How to develop a recruiter scorecard for assessing individual corporate recruiter performance
Champions insist that you keep score. If you understand that concept, you will ensure that in addition to function-wide metrics, you will supplement them with a scorecard for assessing the performance of each individual recruiter. Everyone knows that corporations are measurement crazy, so I have found that by not measuring something (in this case recruiters), you are inadvertently sending a message to executives and employees that whatever you are doing is not strategic or even important (because if it was, we would measure it).
So unless you want to purposely send a message that “having top performing recruiters doesn’t matter,” you have no choice but to develop an individual recruiter scorecard. In order to do that effectively, you first need to understand the foundation design principles for individual scorecards and then you must select the actual measures that you will use in your scorecard. In part one, I introduced the concept and provided three examples of what a scorecard might look like. In this part two, I will cover the design details and a list of the measure to consider for your scorecard. keep reading…
Recruiters have nailed the big three of social media: LinkedIn, Facebook, and Twitter, but going beyond the big three is the next step. Some of us were dragged into the social media world kicking and screaming. It has been derided and called a passing fad, but it has become apparent that social media in recruiting is effective, inexpensive, and … fun? Expanding your company’s reach via these newer social networks is the next natural step.
Think bigger … or smaller, whichever way you want to look at it. You’re expanding your reach through smaller outlets like Quora, Dribble, Github, Foursquare, and Instagram. keep reading…
The nicest thing about not planning is that failure comes as a complete surprise and is not preceded by a period of anxiety. — John Preston, Boston College
When I started my sales career, I did not fully understand how to “plan for success.” My overall excitement level when it came to planning probably fell somewhere below my excitement for root canals and colonoscopies. Safe to say, I preferred doing — not planning.
Recruiting is a unique field because it has no entry barriers. Unlike most professions, you can become a corporate recruiter without any formal certification, registration, recruiting experience, or even a college degree in the discipline. Because becoming a recruiter requires no formal qualifications, you probably won’t be surprised to find out that in practice, there is a wide variation in the capabilities of individuals who hold the corporate title of “recruiter.” Many corporate recruiters are truly outstanding, but unfortunately in some corporations, many other recruiters can only be classified as what I call a “Recruiter In Name Only” or a RINO (pronounced as rhino). keep reading…
Who are the fattest workers?
Yes, yes, I know. That is so politically incorrect, but CareerBuilder started it. In 2005 the careers company did a weight gain survey discovering 47 percent of workers admitted to gaining weight on the job.
That percentage hasn’t much changed over the years, though this year only 41 percent admitted to putting on the pounds. Before you go buying into that statistic, look up “social desirability bias,” which may also explain why CareerBuilder’s polltakers reported that 59 percent of the 3,690 workers taking the online survey claim they work out regularly; 45 percent said they go to the gym three times a week. keep reading…
What did your company spend on hiring last year? If you’re really not sure, you’ve got plenty of company. Given the decentralized talent acquisition model that many companies use, it’s nearly impossible to pinpoint the actual spending — and the true return on that investment. This is just one rather startling finding that we confirmed last year when we conducted our first annual Corporate Recruitment Benchmark Survey.
Survey participants included both executives and candidates, and they shared a number of eye-opening facts including:
- There are strong disconnects between hiring concerns and priorities
- Only 9 percent of the candidates were happy and not looking
- IT had an unemployment rate of 3.3 percent
- Most companies have fewer than two recruiters
- 36 percent of companies either do not know how they track hiring or do not track at all
To illustrate some of these key findings, and other common corporate talent acquisition challenges, we invite you to meet Eleanor. Her story is fictional, but the challenges she faces are anything but. keep reading…
I decided to ask 1,582 U.S. company employees how they go their last job. I gave them four choices:
- Internal move or promotion
- Some type of proactive networking activity, or referred by someone within the company
- Contacted by a recruiter or hiring manager who found their resume or LinkedIn profile
- Responded to a job posting
I also asked if they were actively looking for a job at the time, or not. The results of this survey are shown in the graphic. Here’s a link to the survey itself if you’d like to take it and/or pass it on, and the preliminary analysis. Even though the data is not perfect, here are some obvious conclusions: 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…
On the way home from the diversity career fair, while writing job ads for the diversity publications, hiring the diversity consultants — while taking those positive steps forward you may, meanwhile, be doing things that cause you to take two steps back.
Just weeks after I wrote a piece for ERE.net about talent communities, something happened on the Internet that excited much of the tech blogs and was acknowledged by many traditional press outlets; President Barack Obama held a 30-minute “ask-me-anything” session on the self-proclaimed “front page of the Internet” reddit.com. There is an important take away here for professional recruiters.
First things first.
Closer to the election, a day before in fact, the President took some time to once again drop in on redditors to ask for their votes. Contender Mitt Romney’s reddit.com appearances? Exactly two less than Mr. Obama’s.
The President invested some of his campaign time into a site like reddit because of its demographics. Google’s Double Click Ad Planner reports that reddit traffic is overwhelmingly dominated by people under the age of 35. In addition to reddit, Team Obama also spent a lot of effort on getting content broadcast on Tumblr, another social site that hosts far more under-thirty-somethings than overs. And while it is not possible to determine specifically whether or not Mr. Obama’s reddit.com investment paid off, election results sure do look like the strategy of going where the youth vote was more than likely paid off.
Not only did the President dominate the youth vote nationally (see the graphic below, click to enlarge), more importantly in critical swing states he actually improved upon his 2008 performance in the youth vote (also see the figure below), something he was unable to do nationally.
The evidence suggests that the President’s investment to meet the key youth demographic where they were digitally clearly paid off.
Now to what it means to you. keep reading…
My philosophy is that the best candidate is the one who is not, and does not need to look for a position. I am finding that in the past 12 months, there are fewer and fewer candidates who are not in the market for a position. People are more willing to speak with a recruiter, there are fewer objections I need to overcome, and it has been easier to reach people. I am sure I am not alone, and that these previously “passive candidates” are also speaking to the other recruiters reaching out to them. The data supports this; the recent Careerbuilder 2012 Candidate Behavior Guide showed that 74% of currently employed individuals are looking for a position in one form or another.
There are a few reasons for this: 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…
A little of what’s new, from a “matching” site, to video, to job boards, a tool to find passive candidates, a place to review employers in Australia … and a look at what might happen if LinkedIn and eHarmony had a baby.
Let’s start with Jobdreaming. In short, here’s how it works. A candidate (U.S. only for now) puts in the type of job they want (let’s say a design job making $50,000 within a certain number of miles radius of a given zip code). An employer — right now for free — sends in a job listing to Jobdreaming. It gets sent to candidates who match, along with a question of the employer’s choice. The candidate is still anonymous at this point. But, if the candidate is interested, they can express interest, and answer the question. The employer receives the contact information on the candidate, as well as the answer to the question the employer posed.
Jobdreaming has under 10 employees and is funded by two VC firms. In response to my question asking how this is different than the laundry list of matching sites we’ve chronicled on ERE, the company mentions simplicity. Instead of starting with a specific job description and trying to match a long list of personal traits with it, this begins with the “what do you want to be when you grow up?” concept.
Entelo’s Passive-candidate Sourcing, and More keep reading…
Attend any recruiting conference, or read just about any recruiting blog, and you’ll find a steady drumbeat about passive candidates: Why they’re better; How to source them; What to say to convince them to work for you, and; What you need to do to attract them and then keep them.
Active candidates are OK. But current fashion is to go find the people who don’t want your job.
Now we find that some of America’s biggest companies — collectively hiring hundreds of thousands of workers annually — hire only active job seekers, while more than two-thirds of them fill three-quarters of their jobs with actives.
These no-so-surprising revelations are in a new survey from the recruiting consultancy CareerXroads. 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…
I was holding a confab last week with a few recruiting directors from some global companies discussing the future of sourcing and recruiting. The emphasis was how to get better results from LinkedIn Recruiter. Their contention was that more could be done, but their recruiters were balking. The discussion started with a few questions. Imagine you were there at the meeting. How would you respond to these points?
- Do you want to increase your emphasis on hiring passive candidates?
- Are you in a talent scarcity situation where the demand for talent is greater than the supply?
- Do you want to raise the talent level of your total current workforce, sustain it, or lower it?
All said they want to accelerate their passive recruiting efforts; they all thought they were in a talent scarcity situation for most critical positions; and, of course, they all said they wanted to raise their talent level. I suggested that to begin achieving these three results they needed to implement a 20/20/60 sourcing plan. This means that no more than 20% of their sourcing resources and efforts should be spent on job postings, about 20% on name generation and targeted emails, and 60% on networking.
This 20/20/60 sourcing plan maps closely to the job-hunting status of LinkedIn members. This is shown in the pie chart summarizing the results of a survey we conducted with LinkedIn last year. Based on more than 4,500 fully-employed members, 17% categorized themselves as active (Searchers, Networkers, and Hunters), 15% Tiptoers (only telling very close former associates), and 68% passive (Explorers were open to receiving calls from a recruiter to discuss a possible career move). To source and recruit the best of these people you can’t just post traditional job descriptions, send boring emails, or make dozens of phones call a day, and expect to attract and hire many good people.
Implementing a well-designed talent scarcity approach to hiring top talent requires that each part of the 20/20/60 plan be optimized to attract the best people in each job-hunting category. This then needs to be combined with rigorous performance-based selection standards and exceptional recruiting skills, to raise a company’s overall talent bar. I contended that without this type of overt and proactive approach it was very difficult to even sustain the current talent levels, since short-term needs dominated long-term decision-making.
The Essence of a 20/20/60 Sourcing Plan keep reading…
The Hilton in Istanbul
In part 1 of this article, I highlighted my top 10 recently implemented bold and outrageous practices in HR and talent management.
The goal is not to recommend these practices, but instead to more clearly define the leading edge of current practice.
In this part 2, I will highlight 13 additional practices that define the leading and “bleeding edge” of HR. If your goal is to “push the envelope” in talent management, this list can give you an idea of where the average ends and the truly bold practices begin.
Although every firm cannot directly adopt the practices listed here (some are reprehensible), I find during my corporate presentations that merely becoming aware of these bleeding-edge practices can create great energy and a strong desire for individual HR functions to do more and be bolder.
Additional “Bold and Outrageous” HR and Talent Management Practices
Here are my selections for the remaining top recently implemented bold approaches that define the bleeding edge of HR practices. 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…
Physical therapists are the new nurses of healthcare recruiting, so much in demand that help-wanted ads for them are now among the most commonly advertised healthcare jobs online.
In fact, Wanted Analytics reports there are now more jobs advertised for physical therapists than any other job in any occupation, exceeding even those for nurses, which have held the top spot for years. And that’s after accounting for a 26 percent year-over-year decrease in the number.
Now a survey done by CKR Interactive’s Peer Group U.S. and healthcare marketing specialist Katon Direct helps explain why it’s so difficult to fill physical therapist openings. Besides simply the growing demand for those services, professionals in the field simply don’t want to change jobs.
“Only 4.1 percent of survey respondents say they are currently looking for a new job,” according to the 2012 National Physical Therapist Survey. That’s far less than the 38 percent of all workers a Globoforce survey said were looking. And it’s less than half the national unemployment rate. keep reading…
Recently I came across a post on a blog that I visit from time to time, Inside Talent Management Technology, entitled “Talent Communities Are a Big Farce.” The premise of the post was that the majority of so-called “talent communities” are simply fronts for a company to capture the name and contact information of active candidates. There was, in the author’s opinion, no community at all.
Sadly, the majority of self-defined talent communities exist for the sole purpose of building a recruiting team’s list of possible candidates. Compounding this problem is the fact that there are some cases in which a job posting is placed not because there is a specific opportunity open at that very moment, but that there may be an opportunity open that is similar to what is in the job posting in the foreseeable future. This basically allows recruiters to begin to passively source candidates ahead of an anticipated demand.
The term talent community seems to have gained much traction in the latter half of the 2000s and has gained much momentum as recruiting moves in a decidedly social direction. What has not matured along with the term, however, is the understanding of what a talent community must be.
List building and mining active candidates is a necessity, but it is certainly not something which could be called communal. So the question for recruiting professionals is really twofold. One, what is the proper definition of a talent community? And, two, how is a talent community developed? keep reading…