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…
When you are battling for talent in a highly competitive environment, you are likely to encounter more than your share of failures. In fact, because underperformance in recruiting is so common, I am constantly surprised when corporate recruiting leaders have no formal process for identifying specifically why their current recruiting efforts don’t produce their desired level of results. The formal method for identifying the factors that cause a process to fail is known as “failure analysis.” But unfortunately, even though it is used throughout business, failure analysis is seldom applied to the recruiting process.
I was recently reminded of the need for failure analysis while researching the extensive recruiting problems of oil and gas firms in the booming area around Alberta, Canada. I’ll be presenting my recruiting solutions at the Talent Hub Conference, Metropolitan Centre in Calgary, on Wednesday, September 19, 2012. But if you’re not involved in the petroleum industry, don’t worry because the same failure identification and prospect research processes can and should be used in any industry. If you’re unfamiliar with the term “prospect research” it is a form of market research which involves the use of surveys and interviews to identify what worked and what didn’t work during the recruiting process and precisely what factors attract and turn off top prospects.
Prospect Market Research Is Required keep reading…
Here’s a quick look at some startups and other new launches in recruiting, human resources, and sourcing.
- JobVidi is a “social network for jobs.” It’s explained here, and allows people to log in using their LinkedIn profiles. JobVidi’s James Brookner says via email that “70% of recruiters are using their LinkedIn status to promote job updates — JobVidi is the first platform to enable recruiters to post directly from their LinkedIn status onto another platform. We also have a candidate value tool which can be used to engage passive job seekers. So candidates who are just seeking to find out their value and marketability in a certain market can submit requests for advice and career management to recruiters specializing in a certain sector.” Based in London, JobVidi has £100,000 of angel investment from Nabila Sadiq, who used to head temporary recruitment at the recruiting agency Joslin Rowe. keep reading…
Lucky for Shami Marangwanda she landed a recruiting job with Starbucks, because the irascible and profane Gordon Ramsay and his cohorts dashed her hopes of becoming a MasterChef. The Zimbabwe native had been laid off from her previous recruiting position when the opportunity came along to participate in the third season of Fox’ cooking show.
“I went in just having fun,” she told the Seattle Times. She made oxtail stew in a wine sauce made with sadza, a cooked corn meal that is a staple of traditional Zimbabwe diets. Alas, it fails to impress the judges and she was sent back to Seattle sans the apron that denotes a MasterChef semi-finalist.
Get Thee to a Gym
Boss been a monster lately? Then boost those endorphins. We mean the boss, though a little more exercise all around couldn’t hurt.
Turns out that abusive bosses can be tamed (though we doubt domesticated) by some time in the gym. There’s real science behind this. Three researchers experimented on 98 workers and their bosses and found “that increased levels of supervisor-reported stress are related to the increased experience of employee-rated abusive supervision.” Okay.
But here’s the biggie: “We also find that the relationship between supervisor stress and abusive behavior can be diminished when supervisors engage in moderate levels of physical exercise.”
So next October 16, instead of taking up a collection for a lunch, or cookies, or those soon-to-be-extinct party balloons, buy the boss a gym membership. keep reading…
How can a successful onboarding program improve productivity? What do organizations need to consider in order to build and to sustain this program? This webinar, based on research conducted in March and April 2012, will shed light on these critical questions and help organizations start to think strategically about linking onboarding to ongoing organizational performance.
For more podcasts, webinars, and articles on recruiting be sure to check out ERE.net!
The integration of new talent, whether promoted from within or hired from outside the organization, represents a critical career inflection point for the new employee. Too often this process is overlooked in small businesses or simplified in larger organizations through a quick orientation or onboarding process.
This leaves people to fend for themselves and attempt to adjust to their new organization and role essentially on their own. It will negatively influence their productivity and personal experience. It will lower your new employees’ perception about your company, and ultimately your top talent will leave. They will leave because they have options. Employees want to feel important, and they want to feel that they have been given a good opportunity to integrate into their new organization.
As the recruiter, your job is to find high-potential talent. You seek candidates who are well suited to your organization both in qualification and fit. People with a high potential for talent have a lot of opportunities, as clearly seen with technical and clinical people, making the race and “fight” for these employees especially challenging. What your company offers in terms of integration, both into the position and into the company, can be, if done correctly, a competitive advantage. keep reading…
I strive to be the world’s most prominent advocate of employee referrals simply because there is no more powerful tool in recruiting. Well-designed referral programs not only identify top prospects that are not in a job-search mode but they also require employees to assess candidates for skills and fit and to sell them on the company and the job. Taken together, this identification, assessment and selling feature make referrals superior to any other source.
If your corporation is not getting close to 50% of your hires from employee referrals, I have gathered 10 compelling numbers that should change your perspective. keep reading…
In this comprehensive session, you will learn how to do a practical assessment of your back office onboarding process – what happens internally from the moment the candidate accepts to the day they show up, log on, start work and get paid. Simple steps enabling you to ensure you have the right people involved in designing an effective workflow and eliminate First Day fire fights. Our goal is to ensure that you don’t spend the new hire’s first week frantically apologizing while scrambling to figure out what should have happened but didn’t. And whom to blame…
For more podcasts, webinars, and articles on recruiting be sure to check out ERE.net!
You can be proud to work here.
That is one of THE most important messages your new employee orientation program should communicate.
This is so crucial because people of the caliber you want to attract and retain place a high value in working for an employer of whom they can feel proud.
So, make sure you communicate to your new employees — both explicitly and implicitly – that they can be proud to work at your organization.
You communicate the message “You can be proud to work here” implicitly by conducting a well-designed, well-organized, effective onboarding program. They see by the way you deliver the onboarding experience that your organization does things right. Conducting a high quality onboarding program engenders both pride — “I’m part of a great organization” –and respect for management — “They know what they’re doing here.”
You communicate the message “You can be proud to work here” explicitly by sharing stories that demonstrate why your organization is worthy of pride.
“Pride Story” Themes You Can Draw From
These include stories with the following themes: keep reading…
In this informative hour long webinar, Mark Mehler of CareerXroads will examine the stories of job seekers who have been treated well or poorly by major corporations in the period between receiving their offer letter and their first day of work.
For more podcasts, webinars, and articles on recruiting be sure to check out ERE.net!
The title of this article comes from a conversation with a senior-level HR professional who demonstrated a level of awareness that many employers seem to lack about their onboarding process.
We were talking about their need to upgrade their onboarding, and she was describing her concerns about the effects of a poorly executed process.
While she listed the typically cited negative costs of sloppy onboarding — increased turnover, longer time to productivity, etc. — she hit on one of the biggest prices employers pay for a shoddy, sink or swim, unwelcoming onboarding process:
You take someone who is initially excited and even starry-eyed about working for you, and rapidly turn them into a cynical, skeptical, eye-roller, who does not respect or trust management and their employer.
I experienced this harsh reality with the one and only corporate employer I worked for. I remember wondering why my new co-workers would roll their eyes whenever we got a directive from management and say “That’s insert name of insurance company here for yah.”
It didn’t take me too many weeks to realize where this cynical attitude came from. keep reading…
While talking about customer service on a radio program, I shared a customer service nightmare story last week that also happens to be a perfect analogy for the mistake so many employers make. More specifically, the way the business allocated resources to advertising vs. customer service mirrored the costly mistake employers make when it comes to recruiting, employer branding, and onboarding.
It’s a mistake you want to ask yourself if you’re making.
The story speaks to how often employers waste time, money, and creative horsepower when it comes to attracting and retaining talent because they put their attention in the wrong place.
So here’s the story … keep reading…
Note: I’m writing this “think piece” as part of a series of articles designed to expand your thinking about strategic HR.
HR and talent management leaders are constantly striving to become more strategic. But more often than not it seems that when they are presented with a strategic alternative that really breaks new ground, they retreat and stick with the status quo. However, if you are serious about making a strategic impact and you take a minute to reflect, it’s hard to think of many things that could have more of a strategic impact than increasing corporate revenues.
This is because increasing revenue or “topline growth” is on every CEO’s agenda and it is also almost always a top corporate goal and an executive success measure.
Other business functions like marketing, sales, supply chain, and product development have become corporate heroes (and are richly budgeted as a result) because they have demonstrated that they have a direct and measurable impact on this critical strategic goal.
HR has historically focused exclusively on cost cutting, but realize that increasing revenue is a far superior goal. That is because almost anyone can cut costs using an arbitrary number. However, in order to generate more revenue in the marketplace from your customers, you must meet a much higher standard, which requires that you be competitive in every aspect of the business.
Now if you are an HR traditionalist or someone who is happy to maintain HR’s status as a service/overhead function, you are probably already thinking that a strategic goal to impact revenue is a ridiculous idea. However, you would be wrong. We know that HR can directly increase revenues because several firms have already succeeded in demonstrating to their CFOs that they could directly increase revenue. At least take a minute and look at a quick example where HR has increased revenue. keep reading…
In Part 1 of this series I called out the need for the recruiting profession to embrace and make the business case for using market research to inform and guide recruiting efforts. In this episode, my attention turns to acting on that need.
Every recruiting leader wants top candidates, but the standard approach used by most recruiters simply doesn’t work. A more precise data-driven approach that leverages complete understanding of the attraction factors can give you a competitive edge. Market research can reveal: keep reading…
When a sales candidate accepts a job offer, everyone is all smiles. Yet, those smiles can quickly turn upside down if you are making any of these salesperson onboarding mistakes.
The Apple store in London
This past August Apple became the most valuable corporation in the world based on market capitalization, surpassing every firm in the technology industry and every other industry! As a consumer products company, its prolonged growth spurt is even more amazing because it has continued through economic times when consumers are reluctant to spend what little they have. Considering that Apple was near bankruptcy in 1997, its story is both extraordinary and noteworthy.
The extraordinary valuation is not a result of 30+ years of stellar performance. Apple has failed at many things. Its success isn’t the result of access to special equipment, manufacturing capability, or a great location, but rather superior leadership, access to great talent, and unusual talent management approaches.
Almost everyone in business is aware of Apple’s amazing product success and the extraordinary leadership of Steve Jobs. Some authors have described the firm’s approach to HR, but few have analyzed the firm close enough to identify why the approaches work. Visits to the headquarters and interviews with HR leaders convinced me that there are lessons to be learned from this company. After two decades of researching and analyzing Apple’s approach to talent management, I have compiled a list of the key differentiators. keep reading…
I had my first shot at management last year, and like every newly promoted doe-eyed employee I was on a quest to be the best manager ever! However, I had no management experience and no playbook as to how I was going to go about winning over my team. I went through my mental rolodex of previous bosses to draw inspiration; after all, the one benefit to the amount of job-hopping that I have had is that I have met quite a few characters along the way. I have had some great mentors in the past, and inevitably, some not-so-great ones. One mentor comes to mind who I have now followed to three different roles and honestly would follow her just about anywhere. She believes in me enough to do anything to help me be successful (Best Boss Ever — yes I still feel the need to brown-nose her).
But as I examined some of my other supervisors, I devised a list, or manager playbook of rookie mistakes that I vowed never to repeat. Below I’ll walk through some of the things I have seen personally. The stories you are about to read are true. Only the names have been changed to protect the innocent. keep reading…
In Part 1 of this series we looked at the first 35 of 70 exceptional employee referral program features. This episode continues with 36-70 and covers features related to program responsiveness, communications, special needs/populations, technology, and process management.
V. Program Responsiveness Features
Being responsive to those who refer and the referrals they submit are critical features that drive program loyalty, participation, and engagement.
- Rapid response to a referral is critical – a lack of responsiveness to employee referrals is the #1 program killer. The best programs set a target of getting feedback to the referrer and the referred individual within 48 – 72 hours of submission (Aricent & AmTrust Bank).
- Expedited interviewing – some firms make a commitment to decide whether to interview/not interview all referrals within a week. Others make a more narrow commitment, which is to actually schedule an interview with all “A” quality employee referral candidates within a week of receiving their referral (Owens Corning).
- Referrals must be tagged and the processing expedited – in the best programs, all referral applications are tagged in order to measure program effectiveness. In addition, the tagged referrals are given a priority for processing (i.e. fast tracked). This is necessary in order to ensure that both the employee and the referred individual feel like they are “special” (Accenture).
- “On the spot” screening – consider developing a process where resumes collected at the referral desk undergo instant screening followed by instant feedback to the employee and the candidate (Tata consultancy).
VI. Communicating with employees and applicants
High-performing referral programs require frequent and effective communications. keep reading…
As important as the first days of a new job are to an employee, onboarding is the unglamorous stepchild of the hiring process. Paperwork has to be filled out, a workspace assigned, gate passes issued, and introductions made.
Even in shops at the top of their game in recruiting, onboarding itself can make or, as was the case with Morgan Hoogvelt’s friend Herb, break the budding relationship.
“Most corporate onboarding programs are designed from the HR administrator’s perspective,” wrote Dr. John Sullivan in a 2008 article on the subject. That’s one reason why HR vendors have focused on automating the form filling part. That’s transactional onboarding.
The few that offer more — Kenexa is one that stands out here — incorporate social components and cultural acclimation into the onboarding program via externally accessible intranets. The best employers provide the new hire facility maps, profiles of their new colleagues, and welcome messages among other information.
But in the end, as Kevin Wheeler wrote, “a manager who takes time to discuss issues with a new employee, who shows concern over that person’s assimilation, and who knows what the employee can do and wants to do, will make wiser decisions and build loyalty over time.”
Now PeopleAnswers, the assessment firm, is introducing a behavioral onboarding component to its assessment software suite. It’s one of those tools that make sense the minute you see it. In a crisp, direct handful of paragraphs it gives a manager guidance into how best to work with the new employee and make their first few months productive. keep reading…
May 15th marked the 1-month anniversary for my friend Herb who was the focal point of my previous article regarding onboarding. Herb has settled into the role and he is starting to feel a little bit better about his decision than he did at first. However, the fact remains that he views his current role more of a stepping stone versus the career he initially imagined. How amazing is it that the little steps in the onboarding process can have such a profound effect on a new hire? keep reading…