In a world where it’s easy to get a “snapshot assessment” of your personal physical health or your organization’s financial or IT security effectiveness, what could be more valuable than an easy-to-conduct executive level “snapshot assessment” of talent management and HR?
Unfortunately I have found that most in HR are satisfied with a subjective or low-level tactical assessment, which instead of business impacts, covers spending efficiency, lean staffing, and whether managers and employees are satisfied with us.
In order to be considered as credible, instead this snapshot must be strategic, and it should mirror the executive snapshots that are available in finance, customer service, and IT. In order to assess how well you’re doing, a benchmark number must also be provided so that you can compare your results to your direct competitor firms. I have included six simple measures that by themselves are enough to give you a snapshot but accurate view of talent’s business impact. keep reading…
Improving Employee Engagement to Create Government Workplaces That Will Attract and Retain Young People
We described what young people want in their first “real” jobs, based on Universum research. This year, Universum’s survey of more than 46,000 university students showed that students are looking for jobs that provide characteristics like work/life balance, job security, commitment to a cause, and a dynamic and respectful workplace.
Even with this important information, however, public sector employers face challenges in creating workplaces that incorporate these characteristics and will therefore attract and retain young talent. One proven way for government to meet this challenge is to improve the level of employee engagement. Higher levels of engagement create more attractive workplaces and translate into higher retention as well as improved individual and organizational performance.
The U.S. Merit Systems Protection Board defines employee engagement as a heightened employee connection to work, the organization, the mission, or coworkers. Engaged employees believe their organizations value them, and in return, engaged employees are more likely to expend “discretionary effort” to deliver performance.
There is compelling evidence as to why government agencies, in particular, should care about employee engagement. The Gallup organization has systematically studied employee engagement, and its research reveals that high-engagement organizations are 20 percent more productive than their low-engagement counterparts, and also exceed low-engagement organizations in other critical areas such as customer satisfaction and employee retention.
In government, a Merit Systems Protection Board study of 37,000 federal government employees revealed that higher employee engagement correlated with: keep reading…
Talent assessment continues to grow as a legitimate business tool. Times have never been better for those who provide and use talent assessment solutions. Despite the seemingly infinite complexities that can come with the territory, companies of all shapes and sizes are realizing the business value of using assessments to support insight on quality of hire.
As good a tool as talent assessment is, it remains old fashioned and continues to have trouble getting out of its own way. The real disruptive force in quality of hire will take the form of “social job matching.” keep reading…
We’re still adding more speakers, but the agenda for the big annual gathering of in-house recruiting leaders is now live.
The topics on the agenda originated from countless one-to-one conversations with talent acquisition leaders, and from surveys we did with attendees from our previous event, 75 percent of who are VP, director, and manager level in-house recruiting leaders from some of the most recognizable companies in the world. Those topics include:
- Transforming a recruiting department
- Designing and implementing an employment brand
- Partnering with hiring managers
- Quality of hire
- Improving the candidate experience
- Making recruiters more consultative
- Social media management
- Developing recruiters
- Increasing your influence through metrics
And dozens more.
The speakers are an awesome array of chief people officers, VPs of talent acquisition, and recruiting directors from companies like NBCUniversal, PwC, Amtrak, Comcast, Spectrum Health, T-Mobile, adidas Group, TOMS, and more. Like the attendees, the speakers are your peers, ensuring a networking experience that is unmatched at other events.
One of the many new features of this conference is what we call “think tanks” — interactive discussions with your peers, without presentations. Tested at our spring event in San Diego, and rated highly by participants, they’ll revolve around topics like managing social media; managing technology; future trends in talent acquisition; and college recruiting. The think tanks are optional: you can attend one, or go to a breakout session.
You can register and look at the session descriptions online now.
The short answer: It depends.
The long answer: It depends on a lot of things but the biggest qualifiers are what and where the job is.
If the job is one in which there is a plentiful supply of talent in the local market (relocation still being a big issue in recruiting today — most of my customers prefer not to do it!) and the job itself is one in which there is a healthy employee turnover rate (four to five years), usually between 35 and 50 telephone sourced names will effect one immediate hire.
Why do I put those words in italics?
I say usually because there is no magic bullet in recruiting, and several factors play into this formula: keep reading…
The new recruiting “no job postings” website of Zappos is truly unique.
First off, you have to give the Zappos team credit for eliminating anything in recruiting, because we have a long history in recruiting of adding but never subtracting approaches.
The new talent community declares the end to job postings and the painful transaction between applying for a specific job and getting a cold rejection. It further offers the opportunity to become “a corporate insider,” where you join the firm’s exclusive “talent community,” made up of interested prospects and applicants. In essence its own social network that the firm can use to keep in touch with applicants over time. It can also use the information that you provide during the increased interactions with recruiters to find the right job for you, even if it’s outside the typical jobs that you would have applied for.
This article critically analyzes this new approach in order to highlight possible advantages and problems with this approach for others that may be considering a similar move. keep reading…
I am seeing a revolution happening in recruitment. keep reading…
John Sullivan and Trena Luong
There is an innovator brain drain going on. The drain is away from larger established firms, which desperately need more innovators, and toward startup firms, which are successfully recruiting a disproportionately high percentage of these prized innovators.
It doesn’t matter whether your corporation is trying to hire experienced talent or recent grads; it seems like every innovator and entrepreneur these days is seriously considering working at a startup (or creating their own startup). What makes the “brain drain to startups” a problem so unique is that corporations are fully aware that they are currently outmatched in this recruiting battle and most are also painfully aware of the economic damage that they suffer whenever they lose an innovator.
Given this awareness, it would seem logical that, at least at large tech firms in the Silicon Valley, each would have a dedicated “counter-startup recruiting program” designed specifically to reverse this brain drain. But for some unexplained reason, it’s almost impossible to find a large corporation (tech or otherwise) that has a comprehensive formal recruiting program for landing innovators who have had a natural inclination to bypass them and go to startups. Yes, some large firms like Google, WL Gore, Yahoo, Facebook, and recently Zappos have a few features that are attractive to innovators but no one has a visible comprehensive “counter-startup recruiting program.”
What Is a “Counter-startup Recruiting Effort?” keep reading…
Like many people in the business of “human” resources, I’ve always been fascinated by what makes people tick — especially in the workplace. That’s why the book, Sensation: The New Science of Physical Intelligence by Professor Thalma Lobel was a fascinating read. The author explores how our personal and professional behavior and decision-making are influenced by the physical stimuli that we’re exposed to everyday.
From taste to smell to touch and beyond, this book’s sweeping exploration makes sense of the senses. Through various research projects we learn thought-provoking new insight that has many implications for HR professionals.
If you have intellectual curiosity about psychology, physiology, and how it all affects work behavior, try putting the book’s findings into these real-world work scenarios! keep reading…
This is the third part of a three-part series on the future of digital talent acquisition. Previously, I looked at the power of content and social media. While content has power in itself, that power is enhanced when driven via social channels. Today, I move from content to content’s best friend: mobile technology.
It has been a long-running joke in digital circles that it has been the “Year of Mobile” for five years now. And while mobile technology is one of the fastest-growing technologies since the invention of the wheel, we’re nowhere near done. keep reading…
I recently highlighted some social media recruiting tools that help you reach and engage your ideal candidates. But how do you measure that “reach” and “engagement”? Which metrics mean success in terms of finding high-quality hires and justifying your spend? This week, I help you find the ROI of social recruiting.
This is the second part of a three-part series on the future of digital talent acquisition. In part one, I looked at content. Content will be the watchword of the next few years and there are some very specific ways talent acquisition professionals can ride that wave. But content is a spark waiting for gasoline in the shape of social media.
It has only been a few years since social media escaped the dorms and became the communication and financial powerhouse we see today. To some extent, we’ve seen social media complete its maturation process to compete with TV and display ads. No longer is social media a means for people to talk to each other that happens to have ads on it. Now, it is a medium for ads that happens to allow you to connect with friends.
If you don’t believe it, take a look at your Facebook feed. If you stripped out updates for games like Farmville and Candy Crush, updates from brands, links to other websites and videos, and updates from other social media channels like Instagram, Pinterest and Spotify, what’s left? Not much. Not much at all.
But that doesn’t mean social media is dead. It means that it is changing and evolving. Maturation of the content channel coincides with a maturation of the business model: many of the feed updates are paid for. It used to be if you were a fan of Coke or Bucky Badger, their updates would show up on your feed because you are a fan. Now, only about 1 percent of all brand updates organically (read: free) make it onto peoples’ feeds. Everything else gets paid for.
So look at your Facebook feed again. Think about how many of those updates were paid for and what they cost. Think about how much time and effort goes into all those Upworthy, BuzzFeed, and Huffington Post “articles” that flood your feed. Think about the amount of actual conversation that is taking place on your Facebook feed and you’ll agree: Facebook has changed a great deal in just the last four years. This means that in the near term, any Facebook campaigns you’re considering will be more expensive just to maintain the same reach. This means that in the long term, maybe Facebook isn’t a social media platform as much as it’s an ad platform. This should change your thinking of if and how to use it. keep reading…
There’s a Zen saying that you can never step into the same river twice. The same is true for technology. It changes every day, not just by adding new channels and platforms, but by suggesting new strategies, new tactics, new messaging, new touch points, and entirely new ways of thinking about our own jobs. What worked yesterday will not work tomorrow as you are stepping into an entirely new river.
This is as true for talent acquisition professionals as it is anyone. All of your prospects and targets have become tech savvy in their pursuit of better positions, while you are just trying to keep your head above water.
As they say, you want to skate to where the puck will be. So the better you understand how technology is changing, the better you can plan for the future. Over the next three articles, I’ll be presenting predictions on what is changing and what you should be doing about it. Today, I focus on the power of content.
Content online has been growing exponentially since its inception, but I’ve seen an explosion in the last two years. This trend is expected to continue as the amount of content will double in the next two years. As brands realize that every company is now a media company and start to build content shops in house, talent acquisition has been furiously following suit, building content around the company and various jobs. But creating content is not the same as executing a content strategy. Here are trends I think will be shaping everyone’s strategy very soon. keep reading…
Other than referrals from your top-performing employees, it’s hard to find a corporate recruiting source with a higher quality of hire (i.e. on-the-job performance) and a higher ROI than boomerang rehire programs. If you’re not familiar with the term, a “boomerang rehire” is a former top-performing employee who you rehire after an absence of a few years. I rank them No. 2 in new hire quality and they also produce significant volume of hires (CareerXroads ranks them N0. 6 in volume, after college hires).
Although boomerang programs have been around for years. In the past they were a bit of a burden because if you wanted to find and keep in touch with your former top-performing employees, you had to put together and maintain your own corporate alumni group. Fortunately today with the tremendous growth of LinkedIn, you can now easily find out where any former employee works. That makes this source among the easiest to find candidates. Updating their LinkedIn profile can also signal to you that they are probably once again considering a move to their next firm, which provides you with an opportunity to reach out to them and ask them to consider returning.
Other firms now build a simple online talent community group and maintain relationships through text or e-mail. The benchmark firms in boomerang rehiring programs include Deloitte, Ernst & Young, Booz Allen, Bain, and DaVita, which has reached as high as 16 percent of its hires coming from its impressive “you are always welcome here” boomerang program.
Why Boomerang Rehires Are Such High-quality Hires keep reading…
When it comes to the current landscape of college recruiting, I like to look at what’s going on out there as a three-act play.
photo by Mark Chussil
If you want to recruit people who have knowledge, test their knowledge. If you want to recruit people who have experience, ask for job histories. And if you want to recruit people who can think, watch them think.
I’m a strategist, not a recruiter. I’ve been around. I’ve seen people who think strategically and those who don’t. I’ve learned what kind of people I want on my team. I’ve learned what kind of person I want to be.
The way you can tell a strategic thinker is not by gender, age, education, experience, nationality, ethnicity, or industry. (There’s some evidence political preferences may reflect strategic thinking, but I’m not going to go there.) The way you can tell a strategic thinker is by observing them thinking strategically. What you want to do is to observe their thinking early and at low cost; that is, when you hire them. keep reading…
If you don’t know what a video job description is, it is a short video clip where the hiring manager and team members describe the exciting aspects of a particular job in order to convince top-quality but reluctant prospects to apply. A video job description is a supplement to, rather than a replacement for, the standard and often tedious 100 percent text narrative job description. You should consider adopting video job descriptions because they are about to become “the next big thing” in convincing prospects to apply.
Video job descriptions or VJDs are a 3-for-1 opportunity for measurably improving your recruiting results. keep reading…
In a one-way video interview, candidates answer employer’s questions with short video answers. These answers can be viewed at any time and for any duration. If you know immediately someone is all wrong for the job, you can move on to a better fitting candidate.
The key to making one-way video interviews work for you is to come up with a list of questions to give insight into the candidate’s cultural fit. For instance, here are some questions you might want to ask in the one-way video interview: keep reading…
So much information is thrown at job seekers on how to interview: here is how to dress; here is what to say; this is the answer to the million-dollar salary question; be sure to send a thank-you letter, etc. Then there are the horrid interview stories that everyone consistently shares with one another and laughs at: the girl who brought her cat into an interview, the recent college graduate who mid-way through the interview takes a call on his cell phone, the gentleman who shows up dressed in shorts — just to name a few recruiting water cooler stories.
Yet, hardly if ever does anyone, especially recruiters, HR professionals or hiring managers stop to look at themselves and analyze their own behavior. keep reading…
At ASB Bank in New Zealand we wanted to do something different. Our talent acquisition team has a social media mantra of #leadnotfollow, and we wanted to make some noise in the market.
In brief the goal was:
To stand out from the crowd and to attract the best people, to create a first within the New Zealand recruitment industry, a 3D interactive digital experience designed to capture the attention of job seekers and that could be shared within professional networks.
I had an idea when watching marketing videos on YouTube. One particular video marketing fruit juice caught my attention. From this research a recruitment campaign was born. keep reading…