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What We Did When Our Reqs Went From 80 to 400

by Apr 29, 2015, 5:25 am ET

workload

Hire hundreds of people, faster than we ever have, with no decrease in quality.

That was our task, and we completed it.

Let me tell you our story.

A Super-quick Overview of Why This Happened keep reading…

So You Want to Be the Head of Talent Acquisition?

by Apr 15, 2015, 5:33 am ET

Screen Shot 2015-04-10 at 9.14.15 AMOver 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…

The Top 10 Thought-provoking CFO ‘Questions From Hell’ for Recruiting Leaders

by Apr 13, 2015, 5:02 am ET

Screen Shot 2015-04-09 at 1.19.50 PMRecruiting 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…

Time to Fill Average Now at 27 Working Days

by Apr 8, 2015, 9:24 pm ET

Dice time to fill 2.2015The national time-to-fill average rose in February to the highest level in 15 years. keep reading…

We Got Them to Accept Our Offers

by Apr 8, 2015, 5:47 am ET

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…

Revealing the ‘HR Professional of the Decade’ – Laszlo Bock of Google

by Mar 30, 2015, 5:45 am ET

LaszloBock576GreenA 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…

Show Me the Money for Talent

by Mar 17, 2015, 5:03 am ET

moneyIf you ask most CEOs who don’t work for a non-profit what is most important to them, they will reply, “whatever makes the company money (revenue) or whatever saves the company money (margin/profit).” The primary marching orders from most CHROs for HR and recruiting functions will be about continuous improvement to reduce cost.

I know most recruiting leaders are nodding their heads as they read that statement.

Don’t worry. This is not another dull dry article about cost per hire.

As we should all know by now, from an acquiring talent perspective, as an industry we generally focus on two other major KPIs: speed and quality — beyond just cost.

The funny thing is when you really boil down these and other major KPIs, they all relate back to money anyway. Hold on, I will explain.  keep reading…

Time to Fill on the Rise Again

by Mar 16, 2015, 11:43 am ET

With the economy adding jobs at the fastest clip since the depression began eight years, it’s taking longer and longer to fill vacancies. In January, the national average was almost 26 working days, an increase of 3.5 days in the 12 months from the previous January.

2015-03_Mean_Vacancy_Duration_TableThe Dice-DFH Mean Vacancy Duration Measure, a sophisticated measure of how long it’s taking employers to fill jobs, came in at 25.7 working days. That’s just off from the 15-year high of 26.5 days recorded for last August.

“U.S. labor markets continue to tighten, albeit at a modest pace,” said Dr. Steven Davis, William H. Abbott professor of International Business and Economics at the University of Chicago Booth School of Business, and co-creator of the vacancy measure. “Evidence of labor market tightening is seen in rising vacancy durations and declining unemployment rates.”

The government said unemployment declined to 5.5 percent in February from 5.7 percent the previous month. That’s the lowest national unemployment rate since May 2008. keep reading…

The Future of Predictive Analytics — the Next Generation of Talent Metrics to Consider (Part 2 of 2)

by Mar 16, 2015, 5:52 am ET

A comprehensive list of future predictive talent metrics

In last week’s part one of this article that was published on March 9, 2015, I highlighted the fact that the majority of current predictive metric efforts have focused on only a handful of basic metrics. I next provided a list of the top 18 metrics that should be developed during the second-generation of predictive metrics. This final part one covers the future predictive metrics that should be developed during the third generation.

The Third Generation Of Predictive Analytics keep reading…

The Future Of Predictive Analytics – The Next Generation of Talent Metrics to Consider (Part 1 of 2)

by Mar 9, 2015, 5:22 am ET

A comprehensive list of current and future predictive talent metrics

The use of predictive analytics is a hot issue and a developing trend in talent management. But unfortunately as a longtime thought leader in the area, most of the current prediction efforts are extremely shallow. And as a result, they will have a minimal impact because they only cover a few basic areas like predicting employee flight risk and identifying the selection factors that predict hiring success. What will eventually be needed is a broader array of second- and third-generation predictive metrics covering many more advanced talent management factors.

If you’re curious about what factors must be measured in the future, here is a comprehensive list of the predictive talent analytics/metrics that should eventually be developed by forward-looking talent leaders. keep reading…

How Using a Recruiter Quality Index for Your Recruiting Team Drives Results and Delivers Transparency

by Feb 25, 2015, 5:26 am ET

recruiter quality indexAre you looking to infuse quality into your talent acquisition metrics? Need a fresh approach to evaluating the effectiveness of your team or individual contributors?

With growing pressure to continuously improve results and prove quality, the time is right to collide metrics within your team and calculate your Recruiter Quality Index.  keep reading…

Hire Like Google — Project the ‘Career Trajectory’ of Your Candidates

by Feb 23, 2015, 5:49 am ET

job movementI frequently get asked the question “What is the one thing that recruiting functions should be systematically doing, but for some unexplained reason, it doesn’t do it?”

Well, one quick answer to that question is “to project the career trajectory of potential hires.” Which simply means to assess whether a candidate, after they are hired, are likely to progress and develop at top speed, average speed, or below average speed in critical areas like learning, promotion, leadership, and innovation. keep reading…

Develop a “1-Day Hiring” Program to Avoid Losing In-Demand Candidates, Part 2 of 2

by Jan 26, 2015, 5:23 am ET

Odds are that it happens way too frequently at your firm. You finally get a highly qualified applicant for one of your critical jobs, and in what seems like an instant, the prized candidate you are counting on is gone.

walmartThe reason that you can’t land any of these top “in-demand” candidates is simply because they have already accepted another offer before you have even completed your standard interviewing process. Fortunately, there is a way to stop this loss of top candidates, and it is called a one-day hiring program.

One-day hiring is a condensed corporate hiring process where you complete all interviewing and reference checking and you make an offer before the candidate leaves the building. The effectiveness of one-day hiring has been demonstrated many times in the hiring of nurses, call-center staff, and for retail jobs (including Wal-Mart and Urban Outfitters). It is also routinely used when hiring interns and many college hires. In last week’s Part 1, I highlighted the many benefits of a one-day hiring process. This Part 2 covers the recommended action steps for implementing an effective one-day hiring process.  keep reading…

Show Me These 4 Things and I’ll Show You a Quality Hire

by Dec 26, 2014, 5:31 am ET

Screen Shot 2014-12-16 at 10.33.22 AMQuality of hire is such a broad metric to quantify. There are certain metrics which provide a baseline talent and HR leaders can use to make decisions, add corrections, or make improvements, such as cost per hire, source of hire, and time to fill, to name a few. They can be calculated relatively easy. Quality of hire is certainly an important metric to measure, yet can be a complicated metric to calculate as there can be varying factors that influence it.

It happens every day across Corporate America … Mr. or Ms. hiring manager has an open position and calls down to recruiting or out to their trusted search partner and says, “I need to upgrade the talent and quality of this position.” But what truly constitutes a great quality of hire? I posed this question to multiple talent leaders and hiring managers and every single one of them provided differing criteria.

Read most HR/recruiting blogs or platforms and you’ll find many avenues on how to rate quality of hire: keep reading…

Companies Focus On Worker Stress as Talent Gets Harder to Keep

by Dec 23, 2014, 5:13 am ET

Vacancy duration Oct 2014After years of asking workers to do more with less, companies in 2015 will focus on employee burnout.

“Developing policies and procedures that relieve employees’ sense of being overwhelmed at work and promote sustainable work habits will be one of the top organizational change management initiatives of 2015,” says ClearRock, a leadership development, executive coaching, and outplacement firm.

Citing worker engagement studies from Gallup and a joint study by The Energy Project and the Harvard Business Review, ClearRock says that the high number of workers who are, to some extent, disengaged –  70 percent of the workforce, according to Gallup — results in lower productivity and the spread of negativity. keep reading…

Perhaps Talent Acquisition Departments Are Wishing for Something They Already Have

by Dec 16, 2014, 5:52 am ET

track recruiting performanceCome on, admit it. If you are like the rest of us, you have, at some point in time, indulged in wishful thinking about what to ask for if a genie appeared to grant three wishes with no limitations. So, what if Aladdin did actually appear from out of his bottle promising to fulfill three recruitment-related wishes, unencumbered by the dreary realities of limited resources or an ever-shrinking budget? What would you wish for? keep reading…

Raise the Grade on Recruitment Performance With Quarterly Incentives

by Nov 25, 2014, 5:55 am ET

EREConf14_footerBased on my experience, both as a former HR executive and as an agency owner, I believe corporate recruitment can be enhanced by borrowing strategies from well-managed agencies (and vice versa). For example, during my time at Dendrite, our recruiting staff was highly effective and engaged. Their success was a result of an agency-inspired, detailed, bonus structure, measured through hard and soft data that was tied to quarterly performance.

Detractors of this model have their concerns: ill-conceived benchmarks and fluctuations in business cycles can cause morale problems for those whose compensation is tied to performance. Others contend that it is impossible to set hiring metrics that fairly measure performance since there are so many players responsible for the ultimate outcome of hiring. Our winning process at Dendrite addressed these concerns. keep reading…

CFOs Becoming More Involved With HR

by Nov 13, 2014, 6:43 pm ET

CFO role survey 2014CFOs are becoming more involved in human resources issues, as companies more and more break down traditional silos in favor of ever greater collaboration among departments and divisions.

Better than 8 in 10 CFOs say their responsibilities have expanded in the last three years to touch areas as diverse as marketing and operations. Human resources leads the list, with 21 percent of the 2,100 CFOs surveyed saying their job now includes at least some involvement with HR issues. Following closely, 19 percent of CFOs reported having some responsibility for IT. keep reading…

If Martian Executives Visited Recruiting … What Would They Find Missing?

by Oct 27, 2014, 12:33 am ET

MarsIt may seem like a strange proposition at first, but what if an experienced business executive who knew nothing about recruiting visited and took a snapshot assessment of your function?

Obviously even a Martian executive would be able to quickly find and understand traditional recruiting functions like employer branding, sourcing, and interview processes. But what would they find missing? In other words, what standard business elements that exist in every other business function and process (like production, product development, supply chain, or marketing) would an outsider be surprised to find totally absent from your corporate recruiting function?

If you are a recruiting leader and one of your goals is to be “more businesslike,” you might be surprised at the number of common business process elements that simply can’t be found in corporate recruiting.

Business Process Elements That Are Almost Always Absent From Recruiting

If you were a strong business person who assessed the recruiting function, you might be surprised to find that many business process elements are simply missing. Those missing elements include: keep reading…