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…
As more firms adapt a data-supported approach to HR decision-making, new data is revealing that commute issues can have a major impact on hiring success and retention. Now you may have assumed that commute issues were an obscure factor with only a minor impact, but you would be wrong.
You probably already know that long commute times frequently increase new-hire tardiness and absenteeism rates, but data now reveals that commute time can have a major negative impact on new hire retention. Firms like Xerox, KeyBank, and Gate Gourmet and advisory firms including Kenexa, Workday, and Evolv have found a connection in many jobs between commute time and new-hire retention and new hire success. Research by consultant Jeff Parks found that at one manufacturer “at 13 miles, which is about a 30-45 minute commute, the probability of quitting jumped to more than 92 percent.”
A Minimal Commute Has Extra Benefits keep reading…
We at SAP, recent winners of ERE awards for branding and technology, thrive on pushing the envelope, disrupting existing norms and perceived recruitment wisdoms. One of the hot topics in the recruitment industry today is whether an algorithm can replace a recruiter.
In seeking to answer this, we challenged the very traditional university recruiting model.
As far as the question we posed in the headline: WOW. That’s a controversial question!
Perhaps it’s a sensitive one for recruiters to read.
It’s an age-old question that has never truly been answered. Until today …
In a high-tech world, can a computer replace a recruiter? Or more precisely, can an algorithm replace a recruiter?
One of us — Matt — is going to talk about this more in San Diego this month on his panel, but let us say for now that the answer is yes. And we proved it in the field of university recruitment. keep reading…
Over the last 20 years I have mentored and developed a lot of people both formally and informally. At some point the same question comes up around how do I become the head of talent acquisition?
So with an article like this, I have to write a disclaimer up front:
It’s perfectly fine if you don’t want to climb the corporate ladder in a talent leadership role.
You are not less of an asset to a company if you are perfectly content being a specialized individual contributor.
Being an agency recruiter, consultant, or contractor can be just as rewarding (maybe even more so) versus running a recruitment department.
It’s OK to use a recruiting role as a stepping stone to something else in HR, the business, or a totally different line of work.
And finally, my journey is mine alone, so what you might read not everything might resonate with you, but I am hoping that if you just pull one helpful nugget out of this article, then that is the reward I was personally after.
Ok, now that we have that out of the way let’s get started. This might be one of those long articles, but heck, this is nearly 20 years of experience below. :)
I have not prioritized these into a stack ranked order of importance, but rather let’s call this a list of things that in my opinion have come up as foundational common themes over my career: keep reading…
Recruiting questions from hell that most recruiting leaders can’t answer
May I suggest that this may be the most thought-provoking recruiting article that you read this year. It is thought provoking because it covers mind-numbing questions that you are likely to get covering the business impacts of recruiting.
Answering tough questions is becoming more critical, because as the business world becomes more highly competitive and thus data driven, it has become increasingly more common for senior executives to literally grill functional leaders who are requesting continuing budget support with scary and difficult-to-answer questions. I call these inquiries “questions from hell” and in recruiting they include questions like “Show me the ROI of recruiting?” or “Show me how recruiting provides us with a competitive advantage?”
Some also call them “bone-chilling questions” because they can create instant panic in leaders when making budget or new program presentations. Executives from finance, marketing, customer service, and supply chain routinely come prepared with great answers to these tough questions. However, during my many years of researching and practicing recruiting, I have been continually disappointed in the level of business acumen and the ability of many recruiting leaders to answer these “questions from hell,” when they are posed by their CEO, the COO, or the toughest questioner of all, the CFO.
What CEOs, COOs, and CFOs Want to Know About Recruiting And Its Impacts keep reading…
Late last year, L’Oreal presented its talent attraction strategy at the LinkedIn Talent Connect event in London. If you didn’t attend or haven’t seen this presentation, you can view the video here. This stood out to me above all of the other presentations, because if there’s one thing a lot of companies have forgotten about, it’s the experience. And what L’Oreal have created with that simple concept is nothing short of incredible.
As recruiters, our job is to find talent to fill requisitions, but quite often we forget about the importance of things such as branding or candidate experience. And with all of the other tasks we need to get done, it’s a challenge to put our mind to concentrating on the bigger picture — making your company stand out and attractive to talent.
Here’s what you can learn from L’Oreal’s example: keep reading…
This is the second article in a series I’m writing detailing talent acquisition at Spectrum Health and our journey to best large TA team. Last month I focused on how we reorganized the team, and this month I will begin to discuss various process changes we focused on, starting with our improvement around acceptance rates. keep reading…
Despite the multitude of new communications channels employers can use to connect with talent, email is still one of the best ways to reach them. But to do so most effectively — in terms of attracting and building relationships with the best candidates — recruiting teams can learn a lot from their marketing counterparts.
Just consider the parallels: While marketers are concerned with finding new customers, recruiters need to find new candidates. Where marketers drive the corporate brand, recruiters drive the employer brand. And, as marketers build lead databases, target and re-engage customers, and work to make the sale, recruiters build talent pipelines, seek to continually engage talent and encourage them to apply. keep reading…
Having a strong talent bench is the difference between being ready to take advantage of opportunities and having to put critical business decisions on hold.
Here is how one company realized that its inadequate talent acquisition process delayed its succession plans and put the company at risk.
____________ keep reading…
Hiring for cultural fit is one of the main mantras within recruitment nowadays. Recruiters are encouraged to look beyond skills and past the job description to find candidates who “fit” with the organization and its values.
By contrast, we don’t talk nearly enough about how to create a company culture that can attract the best talent. In fact, the results of a recent survey suggested that just over half of companies don’t have a defined culture! This is crazy at a time when top candidates are increasingly concerned with “culture,” and often use it as a differentiator when deciding where to apply.
Inevitably when people bring up company culture, the conversation drifts to perks. How do we top a competitor that offers free dinner for employees working late? We have to provide free lunch! This is never the best way to approach the culture question. There will always be companies that can offer better “things.”
Instead, company’s need to think about creating a working environment that attracts top candidates and can get their team excited to come to work every morning. keep reading…
Trying to hire? Chances are that your candidates will type a job title into a search engine. Keep your job postings highly visible and optimized. If candidates can’t find your postings, you won’t get responses — but when your jobs are optimized, it can become one of the best methods of drawing traffic to the career section of your website. There is little cost involved to change your current posting methods, but the results could be well worth your time. keep reading…
A Case Study Compilation of the Amazing HR Practices That Make Google the Benchmark to Learn From
Using any set of assessment criteria, Laszlo Bock of Google has been in the vanguard in creating revolutionary change in the profession of HR to the point where he has earned the title of “HR professional of the decade.” Under his leadership, Google has literally led the way in innovation in all aspects of HR and it has become the world’s only data-driven HR function. Its willingness to continuously try completely unique approaches has resulted in Google being rated the No. 1 best place to work by numerous independent groups (Fortune six times, Fast Company, Glassdoor, Universum, and LinkedIn).
Working at Google has such a powerful employer brand draw that it receives an unparalleled 3 million applications a year, even though applicants only have an estimated 0.2 percent percent chance of getting hired.
But it’s more than just image that Mr. Bock has helped to create, because Google’s workforce productivity is simply amazing at $1.23 million per employee each year.
Not only has he molded the HR function at Google in nine short years into the benchmark model that everyone admires, but he has been extraordinary in his willingness to share his knowledge with both HR professionals and potential job applicants. Even though I have been writing and speaking in the HR field for three decades, I have never come across a leader who deserved the title of HR professional for an entire decade. HR is a unique field where very few corporate HR leaders are known by name throughout the profession but Laszlo Bock is clearly the exception, primarily because he openly shares what he has learned, even when it runs counter to standard HR thinking.
An Overview of the Amazing People Management Practices at Google keep reading…
The franchising industry is in a state of uncertainty, and its growth could derail.
Yes, the franchising model has proven to be highly successful, enabling small business ownership for hundreds of thousands of people in the United States. Franchisors have worked diligently to create proper systems and support for their franchisees that allow their brands to thrive and promote the success of the American economy. Indeed, the franchising industry is characterized by continuous growth and expansion; it is expected that 2015 will mark the fifth consecutive year in which the industry will grow and create more jobs faster than the rest of the economy.
But the time-tested model is in question after in July 2014, the National Labor Relations Board in the U.S. announced that a franchisor could be designated as a joint employer of its franchisee’s employees.
Every successful recruiter that I have ever met does some very simple things well. When a requisition goes weeks and weeks without being filled, it’s the product of a fundamental break-down of a simple process.
The recruiting process typically breaks down in one or more of the following areas: keep reading…
A regional convenience store chain with a not-so-stellar reputation recently renovated the store located a couple miles from my house. It’s actually quite beautiful as c-stores go — bright and open with new fixtures, colorful signage, and a classy stone façade.
But what happened in front of the refurbished building is what really caught my attention during my visit there last week. keep reading…
Blogs may not be the hottest new tool, but don’t rule them out as part of your organization’s employer branding and talent acquisition efforts.
A good blog can connect a company with job-seekers, energize candidates, and engage your current employees. Here are some tips for creating, maintaining, or improving a corporate recruiting blog, and a look at some companies that are doing those very things. keep reading…
An effective referral tool that takes advantage of “memory retrieval cues”
Most already realize that employee referral programs routinely produce the highest quality of hires, but few know that the “Give Me 5” program produces the highest-performing hires of any individual referral approach.
The “Give Me 5 Names” tool is easy, fast, and free. You start by proactively approaching individual top performers in the target job area, but instead of asking them the standard question “do you know anyone?” (which usually draws a blank), you instead stimulate their recollection by using an effective memory stimulation trick known as “a retrieval cue.”
You stimulate the employees memory by asking them a more targeted question like “name the best innovator who you know in this field.”Almost without exception, providing that “cue” (innovator) will result in them providing you with the name of an innovator who they know. You then continue asking them for names in up to four additional categories like best manager, best problem solver, best team player, and best under pressure, until you have five great names (which is why the program is called Give Me 5). And then because the employee will likely personally know each individual, you ask them to help you to contact them and to convince them to consider working at your firm.
The Many Advantages of Using a Give Me 5 Approach keep reading…
Software is everywhere. It is, as Marc Andreessen pointed out, “eating the world.” What began with the communication and entertainment industries has expanded to include education, finance, national defense, and healthcare. Powerful software and the people that build it are now determining factors in the success of all major industries.
Today, a huge percentage of the people capable of building such software are millennials with a technical background. Employers need to create a brand and culture specifically geared toward hiring millennial tech talent in order to stay competitive. This can be a major departure from the norm in terms of culture, messaging, and brand.
We at Looksharp talk to a huge number of employers tasked with recruiting top technical talent that do not have the brands to compete effectively. Where do they start?
Employers tend to fall into four major categories, each with their own unique set of challenges and opportunities for differentiation. keep reading…