By now everyone knows that the future of recruiting will require the effective use of both the mobile phone and social media. However, you may not be aware that new features on social media giants Twitter and more recently on Instagram now provide the opportunity to effectively sell recruits with short micro-videos that are sent to their mobile phones. keep reading…
Dr. John Sullivan
If you’re going to measure and perhaps reward individual hiring managers for excellence, you will need to work with a sample of them to determine which output metrics are strategic, effective, and easy to measure.
Here are 23 possible scorecard measures as a starting point for that discussion. Note: the highest-impact factors are listed first in each of the four categories.
Category I — High business impact measures to consider keep reading…
Few in the corporate world would argue against the fact that the actions of hiring managers have a significant impact on hiring. In fact, I estimate their impact to be over 50 percent (with recruiters and the corporate employer brand covering the remaining impacts). But unfortunately, I estimate that less than 5 percent of corporate hiring managers are formally assessed or held accountable for their contribution to the hiring process. What is needed is a hiring manager scorecard.
The goal of this scorecard is obviously to identify “problem” hiring managers but it is also to learn and then share the best practices of top-performing hiring managers with all other managers in the corporation.
After setting your overall functional goals, recruiting leaders need to develop these four items.
- Develop hiring and overall recruiting process metrics
- Develop recruiter competencies
- Develop an individual recruiter scorecard
- Develop a scorecard covering individual hiring managers.
I have covered the first three items in recent ERE.net articles, so this one will focus on a hiring manager’s scorecard.
The Benefits of Assessing Hiring Managers keep reading…
Develop a Recruiter Scorecard … Because Champions Demand That You Keep Score (Part 2 of a 2-part series)
How to develop a recruiter scorecard for assessing individual corporate recruiter performance
Champions insist that you keep score. If you understand that concept, you will ensure that in addition to function-wide metrics, you will supplement them with a scorecard for assessing the performance of each individual recruiter. Everyone knows that corporations are measurement crazy, so I have found that by not measuring something (in this case recruiters), you are inadvertently sending a message to executives and employees that whatever you are doing is not strategic or even important (because if it was, we would measure it).
So unless you want to purposely send a message that “having top performing recruiters doesn’t matter,” you have no choice but to develop an individual recruiter scorecard. In order to do that effectively, you first need to understand the foundation design principles for individual scorecards and then you must select the actual measures that you will use in your scorecard. In part one, I introduced the concept and provided three examples of what a scorecard might look like. In this part two, I will cover the design details and a list of the measure to consider for your scorecard. keep reading…
Develop a Recruiter Scorecard … Because Champions Demand That You Keep Score (Part 1 of a 2-part series)
Sample recruiter scorecards
Champions insist that you keep score. If you understand that concept, you shouldn’t be surprised that one of the best ways to separate champion recruiters from weak ones is to bring up the topic of assessing individual recruiter performance. The worst corporate recruiters and way too many third-party recruiters that I have come across almost instantly react negatively to the topic of individual accountability. Their protests usually include some variation of three different excuses which are, “professionals don’t need to be measured,” “recruiting is too subjective or soft to measure,” or “it’s not my fault, others are to blame.”
In direct contrast, the very best in sports, sales, academia, high tech, entertainment, and yes, corporate recruiting, not only love to have their performance measured but they also like it to be compared and ranked against their peers. If you are a corporate recruiting leader and you want to know which recruiters to reward or to keep (I recommend that you release those who complain the loudest about individual accountability), you need to move beyond broad recruiting department metrics and dashboards and to also develop a “recruiter scorecard” for assessing the performance of every individual recruiter. keep reading…
Recruiting is a unique field because it has no entry barriers. Unlike most professions, you can become a corporate recruiter without any formal certification, registration, recruiting experience, or even a college degree in the discipline. Because becoming a recruiter requires no formal qualifications, you probably won’t be surprised to find out that in practice, there is a wide variation in the capabilities of individuals who hold the corporate title of “recruiter.” Many corporate recruiters are truly outstanding, but unfortunately in some corporations, many other recruiters can only be classified as what I call a “Recruiter In Name Only” or a RINO (pronounced as rhino). keep reading…
Is your “six seconds of fame” enough to land you a job?
As a professor and a corporate recruiting strategist, I can tell you that very few applicants truly understand the corporate recruiting process. Most people looking for a job approach it with little factual knowledge. That is a huge mistake. A superior approach is to instead analyze it carefully, because data can help you understand why so many applicants simply can’t land a job. If you can bear with me for a few quick minutes, I can show you using numbers where the job-search “roadblocks” are and how that data-supported insight can help you easily double your chances of landing an interview and a job.
Your Resume Will Face a Lot of Competition keep reading…
“Death by interview” is the harsh but unfortunately all-too accurate name that I give to the majority of corporate interview processes because of the way that they literally abuse candidates.
Death by interview is worth closer examination because harsh treatment during interviews impacts almost every working American, simply because each one of us is subjected to many interviews during our lifetime.
The hiring interview shares a love/hate status, where even though applicants initially hope to be granted an interview, once they are finally notified, they almost universally undergo a wave of stress and painful memories that causes them to stop looking forward to them.
“Death by interview” is the term used to describe the drawn out pain that job applicants suffer as a result of requiring an excessive number of interviews, repeating the same questions across multiple interviews. and the unnecessary uncertainty that is part of most interview processes.
Death by Interview Component No. 1 — An Excessive Number of Interviews keep reading…
Top performers have an incredibly high ROI
Articles from academics don’t always provide practical lessons, but there have been two recent ones that everyone in talent management should pay attention to.
The results of the first one focus on the output differential produced by top performers. This study published in February in Personnel Psychology which cut across several industries, revealed that the top 5 percent of the workforce at the researched firms produced 26 percent of the firm’s total output. The top-performing 5 percent produced 400 percent more than you would expect (26 percent rather than 5 percent).
That means that top performers have an incredibly high ROI because they produce more than four times more; however, they are generally paid less than 20 percent over an average worker in the same job.
Just like on the business side of the enterprise where the 80/20 rule prevails (80 percent of your profit comes from 20 percent of your products) there should be a similar 80/20 rule covering employee performance. This disproportional impact means that despite the fact that many in HR are enamored with the practice of “treating everyone equally,” it turns out that that approach may be well-intentioned but misguided because in business, just like sports and entertainment, top performers have a significantly higher business impact than the average. Top performers need to be prioritized.
Prioritization Is Also an Essential Element of Referral Programs keep reading…
Practices: The return of talent agents; HR owns M&A; and hiring without degrees
Anyone who tracks advanced trends in talent management knows that many of them originated in the Silicon Valley. However, you probably also know that many of the publicized practices that start in the Silicon Valley are so unique and even outrageous (like the free Sweets Shop that is part ice cream parlor and bakery at Facebook), that no firm outside of the Valley ever copies them.
The three Silicon Valley practices that I am highlighting today probably won’t require immediate action at your firm, simply because they are so bold and outrageous that conservative talent managers will not even consider them. As a result, I am labeling them “leading edge practices that you should simply be aware of.” keep reading…
During the newly reinvigorated and exciting ERE conference, two attendees posed related but powerful questions to me. The first was “What advanced topics should be on the agenda of recruiting leaders at elite firms?” Or as another put it “What should Google be planning to do next in recruiting?”
At least to me, future agenda items are an important topic. Because after visiting well over 100 firms, I have found a dramatic difference between the agenda items that are found on 95% of the firms (cost per hire, ATS issues, req loads, etc.) and the truly advanced subjects that only elite recruiting firms like Google, DaVita, Sodexo, etc. would even attempt to tackle.
So if you have the responsibility for setting agendas or recruiting goals, here is my list of truly advanced recruiting topics that elite leaders would find compelling but that most others would simply find to be out of their reach. If you want to be among the elite, you should select a handful for implementation. However, even if you are currently overwhelmed by your current agenda, you might still find them to be interesting reading.
25 Advanced Recruiting Topics for Bold Corporate Recruiting Leaders keep reading…
The concept of “corporate coworking” is among the boldest corporate people management concepts of the decade. If you’re not familiar with the concept, it varies from traditional coworking, which is a well-established concept where a group of startups and entrepreneurs share a facility that supports their getting launched.
There is a new model, which I call “corporate coworking,” where the employees of a major corporation share a facility that also houses startups and/or employees from another corporation.
The primary goal is not to save real estate costs, to provide space for expansion, or to provide remote work options. The objective is to generate and test new and innovative ideas.
On the Surface, it May Appear to Be a High-risk Approach keep reading…
Most know references to be a tool for checking a candidate’s background, but reference-related factors can also be one of the simplest, cheapest, and effective areas for identifying top candidates.
Even the best corporations that excel at recruiting routinely fail to realize that references and the reference process itself can be powerful sources for identifying and selling top talent.
References should be considered valuable recruiting targets because anyone who is given as a reference by top talent is almost always more experienced and knowledgeable then the individual who designated them as a reference. The availability/visibility of references has dramatically increased now that the names of references can be easily found on the Internet and within LinkedIn. As a result, smart recruiting leaders and recruiters should re-examine references as one of the most underused but cost-effective areas for identifying top talent.
The Top 8 Most Effective Reference-related Recruiting Approaches keep reading…
If you’re not getting exceptional hires, it may be because your traditional interview process is simply not designed to excite them. Instead of dwelling on the past, a superior alternative is to ask them to solve real problems, and to demonstrate that they are forward-looking and that they have solutions for the future. Top candidates routinely dislike standard interviews because they find them tedious and predictable. Most interviews are simply not designed to allow a top candidate to show off their capabilities, ideas, and innovativeness. As a result, if you are recruiting for a mission-critical job that requires an exceptional hire, you simply cannot afford to bore top candidates with standard interview questions.
Everyone who has done any reading about interview accuracy already knows that they are typically one of the weakest assessment devices for hiring. In fact my own research has uncovered no less than 50 different problems with standard interviews and more than 50 different alternatives to standard interviews. One of the weaknesses is that the interview questions that are typically used focus on historical situations that occurred at another firm. But what you need to know is how this individual will perform now at your firm. That requires getting them to demonstrate how they will solve the problems that they will face in your job. Most typical questions have already been anticipated and practiced for by the interviewee to the point that their answers are not authentic. So if you’re going to interview top professionals, here are 12 questions to select from that I have found will quickly reveal which one of your exceptional applicants is the very best.
12 High-impact Questions for Top Candidates keep reading…
A retention toolkit for innovators
As the economy picks up and unemployment rates continue to drop, I can forecast with a good deal of certainty that the turnover rates among all employees will increase. The value of and the demand for innovators will increase even more rapidly. In addition, innovators who have felt “stuck” at a firm for several years during the downturn may now have a reduced need for job security. And even if they have been treated well, they may simply be in the market for something new.
It is possible to retain almost every employee (many top firms like SAS have a 2-3 percent turnover rate), provided that you have the right tools and you are willing to be aggressive.
In the first part of this retention toolkit for innovators article I covered retention tools and approaches that could be implemented solely by innovator’s managers. In this second part, I cover numerous additional bold and aggressive retention tools and approaches for innovators but each of these requires some outside support from HR or senior managers.
Part II — 17 Bold and Aggressive Retention Tools and Actions for Innovators That May Require Senior Management or HR Support keep reading…
A retention toolkit for innovators
Corporate executives are beginning to learn the high value of innovators, which can be 5 to 300 times the value of an average employee. If a company doesn’t have enough innovators, a primary option is recruiting them. In a previous related article, I highlighted how you can successfully hire innovators. But that knowledge alone isn’t sufficient because you have to constantly work to retain these individuals who are constantly being targeted by recruiters from other firms. It should be obvious that if your firm successfully recruited them away from their existing employer, there is a high probability that another employer could do the same thing again and recruit them away from you.
Unfortunately, 95% of all retention approaches can best be described as marginally effective for the average employee, which makes them useless when you’re trying to retain an individual innovator who doesn’t have the same needs and expectations of the average employee. Therefore, if you want to keep the best innovators, provide your managers with a toolkit of bold, aggressive, and data-driven retention approaches that are tailored specifically to your innovators.
Many of the practices that work to retain innovators are also effective in increasing their productivity. In this two-part article I will highlight the most effective retention practices that are specifically targeted toward retaining innovators, game-changers, and top performers. After over 20 years of retention research and practice, I can also assure you that each one of these 30+ tools is effective.
6 Characteristics of Effective Retention Efforts for Innovators keep reading…
Take notice: If what you do produces only average results … prepare to be eliminated!
We are witnessing a visible revolution and shift in corporate focus. The public visibility of this shift is unusual because strategic changes in the corporate world are normally slow in coming. In fact, the majority of corporate leaders typically fail to identify or even grasp it when what is known as a “strategic inflection point” has been reached.
So in case you missed it over the last two weeks, I’m announcing here that the long-established corporate goal of maximizing productivity or efficiency has lost the battle for supremacy and it has moved down into second place. The winner and now champion for at least the next decade is the corporate goal of … dramatically increasing innovation! If you can bear with me for a minute, I’ll give you some quick examples to illustrate this dramatic and revolutionary shift. keep reading…
Marissa Mayer’s decision to require Yahoo employees to “come into the office” has already been criticized by many. But most of the criticisms that I have come across have been based on emotion rather than data. If you understand the science behind increasing innovation through face-to-face interaction, her decision can only be classified as “a brilliant business decision.” keep reading…
Google has the only HR function on the planet that is managed based on “people analytics”
If you haven’t seen it in the news, after its stock price broke the $800 barrier, Google moved into the No. 3 position among the most valuable firms in the world. Google is clearly the youngest firm among the leaders; it has surprisingly been less than a decade since Google’s IPO.
Most on the top 20 market cap list could be accurately described as “old school,” because most can attribute their success to being nearly half a century old, having a long established product brand, or through great acquisitions. Google’s market success can instead be attributed to what can only be labeled as extraordinary people management practices that result from its use of “people analytics.”
Continuous Innovation Requires a New Kind of People Management
The extraordinary marketplace success of Google (and Apple, which is No. 1 on the list) is beginning to force many business leaders to take notice and to come to the realization that there is now a new path to corporate greatness. keep reading…
I just returned from the always-powerful CoDev conference, where a prime focus was on the difficulty of hiring and retaining innovators. Almost everyone agrees on the value of innovators, but unfortunately, because of their design and their lack of boldness, most corporate recruiting processes simply cannot successfully hire a highly desirable innovator.
In case you have been unable to get innovators to complete your interview process or to accept your offers, I’ve put together a list of bold but effective approaches that can make it possible to sell and land even the most fought-over innovators. keep reading…