Eight short questions, eight short answers.
The questions, most of them legal, are below.
The answers and explanations will provided to you for my hourly fee, payable in full within seven days of today.
Just kidding! Answers will be in the ERE Daily newsletter (sign up free if you haven’t) next week. They won’t be online for non-subscribers.
This is based on my experience with tens of thousands of situations. You may not agree with all my answers. But, hopefully, if nothing else, some of the questions and answers will spark your thinking.
Here we go. keep reading…
I’ve led talent acquisition teams for over 20 years in three industries: banking/financial, high tech, and healthcare, and before that I dabbled in recruiting as an HR generalist. For the past one and a half years I went to the dark side when I joined the executive search world, or so I thought before I took the plunge. What the last couple of years has taught me is that I had things backwards when it comes to deciding whether a search firm should be engaged. keep reading…
Recently, I had an opportunity to do some consulting work for a nationally known healthcare enterprise that was struggling to find qualified applicants for a variety of allied health and nursing roles. The head of recruiting openly acknowledged that the organization relied heavily upon two fairly specific recruiting channels: The first channel, naturally, was the institution’s own website career portal. The second channel was, of course, job boards. Big job boards, little job boards, local job boards, regional job boards, and niche job boards; job boards of every size and description. Needless to say, the organization produced lots and lots of job board postings.
My colleague was totally flummoxed by the degree and extent to which the organization had become reliant on the “post and pray” methodology. Post a job, and pray, pray, pray that the right person responds. Let me say for the record that job board postings absolutely have their place within any organization’s recruitment matrix.
The overarching problem with job postings, of course, is that they embody an entirely static recruitment channel — in other words, you can’t control or force relevant candidate prospects to view or see your postings, nor can you control whether or not someone responds to your postings. As a result, job postings are the ultimate hit-or-miss proposition. keep reading…
Let me tell you a story.
This is one of those stories I have been saving away in the vault for some time, knowing that while I worked as the head of talent acquisition for a large branded company, I could never tell it. keep reading…
Don’t call me.
I mean — you can email me. Just don’t call me.
That’s what quite a few software developers say, at least. keep reading…
If you are experiencing great difficulty in convincing a reluctant superstar or magnet hire candidate to say yes to a job offer, there are few more powerful convincing tools than a “buddy hire” program. If you haven’t heard of it, the buddy hire approach is where you offer to hire your target star candidate and a close colleague or friend of theirs as a package deal. This option is amazingly effective simply because most of us do have a close colleague or friend who we’ve always wanted to work with. And as a result, most would jump at this rare opportunity to work together with them. keep reading…
*Audacity, more audacity and always audacity
Many thanks to the fine folks at ERE for putting on another great conference. I always feel that I learn so much at these events, and this one did not disappoint, it excelled.
The overarching theme was “A bold approach to talent acquisition management and leadership,” and much of the agenda focused on bold actions being taken by bold TA leaders around the world to really up their game, and deliver results for their organizations.
I did sense a disconnect though, when it came to many of my peers in the crowd. keep reading…
I know you’ve heard this before, but millennials, perhaps more than any other generation, crave work-life balance. As a generation who entered the workforce during a recession, they’re unaccustomed to structured work environments and prefer more freedom in their scheduling. In fact, 74 percent of them say a flexible schedule is a top priority.
Getting these candidates to understand what your area, not just your job, has to offer is crucial. The younger generation is looking for jobs in cities where they can enjoy all the amenities of a big city — like New York City — but at affordable prices. keep reading…
It’s a dream come true for recruiters and hiring managers who want to kill time at work without getting grief from their boss. I recently discovered that ESPN.com is chock full of hiring lessons, so keep clicking away instead of getting back to that boring spreadsheet the next time a co-worker questions your productivity.
Speaking of wasting time, let’s not do that and get right to the sports-mirrors-life learnings:
Lesson One: You Can’t Change A New Hire’s Character keep reading…
This is “a think piece” — it is designed to cause you to rethink any preconceived notions that you might have that the retention of long-tenure employees is always a positive thing.
As turnover rates for employees continue to increase, there seems to be an almost universal agreement among HR and managers that “we must do something” to retain our employees. But take a step back and think about it: should all employees be kept or just the ones who currently and in the future produce high value?
In particular, should the employees with the most tenure be automatically kept, even though they may be expensive, and in some cases, they may be one of the primary roadblocks to corporate change? In fact the goal of this article and my many years of research on the topic is to identify the top potential issues that can be attributed to long-tenure employees. keep reading…
In mid-February, the CEO of Walmart announced that the company, long pilloried for its low wages, would be raising its starting pay to at least $9 per hour and increase it to $10 per hour next year. This move followed on the heels of an announcement the prior day that retailer Gap, Inc. was raising its minimum starting wage to $10 per hour. A month prior, the CEO of health insurer Aetna announced that it would be raising its minimum starting wage to a whopping $16 per hour resulting in an average of an 11 percent raise, and as much as a 33 percent increase for some.
What could possibly be driving this seeming flood of generosity from some of America’s largest and most successful companies? keep reading…
(SAP was this year’s ERE Recruiting Excellence winner for the best employer brand and most strategic use of technology)
The “best” talent is getting harder to hire. Areas like the San Francisco Bay are witnessing a real high-tech “war for talent.” How can we shake up the traditional model of employment branding, and make an impact in this war? In the future, can we make the branding function self funding? Is that even possible?
The employment brand function is evolving. The old days of creating bright and colorful posters, giveaway swag, and running speculative brand campaigns with no data measurements are consigned to the dustbins of history.
As we seek to hire more passive candidates (which we all know is 80 percent of the talent pool), we need to get more creative in the way we reach out and seduce these passives. That’s why sourcing, digital marketing, and social media marketing are now a critical part of hiring campaign management. Employment branding has grown up. It’s 2015 and we are anchored on big data because we have to be.
What is the Future of Employment Branding? keep reading…
If you are currently a recruiter and you’re worried about your future … I agree, you should be.
Consider a future as a recruiter where sourcing is gone, and so is resume screening and candidate assessment. All that is left for recruiter to do is related to selling candidates, which unfortunately, is something that most corporate recruiters do not excel at.
This shift is occurring partially because recruiting has been a “soft” field since its inception. But finally, recruiting is beginning to follow the pattern that proved so successful in the past on the business side of the enterprise in areas like CRM, marketing, and sales. Recruiting is now finally beginning the inevitable shift to a hard scientific approach, where database decision-making and software technology will literally take over most of the roles currently held by human recruiters. Current recruiters should be aware of this upcoming obsolescence, because there will soon be data to show that much of what they do will soon be done much better, faster, and cheaper by data-driven algorithms and software.
If you are a recruiter and you are involved in sourcing, resume screening, job matching, candidate assessment, or interviewing, you must realize that those parts of your role will soon become as irrelevant as RadioShack and Kodak. But don’t stop going to recruiter conferences and don’t start studying for your real estate license yet, because there will still be corporate recruiters in the future. Their primary role will be much different and it will be limited to influencing or selling prospects, candidates, and hiring managers. In other words, selling will become the critical competency for a corporate recruiter, much like it has been for third-party executive search for decades.
Why Much of What Corporate Recruiters Do Today Will Be Replaced by Technology keep reading…
The U.S. economy added 126,000 jobs in March, with employment trending upward in professional and business services, health care, and retail trade. Congrats recruiters, you just got busier. While the continued growth of the job pool stands as a positive sign for U.S. business, more jobs means more work for recruiters. Every HR professional I’ve talked to is feeling the pressure. New jobs are posted every day, leaving teams sifting through hundreds, and maybe even thousands, of applicants.
Everyone is feeling the strain, as previously successful process slowly begin to falter, leaving teams without the tools necessary to keep their heads above water. While the descent into overload might seem inevitable, it’s not. keep reading…
Hire hundreds of people, faster than we ever have, with no decrease in quality.
That was our task, and we completed it.
Let me tell you our story.
A Super-quick Overview of Why This Happened keep reading…
How do you disrupt traditional sourcing?
How do you drive higher performance while making work more fun?
Can you bring the philosophical principles of gamification to sourcing?
Can something be put into play that will help revolutionize sourcing across the recruitment industry?
These are some of the questions we asked ourselves at SAP as we set out on our award-winning reinvention of sourcing. keep reading…
20 Categories Of Candidates Who You Should Revisit
One of the most underused but surprisingly effective approaches to hiring focuses on “silver medalists.
If you’re not familiar with the term in recruiting, it is revisiting past applicants who that came in second during a previous hiring effort.
Now if you’re thinking that these individuals are “rejects,” you could be wrong because they may not have been hired simply because they had the bad luck of applying for a job at the very same time that a superstar candidate also did. keep reading…
Recently more than one recruiting leader asked whether their peers were still using cover letters or, if they had become like our dictionary perception of an appendix, a “useless [recruiting] remnant of our evolutionary past.”
And let’s not kid ourselves, every job coach still implores their clients to upload a customized cover letter for each and every job they apply to. Most ATSs accommodate the behavior.
But, it appears that more firms are not turning the “upload” feature on … and some with it on have begun to turn it off.
Are recruiters really reading digitized cover letters to get added “insight” to sort qualified candidates and select finalists or, would they prefer automated, curated social media content scrapped from esoteric group discussions all nicely tagged with sentiment labels and delivered by a cool app with its secret sauce algorithm?
Are there firms that still require their recruiters to review cover letters as part of selecting the finalists or is it just a “nice to have” when the finalist has been chosen to prep the hiring manager?
Do cover letters make a difference to the employer’s choice anymore? keep reading…
Factset, Sodexo, Amtrak. These companies all have one thing in common when it comes to marketing themselves to job seekers.
They all create large amounts of content distributed via social media that is geared toward prospective candidates.
Today’s job seeker is more savvy than ever. They want desperately to know what your company is like to work for. They want to see where they’ll be working. They want to understand who they’ll be working with.
Career content allows employers to be proactive and craft their own story. It makes job seekers think of them differently. keep reading…
Job interviews have become nothing more than an audition for a part.
Costumes are laid out the night before. Friends are recruited to judge a dress rehearsal of lines candidates have memorized and prepared in anticipation of the typical questions. Straying from comfort-zone questions is a great way to get candidates out of performance-mode so that you can genuinely get to know them. If you don’t find a way to get them off script, candidates will only tell you what they think will win them the part — leaving you guessing as to what qualities they actually possess. Here are four questions to help get candidates out of performance-mode: keep reading…