Startups and new products handling employee referrals, screening, sourcing, background checking, healthcare recruiting, and resume-reading. All below. keep reading…
What’s New: Better Weekdays; HealthRecruit; TrueAbility; CareerSonar; Tomigo; GoodHire; Vitamin T; HireVue
The Top 18 Metrics for Recruiting Leaders
It’s hard to find anything in recruiting that has failed to live up to its potential more than recruiting metrics. For nearly two decades recruiting leaders have poured resources into measuring recruiting success, and in most cases, the best that they have to show for it is being able to say “yes, we have metrics.” If you don’t know what’s wrong with most recruiting metrics, I have outlined in great detail in a previous article “what is wrong with metrics”).
So if you are a recruiting leader and you are frustrated or disappointed with your current metrics, this article will provide you with a list of the metrics that you should be using. I assure you that after reading this list you will definitely question your current metrics. The other possible option is that you may think that the metrics provided here are impossible, but you would be wrong (they are not).
Understanding the Three Time Periods That Metrics Should Cover keep reading…
A year ago, a company called Improving Enterprises was a finalist in the 2012 ERE Recruiting Excellence Awards. The software developer with then-148 employees had managed to get about 90% of employees from referrals and related programs, like its many onsite get-togethers. Most interestingly, it believed that people who were referred, but who didn’t join the company, had resulted in more than $3 million in additional revenue in the last two years. This calculation includes such things as whether the candidate ended up referring business to Improving Enterprises even though they weren’t hired. More on that $3 million figure in a minute.
Anyhow, that’s all kinda hard to top. The four-person recruiting team led by Gabriela Garza-Ramos told me on a call Friday that, a year later, it has. keep reading…
Everyone knows that employee referrals produce high-quality external hires, but what most don’t know is that employee referrals can also be used to improve internal movement and placement. This boost is often sorely needed because most corporate job posting and promotion processes are poorly designed and managed.
Smart HR managers should use Internal Employee Referral Programs (IERP) to provide high-quality employee names for internal transfers, promotions, and even openings on part-time project teams. The concept for internal referrals is the same as for external referrals, which is that great people know other great people and that most employees want to help the firm by contributing to the recruiting effort. The focus just shifts from external hires to using your employee’s internal network to finding top candidates for internal movement and promotions. An IERP has many advantages and benefits.
Benefits of Using Employee Referrals for Internal Openings
The many potential benefits of an IERP include: keep reading…
I recently took a cruise on Royal Caribbean with my girlfriend. It got me thinking about the services we provide as HR and agency recruiters. Some of these may not be a total surprise to you, but realize just how effective these five points can be if you truly invest time and energy into accomplishing them. keep reading…
Things which matter most must never be at the mercy of things which matter least. –Goethe, Johann Wolfgang Von
As we emerge from the strains and exertions of 2012 and look to manage our recruiting efforts in the New Year, we are all sure to suffer one ongoing problem: distractions that will eat away at our time and our productivity. Too many things both online and off scream for our attention and too many people want a piece of our day. This is not good.
I believe that the time to clear off your desk and start afresh is now, and even more then the physical aspects of cleaning house are the mental aspects of knowing that if you have a job of any significant responsibility, the watchword for renewed success will be productivity. One’s ability to get their recruiting done despite the madness and the noise that puts us in the zone Stephen Covey referred to as “the thick of thin things” is an ongoing effort with which we all struggle. (If you have not read Covey’s seminal book the Seven Habits of Highly Effective People yet, I can’t imagine a better way to kickstart the year off in your favor.)
With this in mind, I offer 10 insights that will surely contribute to enhanced success as a recruiter in the year all of us are about to enter. keep reading…
After closing 2007, at Veterans United Home Loans, the leading dedicated provider of VA Loans, we employed a 109-person workforce, all within our centralized Columbia, Missouri location. We will will advance into 2013 with more than 1,200 employees and a 22-office nationwide presence.
As the human resources director for one of the country’s fastest-growing private companies, I’ve had the pleasure of witnessing the highs and lows, the meltdowns and meaningful moments, and seen the best and worst in people, along with the downright bizarre.
While the previous list would make a great piece in itself, that’s not what I am most passionate about. What drives me is the opportunity I’ve been given, which has been hiring more than 1,000 extraordinary employees in the past five years, leading to recognition from Inc. Magazine as the nation’s No. 29 job creator — No. 1 in the financial and banking industry — and being listed on Fortune Magazine’s Great Place to Work list as the No. 21 best medium workplace.
Results like this are not the production of a boilerplate hiring method or template that fits every company, but the collective achievement of a unit that believes in working as a team to produce a superior end result for the user.
To understand what it takes to assemble a successful entity like Veterans United, read on before you hire your next applicant. keep reading…
- Employee referral posters in our hallways? Check.
- Employee referral program discussed within a new hire’s first few weeks (maybe even during our orientation)? Check.
- Employees who make referrals are recognized (with bonuses and good ol’ fashioned public recognition)? Check.
- Recruiters regularly soliciting referrals from employees? Most recruiters do. But what do the best do differently?
As consultants and trainers, we work with a lot of different recruitment teams, and regularly see companies doing more than just the referral basics these days. More than just “poster and pray,” sharing the program and bonus opportunity with new hires, or sending out recognition (from recruiting or the business leaders) to top referrers. And, individual recruiters are regularly soliciting referrals.
It’s one of the best low-hanging-fruit “direct sourcing” techniques out there. I mean, who doesn’t want warm leads for tough to fill jobs? But, how are they soliciting them? This actually matters. And the best recruiters do it a little differently.
Level 1: Who Do You Know Who’s Looking? keep reading…
If you work in an office, you realize that many times the Christmas season can be a less hectic and even a slack period. In most cases everyone, including recruiters, gear down and change their work patterns for the holidays. But if you’re a corporate recruiting leader, December should be viewed instead as a golden opportunity. It is a prime recruiting month (along with January and June) because many employed prospects have free time to consider a new job due to their own reduced workloads.
The end of the year is also a time where many individuals are reevaluating their current work and life situation and planning for the future. You may be skeptical but in this article I provide more than 20 reasons why corporate recruiting leaders should actually ramp up recruiting during the holiday season.
The Top 20 Reasons Why December Is a Powerful Time to Recruit keep reading…
Well-designed corporate referral programs can produce amazing results. Unfortunately, those results are often reduced by failing to maximize the number and type of motivators that drive employees to make high-quality referrals. In some organizations, 30% of the employees make all of the referrals, with the other 70% of employees being inactive. I have found that data-driven referral programs have a much higher response rate because instead of assuming that program administrators know how to motivate, they instead use data to identify the most effective motivators.
If you are a recruiting leader and you want to increase the quality of referrals and push the volume to near 50% of all hires, this article highlights the best practices in the area of employee rewards and motivation.
Motivating Employees to Make Quality Referrals keep reading…
Employee referrals provide the highest quality and the highest volume of hires, but you won’t receive as high a level of results if you don’t minimize roadblocks to referrals. Requiring a current resume for employee referrals is a major “under-the-radar” detriment to reaching the goal of having referrals exceed 50% of all hires. Requiring a resume to start a referral process might not seem like a big deal (because the resume is “the currency” of recruiting) but it can be. Although “active candidates” all have current resumes, employed people who are not actively looking (some people call them passives) don’t have an updated resume available and they may have little interest in creating one.
Requiring an updated resume in order to move forward slows down and occasionally stops employee referral efforts. Consider an alternative approach, which is offering an option to employees, so that all they must submit is a prospect’s name and contact information in order to begin the referral process. This approach is known as a “name-only” referral.
Why Requiring a Resume Creates a Roadblock keep reading…
Corporate recruiting is a field where there are distinct and measurable differences between the average and elite functions. In short, what that means is that “elite” recruiting functions (defined as the top 1%) produce superior results and act in ways that are totally different from the average function.
I am frequently asked during corporate presentations to cite the difference between “good and great” recruiting functions. Well, as a former chief talent officer and someone who has spent years devoted to identifying what makes the handful of elite recruiting functions unique, I’ve come up with an assessment tool. It is a checklist that can be used by recruiting leaders as a self-assessment tool in order to determine how they compare “side-by-side” to the few firms that have reached this elite status. The 40 defining characteristics are broken into seven distinct categories and they are listed in a numbered format for easy scanning.
The 40 Defining Characteristics of an “Elite Recruiting Function” in 2012 keep reading…
Just out this morning: Jobvite’s annual Social Job Seeker Survey and this third edition says fewer working Americans are actively looking for a job, even as the survey found that most of us are open to opportunity should it come knocking.
Of the 1,029 employed workers taking part in the survey, 9 percent said they were actively looking for a job. Last year, 16 percent said they were looking.
Yet even as the active seekers declined, more employed workers moved into the “active” passive category this year. Jobvite says 69 percent of the employed are either seeking a new job or would be open to hearing about one. Last year, 61 percent were in that category.
Add in the unemployed respondents, and it turns out 75 percent of the workforce — employed and unemployed alike — are open to opportunities. Last year, that percentage was 69 percent. keep reading…
Nearly every firm that I have worked with that captures data on the quality of their hires learns that employee referrals produce both the highest volume and the highest quality of hire from any source.
However, the results of referral programs can almost always be dramatically improved when referral program managers become fully aware that a significant percentage of the referrals that are received under most programs would have to be designated as “low-quality.” Low-quality referrals can be broken into three groups:
- Bottom performer referrals — Those referrals submitted by your low-performing employees (who might not know or be able to influence top performers to become referrals).
- Referrals motivated by money – employees who are primarily motivated by money may submit a high volume of low-quality referrals.
- “They found me” referrals — People who your employees barely know who became referrals because they approached and asked your employee to make them a referral. I call them “they found me” referrals because your employee did not seek them out.
This last group, the “they found me” referrals, is the most significant type of referral to reduce because, according to my research, it can exceed 36% of all referrals. Imagine how much more powerful the results from the overall referral program would be if all three of these types of low-quality referrals could be eliminated, so that they didn’t clutter your referral system.
The Best Referrals Are the “I Find You” Type of Colleague Referral keep reading…
The competition for recruiting top talent is already intense in certain industries and is soon to grow in many others. In this highly competitive environment, you can’t expect to fill your quota, no less recruit the highest quality candidates who you desire, without having a superior recruiting toolkit.
If you are currently dissatisfied with your recruiting results, you must adopt a more aggressive approach and begin to “push the limits” beyond the use of traditional recruiting tools. If you are a bold recruiter and you want to try something aggressive, I’ve compiled a long list of bold high-impact recruiting tools for you to consider. Each one has proven to produce results. The toolkit is broken into five categories, including sourcing, referrals, recruiting at events, college, and advanced recruiting tools. keep reading…
After 30 years of recruiting outstanding senior staff, mid-level managers, and company executives, I can now state unequivocally that the single most important step in the passive candidate recruiting process is the 30-minute exploratory interview. Here’s why: keep reading…
Think you don’t need an employer branding strategy? Read on about a few numbers.
88% keep reading…
In the corporate world, HR leaders are frequently considered some of the most conservative and risk-averse. Running HR in a conservative manner might have served your company well in the 1990s, but unfortunately it may be inappropriate and even damaging today. This fast-changing and highly competitive business world has caused senior executives to now expect innovation not just in their product lines but also in all of their business processes.
As a result, it’s time for HR leaders to realize that in a battle to attract and retain top talent and innovators, your firm has to act differently with superior talent management approaches if your firm is to develop and maintain a competitive advantage in the talent marketplace. In fact, from an employer branding perspective, your firm needs to do a few unique things in HR if it is to stand out as a great place to work.
As a professor, I am fortunate to have the time to track and give corporate presentations on the array of leading and “bleeding-edge” programs that a handful of firms have had the courage to implement. Almost by definition, bold HR programs are new, controversial, and full of risk, so don’t be surprised when you don’t agree with many of the listed approaches. I suggest that you compare them to your own programs in that functional area in order to see if perhaps your firm is being too conservative and is falling behind the leading edge.
The Top 10 Bold and Outrageous HR and Talent Management Practices keep reading…
Recruiting is important at any firm, but it is super critical at startup firms. This is because when you have thousands of employees, you can still get by after hiring a few turkeys. At a startup, however, you are so lean that every hire must count and a single bad hire can cause incredible damage.
To further complicate the matter, large firms have a product and employer brand that can attract applicants. Startups have no name recognition, no recruiters, and only an informal recruiting process. The recruiting is made even more difficult because startups are often targeting engineers and IT staff, which are the second- and third-most difficult-to-fill jobs.
Don’t despair. It is possible to recruit great people to a startup if you are aggressive and you know the right tools to use. The following is a list of recruiting approaches and tools that are tailored to the limited resources and the special needs of startup firms. keep reading…
With so many new recruiting- and human resources-related companies sprouting up (perhaps about one a day), we thought we’d do a little roundup of some recent and upcoming startups that we haven’t covered yet on ERE. Here are some video interviewing, employee referral, and other launches, including the ambitious launch of an outfit called willbeHired.
We were double-checking how to pronounce “Zao,” and asked CEO Ziv Eliraz. He said it’s pronounced “like ‘wow,’ as in what we hope people’s reaction to our platform will be.”
The system helps you match a job description to the friends of referrers; track referrals; collect notes from references; and, it serves as a free little applicant tracking system, too. Pricing is explained here.
Eliraz started the company while working in Palo Alto but has now moved back to Israel, where he wanted his four kids to grow up. He says that unlike some other referral sites, this one is based on “people you trust” rather than being an open marketplace for referrals, which contradicts the whole purpose of an employee referral in the first place.
Zao just completed what Eliraz calls a “nice size round” of angel funding (including from some fairly high-profile investors, like one who also put money into Chegg). It’s in beta, invite only, with that changing in a couple of weeks. It has nine employees: salespeople in LA/Newport Beach, with the CEO and R&D in Israel. Zao, says Eliraz, isn’t going to disappear any time soon. “Even if we don’t make a dime,” he says, “we have at least a year and a half, maybe more. We have companies using us and a business plan that makes money.”
Foursquare recruiter Morgan Missen is starting a company of her own called Main. For entrepreneurs, it’ll help them recruit tech talent; for employees, it’ll help them with the hiring process, such as negotiating pay.