcomes. This is a common training error: “we aren’t getting the results we need … therefore let’s train the staff … (and fast).”
There are three more areas that should be considered before implementing recruiter training initiatives: keep reading…
Platforms such as Facebook, LinkedIn, Twitter and a variety of proprietary platforms are becoming core to successful recruiting, learning, relationship building, and marketing.
However, most organizations are operating without an overarching strategy that defines how to get a solid and visible return from their social media approaches. Recruiters have become caught up in the technology and are using these tools without much focus on whether they are working or not. Organizations are creating Facebook fan pages, LinkedIn groups, and so on with little understanding of their goals for doing so. While there may be cases where a recruiter can say that they made a hire because of a social media tool, there are few organizations that can show a consistent return or prove that some other approach would not have worked just as well.
Many traditional tools such as email, job board postings, and face-to-face meetings may be as successful (or even more so in some cases), but are abandoned in the excitement generated by the social networking platforms.
Before social media will become a mature process for recruiting, we need to build appropriate strategies and measurements to gauge its success.
Here are five things to consider: keep reading…
With access to and leverage of talent playing a more critical role in an organization’s ability to succeed than ever before, it should come as no surprise that the financial analyst community would start evaluating talent management capability when rating organizations. The fact that analysts historically haven’t paid much attention to factors like an organization’s ability to recruit, develop, or retain top talent has allowed HR to operate pretty much “under the radar,” without standardized analytics.
The OMG moment for talent management leaders is coming. keep reading…
Dr. John Sulivan joined our webinar series yet again this week to take a look at how you can utilize your employee referral program to make proactive hires. Learn how to tie your referral program into your marketing and social media efforts to recruit the best talent. As we’ve seen in the past, employee referral programs are typically the most valuable source of hire so make sure not to miss this important information!
For more podcasts, webinars, and articles on recruiting be sure to check out ERE.net!
I always suspected there was something more than coincidence that Catbert, the “evil” head of HR where Dilbert works, is a feline. Having cohabited with cats over the years, I wondered if Scott Adams was making some sort of metaphoric allusion.
Now, CareerBuilder says Adams would have been closer to the truth if he had used a fish.
The company’s weekly survey of work-world issues turned its attention to pet ownership, discovering that fish owners were likely to hold jobs in human resources, or in a few other areas, including finance, transportation, and hospitality.
Cat owners, says CareerBuilder, are more likely to work as physicians, real estate agents, science/medical lab technicians, machine operators, and personal caretakers. keep reading…
Every action has an opposite and equal reaction — Newton’s Third Law of Motion
There is a dark side to a company’s ability to identify and recruit high-potential fully-employed passive candidates. The problem: the fully employed people they’re identifying, recruiting, and hiring now work for your company.
So as LinkedIn’s “auto-connect your employees with every job posting” feature becomes more pervasive, and Doug Berg at Jobs2Web figures out how to get everyone in the world into your talent community, and Monster makes sure your employees see that your competitor’s opportunities are better than what they’re doing now, expect some ugly consequences.
Here’s what I consider the domino effect of what on the surface appears to be a good thing — identifying great people and offering them what appears to be better career opportunities: keep reading…
The Society for Human Resource Management has essentially repudiated one of the fundamental reasons it and its partner, Employ Media, sought to create a .jobs domain.
In a memo responding to a series of questions from the Internet Corporation for Assigned Names and Numbers, SHRM said there is no requirement that only company jobs be posted on a site with a .jobs address.
While that may be technically correct, it is counter to the purposes SHRM and Employ Media detailed in their 2004 application for requesting ICANN create the domain. Then, the two entities argued that a .jobs address would benefit employers by offering an easy way for job seekers to find corporate career sites and would make it easy for companies to market those sites.
Employ Media itself, the wholesaler and manager of .jobs addresses, tells potential applicants that the Internet domain is to be used “for your recruitment ads.” Its registration agreement specifically says:
“…you may not:
1. Use your .jobs domain to post third-party information, such as job listings for other companies. This means that you can not have a job board at your .jobs domain which contains listings for jobs outside of your Company.”
When Staff Management decided it needed a social media presence, its first instinct was to be cautious.
“We knew we had to be there, but there was a real concern about the issue of reputation,” admits Jerry Wimer, VP of operations at the contingent workforce provider. “Our whole industry is apprehensive about opening up that two-way communication.”
That the staffing industry has been hesitant to jump on the social media bandwagon is not surprising, considering the odd sort of business it is. It’s a B-to-B service that hires the public to work for someone else. keep reading…
Rackspace is a company doing so much right in the social media space that it’s hard to know where to begin. Numbers are as good a place as any. So consider these:
- It has more than 21,000 followers on Twitter.
- Its Facebook page is “liked” by almost 2,700 people.
- Visitors to RackerTalent, the company’s 8-month old career site, spend almost three times as many minutes learning about its culture than the average for the entire site, including actually searching for a job.
“Not only can we say it’s good, but damn, this is really great.” That’s Michael Long. He’s head of global talent branding for the web hosting and cloud computing company in San Antonio.
You may recall Long from my post in March. He’s the guy who got the company’s logo tattooed on his arm. Also known as The Red Recruiter, Long shepherded Rackspace’s new career site, first as a consultant, then inside as branding leader. The site launched shortly before the tat got inked. keep reading…
Part 1 of a Series Related to Optimizing Recruiting Team Results
Let me start by saying I am biased with regard to recruiter training. Beyond that bias, though, it is clear that providing development opportunities for people to improve their skills is certainly worthwhile, but in most cases it only holds true provided the training is implemented correctly. But there are countless occasions when I observe recruiter training initiatives deployed incorrectly, so the topic warrants discussion, particularly given that one of the common themes prevalent in today’s workplace environment is cost-containment, and the goal of doing more with less. Indeed, “doing more with less” has probably never been more pressing than in today’s economic climate and is particularly true of human resources and talent acquisition departments across most companies. keep reading…
At last month’s ERE Expo in Florida, Mark Mehler and Gerry Crispin of CareerXroads assembled a panel of four of today’s sharpest young job seekers. Among the findings:
- Only one of them used LinkedIn
- They were not swayed by free swag at job fairs
- They were hesitant to be contacted by Facebook and SMS, which is often regarded as impersonal, unprofessional, or even spam.
- It they’re receiving text messages from a recruiter or employer at 9:00 p.m., it’s a bad sign that they’d be working until 9:00 on a regular basis at that company
Click below to watch the video and read more.
Normally the flags go up when phone sourcers ask me, especially when they’re new at it, “What do I do/say if/when she asks me why I need the information I ask her for?”
The truthful answer to this is that if the Gatekeeper asks you this question, the high probability is that you didn’t approach her properly*. But, like everything there are exceptions. I’m going to go through a few of them with you. keep reading…
RealMatch, the job ad network that distributes ads for free charging only for candidates you want, has scored two big coups. The Israeli firm announced today that it has gotten $4.7 million in funding from VC Carmel Ventures, with Baytech Ventures participating.
It also announced that Marcel LeGrand, a former top executive with Monster, joined the company as its CEO. LeGrand, who took on the RealMatch job last month, was a long-time Monster employee, joining the company in 1991 when it was still TMP, a Yellow Pages marketing firm.
Over the ensuing years, LeGrand attracted the attention of then owner and CEO Andrew McKelvey, who described him in an interview as “a bright, analytical guy.” LeGrand rose to senior vice president, heading product development and, later, strategy and corporate development. keep reading…
By Dr. John Sullivan & Master Burnett
Over the past six weeks, we have attended eight large conferences that focus on or relate to talent acquisition. On the agenda in all but one were sessions dealing with employee referral best practices (and Master Burnett and Gerry Crispin will be leading a discussion of referrals at ERE’s March 23-25 conference in San Diego).
Since we have invested a great deal of time investigating both the design and performance of programs in hundreds of organizations, we always make it a point to check out such sessions.
After struggling to sit through nine presentations and listening to countless uninformed opinions, we have to lash out at the masses of professionals who manage employee referrals in their organizations yet remain woefully unaware of what constitutes outstanding, good, average, and woefully ugly program performance.
Below Average Isn’t Great By Any Measure
The first observation that left us absolutely dumbfounded was the fact that nine out of the eleven companies presenting (some sessions were panels) hired significantly fewer employees via their employee referral program than the average company, and that one presenter didn’t even know what percentage of external hires their program produced. keep reading…
How much would you pay to keep a superstar who has another offer? How much if the employee was just a star?
Before answering that you might want to take a look at the collection of posts talking about counteroffers. For sure, read Dr. John Sullivan’s advice on recruiting a game-changer. He wrote that shortly this summer’s remarkably chronicled — and dissected — campaign to recruit NBA star LeBron James. He announced his decision (in a one-hour TV special no less!) to leave his hometown Cleveland Cavaliers and join the Miami Heat and fellow NBA standouts Dwayne Wade and Chris Bosh. Money was not the driving force. Winning a title was.
Back now to the original question. What would you do to keep your star from bolting? keep reading…