20 Categories Of Candidates Who You Should Revisit
One of the most underused but surprisingly effective approaches to hiring focuses on “silver medalists.
If you’re not familiar with the term in recruiting, it is revisiting past applicants who that came in second during a previous hiring effort.
Now if you’re thinking that these individuals are “rejects,” you could be wrong because they may not have been hired simply because they had the bad luck of applying for a job at the very same time that a superstar candidate also did. keep reading…
As more firms adapt a data-supported approach to HR decision-making, new data is revealing that commute issues can have a major impact on hiring success and retention. Now you may have assumed that commute issues were an obscure factor with only a minor impact, but you would be wrong.
You probably already know that long commute times frequently increase new-hire tardiness and absenteeism rates, but data now reveals that commute time can have a major negative impact on new hire retention. Firms like Xerox, KeyBank, and Gate Gourmet and advisory firms including Kenexa, Workday, and Evolv have found a connection in many jobs between commute time and new-hire retention and new hire success. Research by consultant Jeff Parks found that at one manufacturer “at 13 miles, which is about a 30-45 minute commute, the probability of quitting jumped to more than 92 percent.”
A Minimal Commute Has Extra Benefits keep reading…
We at SAP, recent winners of ERE awards for branding and technology, thrive on pushing the envelope, disrupting existing norms and perceived recruitment wisdoms. One of the hot topics in the recruitment industry today is whether an algorithm can replace a recruiter.
In seeking to answer this, we challenged the very traditional university recruiting model.
As far as the question we posed in the headline: WOW. That’s a controversial question!
Perhaps it’s a sensitive one for recruiters to read.
It’s an age-old question that has never truly been answered. Until today …
In a high-tech world, can a computer replace a recruiter? Or more precisely, can an algorithm replace a recruiter?
One of us — Matt — is going to talk about this more in San Diego this month on his panel, but let us say for now that the answer is yes. And we proved it in the field of university recruitment. keep reading…
Hiring for cultural fit is one of the main mantras within recruitment nowadays. Recruiters are encouraged to look beyond skills and past the job description to find candidates who “fit” with the organization and its values.
By contrast, we don’t talk nearly enough about how to create a company culture that can attract the best talent. In fact, the results of a recent survey suggested that just over half of companies don’t have a defined culture! This is crazy at a time when top candidates are increasingly concerned with “culture,” and often use it as a differentiator when deciding where to apply.
Inevitably when people bring up company culture, the conversation drifts to perks. How do we top a competitor that offers free dinner for employees working late? We have to provide free lunch! This is never the best way to approach the culture question. There will always be companies that can offer better “things.”
Instead, company’s need to think about creating a working environment that attracts top candidates and can get their team excited to come to work every morning. keep reading…
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…
I 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…
Hiring entrepreneurial people can do wonders for your company. As a manager, it would be foolish to assume you can do everything and have all the right answers. You can’t be an expert on marketing, product, engineering, sales, business development, etc. The beauty is that if you work with entrepreneurial people, you don’t have to.
Entrepreneurial people are those who can:
- Work with limited resources
- Enjoy figuring out a solution without a rulebook
- Overcome any challenges or setbacks
Entrepreneurial people help make business decisions, strategize, and put it quite simply, “figure it out with you.” It is much more beneficial to have more brains tackling a problem rather than one.
But hiring entrepreneurial people isn’t easy. To do it: keep reading…
Amidst allegations it has relied too much on nepotism and too little on diversity, the LA fire department now has 150 pages to read about what it can do to improve the hiring process.
For other organizations, some aspects of the report may be worth taking a look at. keep reading…
When I was asked recently for my thoughts on what 2015 will bring for talent acquisition, I responded: dating.
Partly, I just couldn’t get myself to repeat the endless series of annual predictions proliferating around the Internet: the year of the mobile, social, collaboration, telecommuting, people are important, blah, blah, yadda, yada. But, truly, this will be the year when the vendor talked about for years as a potential entrant into the recruiting game will finally emerge: eHarmony.
Areas where recruiting must change during 2015
If you are frustrated because your recruiting approaches are no longer producing great results, you will be happy to know that there is a logical reason behind it. I estimate that 90 percent of recruiting leaders and hiring managers have yet to realize that the power in the recruiting relationship, which for years has favored employers, has shifted over to the jobseekers.
The technical term for this change is a shift from an employer-driven market to a candidate-driven market. And The Recruiter Sentiment Survey by the MRINetwork has revealed that 83 percent of the surveyed recruiters have realized that the power has now shifted to the candidate.
Knowing the reasons for shift is less important for recruiting leaders and hiring managers than recognizing that when jobseekers hold the power in the relationship, your current array of recruiting tools and approaches will literally stop working.
Another interesting phenomenon happens after the power shifts.
Although recruiters are traditionally warned to stay away from job hoppers, many employers now expect candidates to have a history of job hopping. In fact, a recent survey from CareerBuilder shows that 55 percent of employers reported hiring a job hopper.
Why are recruiters ignoring the advice to avoid flighty employees?
For one, jumping from job to job is common. The CareerBuilder survey found that by age 35, 25 percent of full-time employees have held five or more jobs, while 20 percent of those ages 55 and older have had 10 or more jobs.
But there is a deeper explanation. Employers see the value job hoppers can bring to certain positions. For example, workers who frequently switch from job to job may have the personality and experience needed to excel as a sales rep.
Here are the top five reasons to consider hiring a job hopper for your open sales rep position. keep reading…
What makes a recruiter stand out: It’s a culmination of their personal experiences, intellect, intuition, and what made them who they are today. I call this experiencing rites of passage. Aristotle said, “Knowing yourself is the beginning of all wisdom.” Recruiting is not a transaction. The military teaches that attention to detail is critical in all actions performed. This is where the wheat is separated for the chaff. If a seasoned recruiter doesn’t see a full, professional representation on a resume — it speaks a lot of the candidate. If the skill set is essential, maybe it is a matter of spending some time with the candidate to educate them on the importance of a well-defined resume.
When you’re in the people business, it’s all about understanding an organization’s needs and improving the return on human capital. Statistics reflect that the best hires are typically referrals. There are obviously a number of reasons why, but one is that an existing employee can comprehend a person’s motivational fit and drivers to the point that they’re confident the candidate will be interested and contribute to the results. Recruiters can do this with both internal and external candidates.
The same thing goes for establishing relationships with people and understanding the ‘who’ vs. throwing resumes at the wall. keep reading…
How recruiters can become a hero of your hiring managers by dramatically reducing the number of hours that they have to spend motivating and watching their employees
If you are a corporate manager, you already know that you routinely spend a significant portion of your time trying to motivate your employees. On average, I estimate that encouraging, cajoling, and the worst part, having to hang around just to ensure that your employees are continuously working takes up to 50 percent of the average manager’s time each week. If you don’t believe my estimate, ask a few managers to keep a work log for a few weeks if you want an accurate time for your firm. You might go a step further and ask a few of your managers if they enjoy trying to motivate and if they are good at it, because you’re likely to find that they dread every minute of it.
Fortunately you can recapture every minute of that “motivation time” if you just do one simple thing: begin recruiting and hiring self-motivated employees. These type of employees are not a myth. They are called self-motivated or intrinsically motivated people. Imagine what it would be like as a manager to have a team full of employees who not only automatically did the work that they were assigned but who would also proactively seek out new work that needed to be done. keep reading…
After watching over a hundred video interviews, I’ve come to believe they can replace the traditional phone screen, especially for positions with a high volume of applicants.
Recently, I reluctantly tried video interviewing for campus recruiting and found it to be a fabulous success that exceeded expectations. However, when the concept was initially presented there was a healthy dose of skepticism. It was one of those rare occasions when you communicate to your team that the trial is not really optional. Since then we’ve also been using it outside campus recruiting, primarily when the demographic is millennials or Gen Y and the applicant volume is high. Like most people, I initially stuck my nose up at the idea of losing the personal touch of a two-way conversation, but these brief interviews reveal so much about candidates.
Our skeptics have quickly become converts. This fall alone, we’ve screened three times as many people in about 80 percent of the previous time commitment. I would never have believed it if I had not tried it. The technology still has its faults, but I certainly think it’s headed in the right direction (I’m pushing our vendor to develop more functionality).
Typically the format for one-way (asynchronous) video interviews goes something like this: after screening a resume, you send out an email invitation to a candidate to participate in a video interview. The email contains a hyperlink which takes them to a website where they view pre-recorded short video clips of people asking interview questions. After each clip, candidates have a pre-determined (and brief) amount of time to think about the question, after which their webcam automatically begins recording their answers which are then saved for your viewing. Typically there are no re-takes.
Here are 10 positives: keep reading…
It’s what employees and job candidates, particularly the millennial generation, want in their work. And it’s what companies need in their teams to produce the goods and services millennials and others want to buy.
Employers are starting to find clues to help them attract people with purpose. keep reading…
To some, soft skills are code for corporate culture; for others they are the emotional side of working well together as a team and being a team player. Yet to others it represents specific skills that companies spend large amounts of money to develop within their people.
I ask companies small to large what kinds of skills they are looking for in their new recruits. They often start the conversation by saying “I can teach the hard skills specific to my organization or industry but what I really need are people that are problem solvers, can work in teams, can communicate well, have learned how to learn, and can lead teams.”
What they are saying is they need 21st-century skills or what we are calling soft skills. These five skills below are the essence of soft skills, and every company, no matter its size will either succeed or fail in the 21st century based on how well these skills are developed and used in their organization.
Let’s look at five soft skills and the role they play in your success. keep reading…
Your talent acquisition team has been tasked with finding someone to fill a tough, high-profile, technical hiring need in engineering or science or information technology. The position is open for a while and your company’s senior leadership is getting nervous because the skill set is urgently needed on a mission-critical project.
Qualified candidates aren’t applying. Significant man-hours are being put into sourcing and recruiting for the role. Finally, an interested candidate is identified whose resume looks promising. She does well on her initial phone screen and is brought in for an interview. Things look good but then comes the hiring manager’s feedback. keep reading…
After a decade of slowly declining workplace drug test results, Quest Diagnostics said the trend reversed last year with more workers testing positive, particularly for marijuana and amphetamines.
Although the total positive results are small — of 7.6 million urine tests 3.7 percent were positive — it does represent a 5.5 percent increase from 2012′s 3.5 percent positives and it is the first increase since 2003, when 4.5 percent of the samples found traces of drugs. keep reading…
Orville Wright did not have a pilot’s license –slogan used at Facebook to warn hiring managers not to overly focus on credentials
I, the lead author, have 40 years of experience working in the talent space. But given that experience, I still don’t understand why recruiters and hiring managers place such an unwavering emphasis on hiring only individuals with “direct experience” (i.e. experience working with the specific job title that they’ve applied for). So despite my extensive personal experience and education, I agree with the conclusion reached by Google, Facebook, and most startups that many of the best hires are those whose education, experience, and other credentials are not a perfect “fit” for a job opening.
The Track Record of Those With No Direct Experience or Weak Credentials Is Impressive keep reading…
Imagine being assigned a physician and then purposely rejecting them solely because they were “overqualified” for your medical situation. Well that’s exactly what happens when hiring managers reject candidates who have “too many” qualifications.
There is simply no excuse in this new era of data-based recruiting to adhere to this old wives’ tales” in hiring. I have written in the past about the cost of rejecting “job jumpers” and in this article, I will focus on the false assumption that hiring candidates who are “overqualified” will result in frustrated employees who will quickly quit. There is simply no data to prove any of the negative assumptions that are often made about overqualified prospects or candidates.
There Are No Proven Performance Issues Related to Being Overqualified keep reading…