Maybe it’s spring cleaning. Virtually every major social network is changing its interface or functionality.
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…
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.
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…
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…
Those who follow my articles know that I frequently write on the positive trends and the big ideas that recruiting leaders need to be aware of. However, I have not often written about the biggest strategic challenges or problems that corporate recruiting leaders face. Of course no one wants to dwell on the negative. But since I am predicting that during the next few years we will all encounter a completely transformed world of recruiting, it only makes sense to at least be aware of our largest current and upcoming challenges. If you don’t act proactively to mitigate these major challenges, they unfortunately may grow out of control, causing exponential damage to your firm.
The Top 10 Highest-impact Strategic Recruiting Challenges keep reading…
Just like a job finalist waiting for a decision, college-bound teenagers have been watching the mailbox for the telltale thick envelope that means “Yes.” Thin ones are usually bad news.
Some schools email their decision. Last week, the Ivies simultaneously released their decision online at 5 p.m. EDT Thursday. Other schools send confetti, or links to an acceptance video.
None, though, were more creative than the University of Southern California’s brand new Jimmy Iovine and Andre Young Academy for Arts, Technology, and the Business of Innovation. The accepted applicants each received a personal video with congratulations from Iovine and Young, better known as the hip-hop artist Dr. Dre. Iovine, Dre’s longtime associate, is a successful and well known music producer. keep reading…
Recruiting Against the Private Sector: What Government Can Do to Better to Compete for Talent From Campus
In a previous article, we described the keen interest in employment in the public sector by millenials. Federal employment provides many of the most important attributes that students identify as attractive for their careers. This is evidenced by federal agencies being chosen among the top “ideal employers” identified in Universum’s student survey of tens of thousands of college students: the Federal Bureau of Investigation, National Institutes of Health, Peace Corps, Department of State, and NASA, to name a few. However, despite the appeal of public sector careers, most government agencies are quite inefficient in their recruiting and selection processes and consequently lose many top candidates to the private sector.
Compounding this handicap is the fact that the job market for new campus graduates has heated up once again. According to the 2014 National Association of Colleges and Employers survey, employers plan to increase their hiring from the class of 2014 by 7.8 percent for their U.S. operations. While the job market is certainly tough for some recent graduates, the most sought-after candidates are receiving multiple offers with higher salaries. Agency recruiting and hiring practices must change to effectively for the desired talent.
Here are 11 suggestions that the public sector might deploy that parallel successful practices in the private sector: keep reading…
Companies with call centers or large customer service centers need to hire high volumes of employees on a continual, routine basis. This type of hiring presents unique challenges and requires dedicated, results-focused recruiters to keep a steady pipeline of candidates flowing through the system. If you are responsible for class hiring, here is a primer and some tips on how to succeed. keep reading…
Recruiting is finally moving away from transactional thinking and beginning to understand how to better connect and engage with relevant candidates. We are not there yet, and I may be too optimistic, but many recruiters are making the transition to engage candidates and improve their experience and are therefore making more hires, increasing candidate satisfaction, and bringing in people who become productive faster and stay longer. An exemplar here is Google that has dropped many of its previous job requirements and adopted ones based on data and results.
We are moving slowly through the hype of technology into the deeper waters of understanding candidate psychology and motivation. Over the next five years I expect to see much less focus on tools and technology, and much more use of them to really engage candidates and improve the experience they have in finding the right use of their skills.
Here are the four trends I see unfolding. They will not all be competed in 2014 but they will certainly be well underway in many organizations. I’d love your comments and feedback.
Engagement/Experience 2.0 keep reading…
Spring has sprung for many job seekers, and that means shifting their job searches into high gear. Your goal of course is to fish for the special few who have what you are looking for in a new employee. The problem is that most job fairs only give you three or four hours to fish, with hundreds of job seekers streaming past your table. It takes real skill and talent to hook the right ones. Here are a few tips to help you catch the winners. keep reading…
Baseball spring training is here, so it’s a perfect time for us to talk about the importance of an organization’s bench strength. When you think about all-time greatest baseball players, near the top of the list are legends Ted Williams, Ty Cobb, Ernie Banks, Rod Carew, Tony Gwynn, and Harmon Killebrew.
Guess how many World Series championships those Hall of Famers won combined? As many as you and me: Zero. Those players all set individual major league records, but their teams never won the ultimate prize.
Tying that point to our organizations, we can’t be satisfied having just a couple superstars on our team and no bench strength to support them. Ultimately, we won’t win. Our organizations won’t achieve key goals in a timely manner, and we run the risk of sliding backwards if we lose one of our superstars.
Too often, we hire people whose full potential and ambition are invested in performing the jobs they’re hired for. Then, when we need more from them, they’re not able or willing to go the extra mile.
Your goal should be to have at all times (or be working toward) at least one employee with the skills, personality, character, ambition, and technical competence to take over each key position in your organization right away. Without this, your company will be unable to attain its growth goals quickly, reducing future profits and opportunities for your co-workers to achieve their career goals.
Also, if a key player is incapacitated for a couple months or longer, your organization could be damaged. I learned that lesson the hard way when I was diagnosed with cancer. But I was fortunate that we had hired several high-potential people who filled in for me when I was sidelined by my surgery and chemo treatments.
Here are four important actions I suggest you take to improve your bench strength: keep reading…
What could be more important than having everyone on your team focused and on the same page? Unfortunately, in my interactions with corporate recruiting leaders, I am frequently surprised to find that they don’t have a formal set of strategic goals for their talent acquisition function. That’s a major problem because you certainly can’t be strategic unless you have a formal written strategy (most don’t) and a corresponding set of goals to make it clear to everyone what you’re trying to accomplish. Not having clearly defined, measurable, and communicated strategic goals can add to the confusion about “what is important” and “what is less important.”
While having goals provides focus and direction, their absence can cause team members to wander and to waste time and resources in low-value areas. So if you want your team to be laser focused on the important things, have clear goals that clarify your purpose and that specify what you’re trying to accomplish and what great results would look like.
In that light, this article provides a list of the strategic goals that truly effective corporate recruiting leaders can choose from. Reaching many of these recruiting goals is more complicated because the factors involved in reaching them are not 100 percent controlled by your team. However, it’s time for recruiting leaders to learn to follow the standard business practice of assuming the captain-of-the-ship role which assumes responsibility for meeting goals that you don’t have 100 percent control over.
The Possible Strategic Goals for the Recruiting Function keep reading…
The Internet is celebrating its 25th birthday this week. 1989 was also the year the Berlin Wall came down, protests rocked China’s Tiananmen Square, “The Simpsons” debuted on TV … and HR was changed forever.
The Internet has transformed employer branding, internal communications, and talent acquisition in ways we hardly imagined in 1989. Many of the changes — even the beneficial ones — were disruptive, forcing HR professionals to alter how they operated. In honor of the Internet’s silver anniversary, I thought I’d look at the challenges brought about by two-way computer revolution — and how HR has adapted.
Employer Branding keep reading…
I don’t work at Google. I never have. I know multiple managers and former directors in HR & recruiting who’ve been there and shared their experiences. I, like many, have read countless articles on why Google is so great place to work. In terms of products, I’m a fan but not devoted to any cult of Google. Some of its past hiring practices were arrogant, inefficient, and any experienced talent acquisition leader could tell you were a waste of time.
There are articles in the LA Times and elsewhere whose main premises are that Google is ignoring how smart applicants really are by not using intelligence testing any longer. “GPAs are worthless as a criteria for hiring, and test scores are worthless … We found that they don’t predict anything,” noted Lazlo Bock, head of talent at Google. They feel it’d be mistake to follow Google’s lead. I disagree.
I think they’re missing the big point. Companies should hire like Google but adapt to their needs. keep reading…
A think piece designed to stimulate your thinking on competing against the top 1 percent firms for top talent
If you’re an executive interested in recruiting, here is a scary thought to consider. For the first time in your lifetime: As a result of their compelling approach to managing talent, the elite 1 percent of firms now have a powerful recruiting brand advantage. The resulting “recruiting brand gap” between the top 1 percent and the remaining 99 percent of firms is now so wide … that most firms have given up trying to match the talent approach of the 1 percent.
The Top 1 Percent of Firms Have Unique Talent Differentiators keep reading…
Every company has a culture — whether leaders shape it or not. Rather than simply letting culture happen on its own, wise leaders proactively plan for and manage their company cultures, by first carefully determining and setting an example of the roots of every corporate culture: company values.
In a recent survey, we asked employees and job seekers the most important thing they look for in a company. While 79 percent said salary, 77 percent said company culture. If culture is not top of mind at your company, it should be. In order to get you thinking about how to develop your corporate culture, consider both your company values, and how to put them into action.