Sourcing has always been the hardest part of recruiting experienced, employed professionals (my experience has been with software developers). It’s much easier for me after I get into a serious conversation with candidates. I can establish rapport and find out what it takes to make them happy. But getting them to talk to me in the first place? Now that’s tough. keep reading…
On Wednesday, Facebook announced its nearly $19 billion purchase of the instant-messaging firm WhatsApp. But the real news about the acquisition relates to the colossal recruiting failure that occurred a handful of years earlier (as reported by Forbes) when both WhatsApp founders Jan Koum and Brian Acton applied for a job at Facebook and were rejected (Acton was also rejected by Twitter).
As Brian Acton put it ,“We’re part of the Facebook reject club.” You could easily argue that this colossal “hiring miss” cost Facebook billions, and as a result, this hiring error has to rank near the top “not hired” errors, only rivaled by HP’s rejection of Steve Jobs for not having a college degree. If you are a corporate talent manager, this and similar errors should now become a critical part of your business case for fully funding an effective recruiting team and flawless hiring process.
The Top Eight “Billion-dollar Hiring Miss Lessons” for Talent Leaders keep reading…
I receive frequent requests for pre-employment tests that provide a job fit score. These scores provide a pseudo “Dummies Guide to Hiring” — a lazy manager’s approach to screening job applicants.
Make no mistake about it: assessment systems that include a score make it easy to screen out high-risk candidates. They are a time-saver and reduce the assessment learning curve for recruiters and hiring managers.
But the inclusion of a job fit score or “hire/don’t hire” rating is susceptible to abuse and misuse. It’s not the inclusion of the score that is inherently bad. The problem arises when Mike the Manager hires or rejects a candidate based exclusively on the score alone. keep reading…
OK, so you’re a hiring manager, and you’ve just arrived at the office, grabbed your coffee, and opened up your email inbox. There — in boldfaced lettering — the subject line of my email screams
JOB PROPOSAL MEMO.
And you’re thinking … great. Another spam from some job seeker. But you open it anyway.
And that’s how my story at Beyond.com began. keep reading…
The Age of the Customer is the title and the focus of Jim Blasingame’s new book. I like the tagline even more — Prepare For The Moment of Relevance.
This got me thinking about manpower — human capital — whether are our employees capable of preparing for that moment of delivering service in an epic way? Moreover, how does the organization consider this in the hiring and recruiting process — hiring employees who are “customer-ready” and prepared to deliver exceptional service in that moment of relevance.” keep reading…
“Hire, reward, and tolerate only fully formed adults,” writes Patty McCord in the Harvard Business Review. “The best thing you can do for employees — a perk better than foosball or free sushi — is hire only “A” players to work alongside them. Excellent colleagues trump everything else.”
If you hire the right people, so much of what companies do in the name of human resources becomes, if not superfluous, at least of much less importance. keep reading…
A friend of my neighbor manages a call center. He has had, as he puts it, the worst luck in finding people who both do a good job and stay. I asked how he sources his talent, and he showed me his boilerplate posting:
Wanted – experienced call center employees.
There was some other generic ad text, but that was about it. You can believe that no two people have the same definition of what this means. His lack of clarity about the behaviors, skills, and experience he needs in his roles encourages his swinging employment door.
As a workplace consultant and executive coach, I see the reason recruiting is so difficult is that most organizations don’t have and religiously use a process to clearly, fully, and accurately define the role’s qualifications; this includes behaviors in addition to skills and experience. keep reading…
We’re heading into another new year, a year full of promise and opportunity and predictions from the experts about which techniques and technologies will remain or become vital weapons in the recruitment arsenal.
- Mobile Accessibility
- QR Codes
- SMS Texts
- Applicant Tracking System Upgrades
- Search Engine Optimization and Search Engine Marketing
- Local Market SEO
- Talent Community/CRM/Relationship Marketing
- Source Identification/Tracking
- Social Media
- Employment Branding
- Employee Referral
- Talent Segmentation/Targeted Marketing
- Employment/Internal Communications
- Alumni Outreach
- Job Description Upgrades
- Branding people with RIFD codes and tracking their every movement and behavior … keep reading…
The report, released this morning by the U.S. Bureau of Labor Statistics, contradicts other, positive signs of economic strength, including strong home sales and a rise in the manufacturing index over the last several months. The National Employment Report from ADP and Moody’s Analytics, out Wednesday, estimated the private sector in December added 238,000 non-farm jobs.
The job growth number was the worst since May 2011. keep reading…
Influenced by the budget uncertainty in Washington, HR professionals and hiring managers in CareerBuilder’s annual survey of hiring intentions said they expected to increase headcount in 2014, but the numbers and the rate of hire would depend on Congressional action about the debt ceiling.
The budget bill President Obama signed last week resolved only part of the national fiscal uncertainty. The debt ceiling, which is due to come in February, is a different matter. Both parties has so far signaled their intention not to compromise on raising the federal borrowing limit. keep reading…
Handily beating predictions for a modest jobs increase last month, ADP reported this morning that the U.S. private sector added 215,000 jobs in November.
That estimate, derived from the millions of paychecks ADP processes each month, was 40,000 to 50,000 jobs higher than surveys of economists predicted. ADP, and its partner Moody’s Analytics also upped the initial job counts for September and October by 93,000 more jobs.
Small businesses, those with fewer than 50 workers, added 102,000 new jobs. The largest employers, those with more than 1,000 employees, added 70,000 jobs. keep reading…
Foosball, Purple Squirrels, and Speed Dating: A summary of our roundtable discussions at Menlo Ventures on hiring in the startup world
I recently participated in a great roundtable discussion (video at the bottom of this post) on recruiting for startups, sponsored by Menlo Ventures and moderated by Jim McCarthy. On the panel with me was Manuel Medina of GroupTalent, Jon Bischke of Entelo, and Todd Raphael of ERE.
Each of our companies is bringing something unique to help disrupt the recruiting space: Readyforce for its attention to linking college students with startups and technology companies, Entelo as a metric-based recruiting tool, and GroupTalent as a high-end job board for software developers. And of course, ERE as a medium to bridge recruiters with the trends and companies like ours.
As startups, we recognize that managing our precious resources of limited cash and employees’ time to find the elusive purple squirrels requires a serious game plan. Here are three of the top takeaways from our discussion that can help firm up your recruiting: keep reading…
Demand for sales professionals continues to boom, even in our fluctuating job market. An Indeed.com search for sales positions in the U.S. yields over 770,000 results (versus marketing at 280,000 and human resources at 96,000). With so much competition for great sales hires, it’s no surprise that sales positions continue to rank among the hardest to fill.
Often, a mismatch between compensation and candidate expectations, as well as complex recruitment processes, means losing out on a top candidate, especially at the lower levels. And because candidates have so many opportunities to choose from, compensation and the hiring process become critical factors in recruiting a top salesperson.
In the typical sales environment, commission is the most popular way to compensate sales representatives: it’s essentially a pay-for-performance model that rewards results. What makes commission-oriented opportunities work, however, isn’t the commission check, but rather the perks and incentives that surround sales compensation. While some companies may believe that great sellers can make a living on commission, the real question is: why should they sell for your organization? What does your company offer that a competitor can’t? The answers to these questions are the keys to crafting a successful recruitment program. keep reading…
There are two fundamental issues with the current quality of hire measures: the timing of the assessment and the definition itself as it relates to mid-senior level hiring.
For these more senior hires, it’s astonishing to observe that companies wait for six months or more to take a retrospective look at how well they have performed, and then define this as the “quality of hire.” What if the quality of hire turned out to be poor? keep reading…
Being a recruiter, I am constantly engaging candidates: passive, active, willing, unwilling, able and unable, viable and non-viable. These “candidates” for various positions are as varied in their personalities as they are in their professional backgrounds. Working in healthcare, something I learned early in my career was that if at the end of any interview, I was on the fence regarding a specific candidate’s skill set, I ask myself a simple question.
“Would I trust this person caring for a sick relative?”
If the answer is no, they don’t advance regardless of the scarcity of their skill in the market. This has served me very well in my career, has served the companies I have worked with, and most of all has served the patients they will ultimately impact either directly or indirectly. I have found in my nearly decade of recruiting, that it is the best way for me to end my filter if there was any shred of doubt.
Lately I have identified another tool. I call this “Don’t call me candidate.” At the beginning of each interview, I remind myself that this person is not just an applicant for a job. This is a person; a professional, a mother, a father, and above all a client. “A client?” you ask? Yes, this person is my client above all. They have the unique potential to make or break my career and reputation, enhance, or diminish the culture of a department within my company, and most importantly impact a patient’s life either directly or indirectly. I remind myself that this human being’s unique skills and attributes hold importance, and has the potential to change the world.
By reminding myself at the beginning of each interview that this person is a client of mine, and someone I am here to serve, it allows me to remove my preconceived ideas about them, and allows me a moment of clarity in my review of their fit for my company and my patients, and is ultimately someone who can make a lasting positive impact to the people they serve.
Everyone knows that the average hiring process is less than perfect. In fact, most selection processes have high failure rates (i.e. even after months or even years of “assessment,” nearly 60 percent of the marriages in California end in divorce).
So it shouldn’t be a surprise that as many as 46 percent of new hires fail within 18 months, according to Leadership IQ. Research also reveals that 61 percent of new hires are unhappy because they feel that they had been misled during the hiring process, according to Harris Interactive. The Recruiting Roundtable similarly reports that 50 percent of the hiring organizations or the new hires themselves regret the decisions they made. Shifting to non-exempt workers, research by Humetrics reveals that 50 percent of all hourly employees quit or are fired within their first six months.
Given this high rate of mishires, it’s surprising that most corporations don’t even track mishires who must be terminated or encouraged to resign. Even fewer organizations have a formal “early release process,” like a no-fault divorce for identifying bad and frustrated hires and releasing them as soon as possible.
Why You Should Release Weak Hires and the Disgruntled as Soon as Possible keep reading…
Recruiting great employees is very difficult and, often is more complex than people perceive it to be. After running a headhunting firm for the past 10 years, I’ve learned that it is the little things which separate your ability to recruit the right job applicants.
Below, I’ve listed 5 of these secrets. keep reading…
If you have ever sat in a sales meeting, the following is probably familiar: The sales manager expects his or her team to make a certain number of customer contacts every day, and this number is usually higher than the number of contacts the salespeople want to make. The sales team retorts in the same way every time, “It is quality, not quantity, boss.” Who is right? Well, they both are. keep reading…
The announcement this week by Macy’s that it will open at 8 Thanksgiving night ends a 155-year tradition by the giant retailer to close its stores on the fourth Thursday of November. Now, Macy’s joins Toys R Us, Target, Wal-Mart, Sears, and Kmart in opening its doors to shoppers Thanksgiving.
The trend toward earlier and earlier openings on the day after Thanksgiving, for what is the busiest retail shopping day of the year, started with dawn openings, then moved to pre-dawn, and then to midnight. Deep discounts and loss-leaders brought out crowds of shoppers, who would line up hours in advance. keep reading…
You know how it works: if the candidate has the right number of years of experience, doing the right things at the right company in the right industry, voila! They make it through the applicant tracking system.
That’s not quite the case at one company, called Software Advice. Bethany Perkins heads up human resources and recruiting at the Austin, Texas, organization that’s not fixated on what many others are.
She and I talk about what criteria she looks for in a candidate — if experience is not the be-all-end-all — and how she judges whether people meet that criteria. We also touch on whether a college degree matters or it doesn’t.
The eight-minute video is below. keep reading…