The number of employers planning to hire full-time permanent workers by the end of the year is unchanged from a year ago, though the number expecting to bring on temporary workers is up by half, says CareerBuilder’s mid-year hiring forecast.
The just released CareerBuilder forecast, based on a survey of 2,000 hiring managers and HR professionals conducted six weeks ago, found:
- 44 percent of employers plan to hire full-time, permanent employees, on par with last year;
- 25 percent plan to hire part-time employees, up from 21 percent last year;
- 31 percent plan to hire temporary or contract workers, up from 21 percent last year
The optimism, however, doesn’t necessarily translate into immediate hiring plans. Only 30 percent of the respondents said they expected to add to their full-time, permanent headcount this quarter. That’s identical to what the survey respondents said a year ago, and is off from the 34 percent adding full-time headcount last quarter. keep reading…
If you’re going to measure and perhaps reward individual hiring managers for excellence, you will need to work with a sample of them to determine which output metrics are strategic, effective, and easy to measure.
Here are 23 possible scorecard measures as a starting point for that discussion. Note: the highest-impact factors are listed first in each of the four categories.
Category I — High business impact measures to consider keep reading…
You may have suspected that those peculiar interview brainteasers made famous by Google, Microsoft, and enough other companies that Glassdoor is able to come up with an annual list of 25 were, well, a waste of time.
You were right. And no less an authority than Google’s own Laszlo Bock says so. He’s Google’s senior vice president of people operations and in a New York Times interview he bluntly calls “a complete waste of time.” “They don’t predict anything,” he told The Times. “They serve primarily to make the interviewer feel smart.”
So the Google question that made this year’s Glassdoor list — “How many cows are there in Canada?” — has no probative value when determining whether the person being interviewed can do the job. Another of Bock’s frank admissions is that college grades and test scores have almost no correlation to future job performance. No longer does Google ask for college transcripts, except for brand new college grads. For everyone else, Bock told The Times, “We found that they don’t predict anything.” keep reading…
Few in the corporate world would argue against the fact that the actions of hiring managers have a significant impact on hiring. In fact, I estimate their impact to be over 50 percent (with recruiters and the corporate employer brand covering the remaining impacts). But unfortunately, I estimate that less than 5 percent of corporate hiring managers are formally assessed or held accountable for their contribution to the hiring process. What is needed is a hiring manager scorecard.
The goal of this scorecard is obviously to identify “problem” hiring managers but it is also to learn and then share the best practices of top-performing hiring managers with all other managers in the corporation.
After setting your overall functional goals, recruiting leaders need to develop these four items.
- Develop hiring and overall recruiting process metrics
- Develop recruiter competencies
- Develop an individual recruiter scorecard
- Develop a scorecard covering individual hiring managers.
I have covered the first three items in recent ERE.net articles, so this one will focus on a hiring manager’s scorecard.
The Benefits of Assessing Hiring Managers keep reading…
It’s no secret that many organizations are moving away from the traditional hierarchical and functional way of working, toward a more matrixed structure where people report to multiple bosses and work on multiple teams with colleagues in different functions and locations, if not different time zones and cultures.
While this model can be effective, it’s by no means simple. In fact, it’s a much more complex way of working. Competing goals, influence without authority and accountability without control are the norms.
For recruiters, let’s look at the implications of this shift, and whether we need different types of people and different skill sets to succeed. keep reading…
Try this for your next hire: have a manager come up with a list of about 20 different traits she’d like to have in the new employee who’ll take the job. Consider the work environment and performance expectations: What skills and traits does an employee need to possess to excel at the job? Be specific.
After the list is complete, you and the manager can go back and put a letter “T” next to the ones in which you are able and willing to train. Of the remaining traits, circle the ones that are non-negotiable, must-have traits. From the ones circled, put a star next to your top five.
You can always train a new employee to perform a task (if you are willing), but hiring an employee who doesn’t possess the same values as you or your organization will be problematic in the long run. After aligning your values and attitudes, focus on the individual’s skills and abilities. Competencies to look for include reading comprehension, math skills, computer skills, decision making, flexibility, and interpersonal skills. Consider which skills are essential, which tasks are performed occasionally, and which are not necessary for the job.
Determine how much experience and education are needed to fill the position and address specific needs. Some jobs can allow for a training period, while others require the employee to hit the ground running almost from Day 1. Even the employee with the best credentials will need a period of time to get adjusted to your organization’s specific culture.
Some people were made to be accountants, some to be salespeople, and others to work with their hands. Putting people in a position which is not the right fit for their skills, abilities, and personalities is sure to create coaching needs in the future.
During a trip to a suburban mall near Cleveland, I saw a man wearing a jacket with a logo for Hyland Software, a business-to-business software developer whose global headquarters are located nearby. In the B2B world, Hyland has a reputation of being a stellar employer with a fun streak. As evidence, it has a giant tube slide in the middle of its headquarters and has earned several top workplace awards in recent years.
Hyland also has a quirk in its interview process. Candidates applying online are required to write and submit a poem. Not an essay, not a biography — a poem. How does that strike you? keep reading…
“Death by interview” is the harsh but unfortunately all-too accurate name that I give to the majority of corporate interview processes because of the way that they literally abuse candidates.
Death by interview is worth closer examination because harsh treatment during interviews impacts almost every working American, simply because each one of us is subjected to many interviews during our lifetime.
The hiring interview shares a love/hate status, where even though applicants initially hope to be granted an interview, once they are finally notified, they almost universally undergo a wave of stress and painful memories that causes them to stop looking forward to them.
“Death by interview” is the term used to describe the drawn out pain that job applicants suffer as a result of requiring an excessive number of interviews, repeating the same questions across multiple interviews. and the unnecessary uncertainty that is part of most interview processes.
Death by Interview Component No. 1 — An Excessive Number of Interviews keep reading…
With only days left before this year’s college seniors become alums, those who don’t already have jobs are going to find it as hard to find work as last year’s grads did. And for those in the liberal arts, in the last few weeks, three different surveys of hiring managers and recruiting leaders found employers are only planning slight — if any – increases in the number of entry-level grads they bring on board.
Most striking about the surveys is that while they measured different aspects of hiring plans, and talked to different types of companies and employers, the bottom line was the same: entry-level jobs in a grad’s field are few.
Here’s what the three surveys found: keep reading…
Years ago sales professionals started their careers at companies that required them to pound the pavement and knock on doors. Those who had the fortitude and competitive entrepreneurial attitude worked hard to convince corporations to give them a chance to prove their worth. Many failed and decided that sales was not the right career for them. The few that survived found great success and continued to accelerate their career to climb above the tree line. These top performers had the work ethic, tenacity, and resiliency to survive and are now the present vice presidents of sales at many well known and rapidly growing companies. These executives have transitioned away from the traditional sales approach that launched their careers and have moved to a more innovative inside sales model.
Many of our clients have been early adopters of sales 2.0 methodologies and they have found that sales has shifted. Today’s customers are more educated, more connected, and looking for a vendor to partner with. They are bombarded with information and as a result are harder to connect with. To adapt, companies are building more efficient inside sales organizations that have the capabilities to find and connect with buyers. They use Salesforce.com, marketing automation, and are all social in nature. These companies have a need for both inside and enterprise talent but have recognized that in order to drive activity and build pipelines they must have a strong inside sales plan in place. If you are building an inside sales force, here are five tips to consider. keep reading…
Here are some ideas you can immediately implement in your organization to help get hiring managers on board with your recruiting efforts, quickly: keep reading…
Throughout our recruiting careers, we are always told to hire the “A players” or “the Fabulous 5%” or the “very best”; it’s to make our company stronger. While it would be a good idea to try and hire the very best, it isn’t always possible, and it may not even always be the best idea …
The False Premise: Hiring the Best is Always Best keep reading…
Practices: The return of talent agents; HR owns M&A; and hiring without degrees
Anyone who tracks advanced trends in talent management knows that many of them originated in the Silicon Valley. However, you probably also know that many of the publicized practices that start in the Silicon Valley are so unique and even outrageous (like the free Sweets Shop that is part ice cream parlor and bakery at Facebook), that no firm outside of the Valley ever copies them.
The three Silicon Valley practices that I am highlighting today probably won’t require immediate action at your firm, simply because they are so bold and outrageous that conservative talent managers will not even consider them. As a result, I am labeling them “leading edge practices that you should simply be aware of.” keep reading…
If a manager is concerned about hiring a high achiever, you need to be concerned about the manager!
We just ran a quick poll (see question and results in graphic) to determine if hiring managers would trade off experience for potential if they didn’t have to compromise performance or results. Two-thirds agreed. How would you answer the question, and how would your hiring managers? If you’re not on the same page, you’re working a lot harder than necessary. keep reading…
The cost of hiring someone bad is so much greater than missing out on someone good. — Joe Kraus, partner, Google Ventures
Each company for which we recruit has a special set of circumstances and a unique story to tell. Large organizations like Raytheon sit and sell differently then giant fast-food places like McDonald’s. Google had its own special place and unique environment in terms of hiring, and hot Cambridge-based SasS startups like Quant5 also have their own set of challenges that require thoughtful navigation if hiring is to be successful. (Define successful as hiring the people you need, when you need them, and they do the job for which they have been hired.)
Like myself, those of you out there who have hired for startups know that even though a candidate might fit the bill in terms of qualifications, they still might not be the right DNA to be the right fit.
With this in mind, lets look at 12 factors that will address the people part of the equation in terms of the recruiting: keep reading…
Every few months here on ERE, some author writes an article discussing the “candidate experience,” or as I prefer to call it: the “c words”: candidate care. As a contract recruiter, I’m very frequently a candidate, so while I’m just one person, I’m very familiar with this side of the process, so let me discuss the candidate’s perspective. keep reading…
One reason I get a kick out of reading business books is because their themes frequently come to life and smack you right in the nose at work the next day. Recently I read “The Energy Bus” and underlined this passage: Negative people often tend to create negative cultures whereas positive corporate cultures are created by positive people.
It’s almost a ridiculously obvious statement, but how many companies act like this isn’t true? When the corporate higher-ups get word employees are complaining, they’ll email an all-employee survey, post motivational quotes on bulletin boards, roll out a new contest, and maybe even treat the team to lunch.
That would be like your plan to slim down for the summer centers on wearing vertical stripes while you keep eating your stash of Twinkies and Ding Dongs. You’re masking the problem instead of actually solving it.
One company with an amazing culture is regional supermarket chain Wegmans, who regularly appears near the top of Fortune Magazine’s annual 100 Best Companies To Work For list. Wegmans has the friendliest staff I’ve ever encountered while pushing a cart, and their attitude has little to do with formal training. First and foremost, Wegmans seeks to hire friendly people who are inclined to help others. Its people smile a lot because they can’t help it, not because of some corporate edict.
Experiencing a positive atmosphere when shopping for bananas is great, but more gratifying is interacting with upbeat people Monday through Friday at your workplace. Before I describe one method to hire positive people, let me share with you some specifics about Connor, a sales rep we hired less than a year ago. keep reading…
Most know references to be a tool for checking a candidate’s background, but reference-related factors can also be one of the simplest, cheapest, and effective areas for identifying top candidates.
Even the best corporations that excel at recruiting routinely fail to realize that references and the reference process itself can be powerful sources for identifying and selling top talent.
References should be considered valuable recruiting targets because anyone who is given as a reference by top talent is almost always more experienced and knowledgeable then the individual who designated them as a reference. The availability/visibility of references has dramatically increased now that the names of references can be easily found on the Internet and within LinkedIn. As a result, smart recruiting leaders and recruiters should re-examine references as one of the most underused but cost-effective areas for identifying top talent.
The Top 8 Most Effective Reference-related Recruiting Approaches keep reading…
It is not going to be a good day in the financial markets. The government this morning reported that March saw only 88,000 non-farm jobs added to the U.S. economy, the worst showing since last June and far below the 200,000 range economists were anticipating.
European financial markets dropped sharply after the Labor Department released the numbers, hitting a one-month low. In the U.S., Dow Jones industrial average futures fell 143 points and S&P 500 futures were down nearly 17 points in the minutes after the 8:30 a.m. report.
Investors were poised to act quickly, put on the alert Wednesday when ADP’s monthly estimate of private sector job growth came in at 158,000, which was also significantly below what economists expected. “This is very weak labor market,” economist Martin Feldstein told CNBC after the report was issued. keep reading…
We just updated our Recruiter Circle of Excellence Competency Model to take into account the expected surge in hiring in Q2 and Q3. There was also an interesting story by the co-founder of Meebo who concluded that most recruiters are pretty bad. Her big points: recruiters are afraid to pick up the phone and call, they don’t know the job so they sell smoke and mirrors, and most just post boring jobs or search through LinkedIn. It was a pretty scathing summary. This approach might work when you’re trying to hire the 15% of fully-employed who are looking, but totally useless when trying to hire the 85% of candidates who are passive, even the bad ones!
So as part of updating the competency model to take this 85% into account, I decided to revisit my old virtual mentor, Stephen Covey, for some inspiration. You might find the results interesting. keep reading…