These days, it’s rare to come across a ‘lifer’ — someone who has spent their entire career with one organization. It’s especially true of top performers and those with specialist skills, who are more and more likely to seek their next career move outside their employer’s four walls.
So, when those highly valued people walk out the door, what can talent acquisition specialists do to lay the groundwork for bringing them back into the fold as ‘boomerangs’?
Know Who You Would Bring Back keep reading…
On July 18, ERE.net featured “How to Really Calculate the Cost of Employee Turnover,” which highlighted a few key metrics that factor into the real cost of turnover. The opening statement stands out:
Employee turnover costs are often described with generic numbers such as “$X,000.00 per employee” or “X percent of annual salary.”
Turnover cost, specifically “X percent of annual salary” — which can also be translated to $$, is one of the most effective KPIs to use in achieving the real measure. They tell a much deeper story than the “generic” term implies, and they are much easier to use. In 2010, while doing research at Aberdeen Group, we found that most companies use replacement costs to measure the cost of turnover. After taking out some outliers in high-volume/low-skill environments and some very high-level C-suite and management consultants, the analysis showed on average that using 86 percent of starting salary is a very fair estimate of the cost of turnover. NOTE: One of the research notes where this finding was published can be found here (page 2).
Here are four reasons why this metric is effective and not as generic as one might think: keep reading…
Department(s) responsible for managing their employer brand (more than one answer is possible)
Over the past seven years I have been fortunate to travel to more than 50 cities in 30 countries to share my employer branding knowledge and experience with thousands of leaders. The No. 1 issue that continues to draw discussion and debate is whether employer branding should be a human resources or marketing function — or both! There are also a number of leaders which support the view it requires a combination of expertise from multiple functions to effectively deliver an employer brand strategy that builds value.
We all know that recruiting is about connecting with candidates on multiple levels: practical, emotional, and aspirational. Employment branding and marketing can make a big contribution toward that. Today many recruiting organizations still see “recruitment marketing” as optimizing their job board strategy. But there is so much more that can be done with a true employment branding strategy. Getting this right will help you stand out in your market, generate pipelines more easily, and most importantly of all attract the top talent in your industry.
To define your employment brand, consider these factors: keep reading…
This is the final part of a two-part research-based series that is designed to reveal and describe the four categories of factors that restrict the recruiting of STEM women (i.e. women with degrees in Science, Technology, Engineering, or Math) into high-tech firms.
In part one we highlighted Category 1, the lack of a short-term impact associated with efforts to increase the supply of STEM women, and Category 2, the top barriers that restrict STEM women from applying for and accepting new jobs. Our research and analysis indicates that there are two more major categories of factors that inhibit STEM women from changing jobs. Those factors will be covered in Category 3, the corporate cultural frustrators that discourage STEM women from being recruited into new jobs, and Category 4, biases against women in the hiring process of high-tech firms.
CATEGORY 3 — The corporate cultural frustrators That Discourage STEM Women From Being Recruited Into New Jobs keep reading…
If you’re not a “creative,” you’ve probably been annoyed by a creative’s lack of organization or follow-through at some point. You may even be reveling in the recent onslaught of articles arguing that creative employees only waste time and money.
But no matter how “Type A” you are, you can’t afford to overlook creatives’ potential in this increasingly innovation-focused market. keep reading…
Hiring is a complex process, but optimizing it is surprisingly simple. Before posting your job listings online, consider asking yourself “Is this job ad grabbing the attention of applicants?” as well as “Is this job ad gaining the right exposure online?”
Placement is crucial to finding the right candidates, and using the right actions words will drive response. Ad development requires diligent keyword research and an understanding of your competition.
Here are some things you need to know about hiring optimization for job boards.
Understanding Your Competition
Take the time to research your competition. Find out what they are doing to generate attention with their job listings. Read over their job listings to identify the terms they are using — including the job titles. Compelling information for a job listing is found within the first sentence or two. Target those keywords and start naturally integrating them into your job listings to see an improvement in the visibility of your ads.
To create an ad that clearly targets the right market, you need to know the research keywords associated with your target pool. Active job seekers will use search engines to find jobs. Search engines work primarily through keywords. To have effective advertising you need to first have effective keywords. Choose keywords related to the job description and title, as well as the city and state in which the company is located. Including location is particularly important because it allows individuals searching locally to be funneled to your ad, as well as people from out of state hoping to find employment in your specific area. keep reading…
Yesterday I listed seven operational habits that characterize unsuccessful recruiters. In this second part, I examine not only the actions that distinguish the successful recruiters, but also the talent mindset that must be adopted. It is the capacity to embrace a “paradigm shift” in your recruiting philosophy that really determines how successful you will be in your talent acquisition efforts.
First, let’s stop fooling ourselves. keep reading…
Most strategic recruiters seek to optimize the three most important factors in talent acquisition — cost, time, and quality. However, that objective is often impossible to accomplish because recruiters continue to use outdated talent processes which were designed back in the 1980s.
Stephen Covey, in his ground-breaking best seller — 7 Habits of Highly Effective People – introduces timeless principles that form the framework of the changes that individuals must adopt to become more effective. But, before one can embrace the seven habits, Covey proposes adopting of a “paradigm shift”– a change in perception and interpretation of how the world really works. Similarly, recruiters must be willing to adopt a paradigm shift in how they view the world of talent acquisition — if they hope to be successful in sourcing, recruiting, and hiring the very best talent in today’s war for talent.
For example, it has been my experience that “average” to “good” recruiters follow similarly dated talent strategies: keep reading…
We are deeply disturbed at the “there’s little we can do” attitude of the leadership at most major tech firms towards increasing the number of STEM (i.e. Science, Technology, Engineering, Math) women recruited into their firms. The leaders of these firms seem to think that their posting of shallow diversity metrics was sufficient. Because males dominate many of the high-tech leadership roles, it’s a bit arrogant for them to assume that they know and understand the barriers that STEM women face.
Instead, we propose they use a more scientific approach that uses survey research techniques to identify the actual barriers that STEM women face when applying for a job in a high-tech culture. Only after you pinpoint the actual barriers can executives then take the precise steps necessary to mitigate or overcome those barriers. Rather than waiting for these hesitant leaders at high-tech firms to act, we have been conducting our own interviews and survey research with the goal of identifying each of the barriers that STEM women recruits face. Our research has found that there are four categories of factors that contribute to the STEM women recruiting problem.
They are 1) the weak supply; 2) the perceived barriers that restrict them from applying for jobs; 3) the negative male culture that frustrates and discourages women; and 4) the biases against women embedded in most corporate hiring and promotion processes.
In this part 1 of a 2-part article, we will address the first two categories, the weak supply of STEM women, and the perceived barriers that restrict STEM women from applying for jobs. keep reading…
Susan’s interview was coming to an end. Overall, she felt pretty good about it. She realized she could have done a better job of making eye contact a couple of times early on, but she had been nervous and it had taken her a while to loosen up. However, she was confident that she had nailed the high fidelity simulation component and the questions were all pretty much what she had expected.
Susan made a point of thanking the three-person interview panel (Janet, the company’s VP of engineering, and her two deputies, Bill and Huang) and making sure no one had any final questions for her.
Then she disappeared. keep reading…
WARNING: Do not read this article unless you want to increase:
- Your online shares and referrals
- Job distribution and visibility to passive candidates
- Candidate response rates
- Recruiter productivity when requisition loads are heavy and inbox recruiting is the primary activity (The activities described below have reduced time-to-offer by over four days.)
- Traffic to your career site
- The total number of unique applicants into your ATS each month (the following activities have also resulted in the addition of over 20,000 new applicants in one year.) keep reading…
There has been a great deal of publicity lately surrounding the lack of STEM women at high-tech firms. Unfortunately, we have to give two thumbs down to the diversity data from each of the top high-tech firms that have publicly released their numbers. Although the firms’ intentions were good, the limited scope of the metrics that they revealed do not provide the necessary information that STEM women need in order select which firm to join or the right information needed in order to encourage them to actually apply for a different tech job.
High-tech firms have two basic reasons for attempting to hire and retain more STEM women into key roles. keep reading…
Many HR departments are at a crossroads with their recruiting effort, wondering how to improve staffing and wondering which technologies they should implement into their process. Using texting as a means of candidate communication is an option being explored by a growing number of firms. But for every supporter there is a critic — and for good reason.
Sure, texting can improve the candidate experience and speed up the process when handled properly. However, many firms do not have the infrastructure or resources to implement a centralized texting platform, integrated solution, or structured texting campaigns. In many cases, without a thoughtful strategy, texting for talent can become a major detriment to an organization’s recruitment brand.
Let’s take a look at the bright side of texting for talent: keep reading…
There are few things that are more shocking to a manager then to have one of their top-performing employees suddenly quit on them. Some managers have described it as the equivalent to a “kick in the gut.” It is a shock not only because losing a key employee will damage your business results, but also because managers hate surprises, and as a result, they frequently wonder how they missed the signals that this person was going to leave.
Employee turnover is always an important issue, but most managers are unaware of the fact that overall, turnover rates went up 45 percent last year. And because I am predicting that they will go up at least 50 percent this year, individual managers should be aware of the precursors or warning signs that can indicate that an employee is considering looking for a job, so they can act before it’s too late.
After 20+ years of research on predicting turnover, I have found that if you approach the problem systematically, you can successfully identify which individual employees are likely to quit with an accuracy rate of over 80 percent. Firms like Google, Xerox, and Sprint, as well as several vendors, have developed processes for identifying who might quit. But for most managers, you must realize that you will simply have to develop your own identification process. So if you know of a manager who is worried about turnover, pass this list of turnover predictors to them so they won’t be surprised when their next employee announces that they are quitting.
The Top 10 Ways a Manager Can Determine if an Employee Is Considering a Search for a New Job keep reading…
What are your RCR ratios?
If you are not familiar with RCR, it stands for Rejected Candidate Referral. The metrics are simply the ratio of RCRs in your candidate pool against other sources.
I love this metric for two reasons.
First, just because someone doesn’t get the job doesn’t mean they can’t be a source of referrals. Second, it is a bellwether metric for your overall candidate experience. Simply put, candidates who had a great experience, regardless of the result, will be more likely to refer others than those that did not have a good experience.
See, simple. Recruiting is not rocket science. I know there have been volumes written discussing candidate experience. Companies can and do invest significant time, money, and effort in creating highly curated candidate experiences. I can appreciate that work, and I have seen the value in having an experience that sets a company apart. The thing that bothers me is that like so many things we as humans touch, there is a bias towards over-complicating things.
Candidate experience can be summed up in one word: keep reading…
If you work in recruiting in any capacity, ask yourself this question: “When was the last time someone really invested in making me better?”
Then give yourself the responsibility of that development for someone/everyone around you.
Why would we do that? Who has time for that? Where should I start? If this is what comes up top of mind, you might owe it to yourself to put some thought into this topic. I’ll tell you why I think it’s not only a business imperative but a preservation technique as well. keep reading…
Recruiting leaders are constantly looking for strategic opportunities, which admittedly are rare in this progressive field. There is only one big missed opportunity in strategic recruiting and that is … keep reading…
Digital Generation. Gen Z. Silent Generation. Second generation in the Millennial cohort. The “coming demographic tsunami.”
However you refer to them, Generation Z (born 1995-2010) is the young, fresh round of talent you’ll be recruiting very soon, which will be a different experience than generations before them.
Gen Z was born into a digitized economy and, according to a study by New York-based marketing agency Sparks & Honey, 37.8 percent hope to “invent something that will change the world.”
The connected quality of the older Millennial generation will only be amplified by Gen Z, so be prepared to adjust your recruiting strategy as you begin to connect and communicate in new ways when you start recruiting Gen Z: keep reading…
What’s the difference between university and experienced hire recruiting?
It’s more than just the age of the applicants.
The purpose of university recruiting is generally not to immediately fill a job or internship. It is to build your employment brand on campus in front of students who will apply to your company’s entry-level job or internships … eventually. It is about keeping track of the students you want to attract and then putting on your marketing hat to continue your brand engagement with them.
One way to make that happen: keep reading…