DAV Professional Placment Group
DAV Professional Placment Group

 

Johannesburg +27 11 217 0000

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JOHANNESBURG +27 11 217 0000
CAPE TOWN +27 21 468 7000


 
February 16, 2016
12:08 pm
by Luisette Mullin

How to Make Flextime Work for Your Business

How to Make Flextime Work for Your Business February 2016 - Luisette Mullin

I’ve long seen the return in commitment, lowered absenteeism and productivity from my team that comes from offering flextime. I am also seeing an increased number of desirable candidates who won’t even consider working for a company that doesn’t have a flextime policy.

Most companies that I work with have had a casual flextime approach: staff can leave early for a doctor’s appointment or to fetch children, work from home for the morning when the geyser bursts etc. But can formalised flextime work for your company, as well as for your employees? I think yes.

No doubt, as I have, you’ve been getting more and more requests for flexible or non-traditional work schedules, which include:

  • telecommuting (working remotely)
  • a shortened work week (four days’ work for four days’ pay)
  • a compressed work week (four longer days for fulltime pay)
  • flextime (changing on-duty or on-site hours)
  • job share (two people sharing one job)

To deal with these requests fairly, you’ll need to introduce official guidelines as to what is and isn’t permissible so that all managers can respond consistently. Inconsistency will lead to lowered morale. Having a formal policy will also minimise abuse of the system by staff and help employers track the impact of such arrangements, improve the benefits and reduce the pitfalls.

I think the best way to begin formalising your policy is to ask yourself what your motivations are. Do you want to attract candidates, engage/reward existing staff or reduce operating costs? Knowing what your goals are will help you bring structure to the programme.

Next be very clear about what types of flexibility will be available for which departments and roles. Not all roles are suitable for the same flexible work arrangements (for example reception probably couldn’t work from home but could adopt flexible hours or a shift approach) and decide who is eligible. Base this decision on business needs not on employee requests. Some employees will also prefer not to work from home so perhaps survey your staff first.

Get management buy-in (demonstrate productivity benefits) and give them adequate training to transition. It’s very different managing people in-office to managing them remotely. Their support for the programme and their consistent, knowledgeable implementation are crucial to its success.

Design a request and review process including steps for both employees and managers. Be sure to test your policy, building in a 3 month reassessment, before making it permanent. Establish a clear way to measure performance so it can be unambiguously evaluated – did productivity increase? How was the rest of the team affected? Top performers, who are typically self-motivated and need relatively little management, should be measured on their value to the organisation and their output rather than where they work from.

Of course it’s important to equip your flextime staff with ways to connect. Remote access to your network, smartphones, VPN, laptops, Skype, video conferencing – whatever works best for your environment.

With careful planning and a clear policy and procedures for supervisors and employees to follow, flexible working initiatives can make your workforce more productive than you might think.

As always, if we can be of any assistance please get in touch.

 

December 15, 2015
2:38 pm
by Luisette Mullin

Gamification in the World of Recruitment

Gamification in the World of Recruitment December 2015 - Luisette Mullin

Gamification is a term still widely misunderstood. Often thought to have something to do with online gaming, it is in fact using game theory, mechanics and design (with all its fun, play, competition and addiction) to engage, motivate and recognise people in workplace situations – anything from learning & development to yes, recruitment. As Matt Jeffery, SAP vice president, global head of sourcing and employment brand, HR talent acquisition, says: “What we are really talking about are the dynamics of engagement. A great computer game ingrains itself into the consciousness and subconscious of the player to make them have one more play. We need to take that philosophy and work out how we can apply it in recruitment.”

Capable of being cost effective if well delivered, gamification is set to become an intrinsic tool in the attraction, recruitment and retention processes. It is capable of an impact few people yet realise. Gamification in companies is becoming so popular that, according to Gartner research covered in a Harvard Business Review blog post, elements of gaming were expected to be used in 25% of redesigned business processes by 2015, and 70% of Global 2000 businesses expected to manage at least one gamified application or system in 2014.

Here’s a real-world example of how gamification can be deployed, thanks to Jeanne Meister, Contributor on Forbes.com:

PwC Hungary developed a game called Multipoly to simulate what it’s like to work for the firm (candidates solve real world business problems). Traditionally, prospective candidates spent less than 15 minutes on their career website, they spend up to one and a half hours playing the game! Noémi Biró, PwC Hungary’s regional recruitment manager, noticed candidates who have played the Multipoly game were better prepared for the “live” face-to-face interviews, as the game “pre-educated them about PwC and its vision, services and skills needed for success.” Biró says new hires with Multipoly experience also find on-boarding at PwC easier, as they have already experienced company culture through the game. Since PwC launched Multipoly, the firm has reported 190% growth in job candidates with 78% of users reporting they are interested to learn more about working at PwC.

Games, simulations, and other multimedia-rich applications are not only predictive of on-the-job performance in that they show the natural behaviour of candidates, but they also help the hiring organisation to:

  • Attract a more diverse group of applicants.
  • Project an image of innovation.
  • Provide insight into different lines of business within the organisation.
  • Make the recruiting process more fun.

If you are not quite ready to launch a full-scale game, there are still ways you can build elements of gamification into your recruitment process, according to Isabel Williams, HR Specialist at BizDb:

  • Virtual job fairs. The web is full of tools that allow you to easily create a virtual job fair, perfect for sharing more information about various positions. This will help you attract candidates and, if the design is suitably engaging, help you to test their qualifications.
  • Tests and puzzles. This is both an effective and relatively inexpensive strategy for getting some valuable data throughout the hiring process. Incorporate games, multi-person discussions, short tests and problem-solving tasks to help assess a candidate’s competencies.
  • If you’re running a candidate focused website as a part of your recruitment process, this could be a place for gamification. Every time a candidate leaves a comment, rates a video, takes a poll or performs a different action, you can give rewards like points and badges to make the process more engaging.
  • Real-time progress. Another good idea for candidate focused websites is to provide a neat progress bar so candidates can instantly see how far they are into the recruitment process, helping them to focus on reaching later stages and collecting the ‘prize’.
  • Video-based interviews. Giants like Sherwin-Williams or Starbucks are already using ‘video try outs’ for some jobs. It really is a perfect tool. Use a camera, prepare a script and you’re ready to test your candidates. Review their real-time reactions later; it will only add support to your hiring decision.

As always, if we can be of any assistance please get in touch.

Resources

  1. Using gamification in a recruitment strategy – Sue Weekes, Recruiter Magazine
  2. Can gamification improve your recruitment strategy? – Alex Avery, Applause IT
  3. Gamification in Recruiting: Trends and Best Practices – CEB HR

 

October 23, 2015
2:09 pm
by Luisette Mullin

Big Data and Analytics: A Scientific Approach to Recruitment

Big Data & Analytics October 2015 - Luisette Mullin

 

 

Despite knowing that Big Data and Analytics can lead to better decision-making about talent and organisational effectiveness, such as quality of hire and strategic workforce planning, much confusion and uncertainty still exists around the subject. A recent white paper from the Human Capital Institute, in partnership with Oracle, found that companies tend to fall into one of four areas in their big data/analytics evolution, namely:

  • Foundational – proficient at basic compliance reporting.
  • Getting Started – proficient at talent analytics of single-source data.
  • Integrated – proficient at talent analytics using multiple data sources across business functions.
  • Advanced – proficient at predictive talent analytics to understand the future.Multiple sources of internal and external data.

The survey showed that 35% of companies are at the foundational stage, and 48% at the getting started stage, while only 4% are at the advanced stage. Those organisations that have teams solely dedicated to talent analytics are more likely to be at the integrated or advanced stage.

Let’s qualify what’s meant by both the term Big Data as well as (People/Talent) Analytics as they are not one and the same thing.

Analytics refers to the discovery and communication of meaningful patterns in data, which can be achieved with any data set, ‘big’ or small. As Glen Cathey of Boolean Black Belt – Sourcing/Recruiting puts it: “Using analytics in human resources, such as developing correlations between employee performance, retention, demographic and assessment data to make data-based decisions is certainly a best practice, but making data-based decisions doesn’t have anything to do with ‘big data’ unless the data being analysed meets certain criteria.”

Gartner defines big data as “high-volume, -variety and -velocity information assets that demand cost-effective, innovative forms of information processing for enhanced insight and decision making.

  • Volume: We’re typically talking about huge data sets, with transactions ranging from terabytes to petabytes (1,000 terabytes).
  • Variety: Data comes in many forms, or varieties: structured and unstructured. Structured data has a data model and can be easily sorted and analysed (e.g. data from your Applicant Tracking System). Unstructured data, however, has no data model (free text in the form of social network updates, recommendations, awards, endorsements, blog posts, comments, press releases, announcements, etc.).
  • Velocity: The speed at which new data is generated. Social media provides and excellent example of high data velocity.

Volume doesn’t really present a problem; we’ve been processing large volumes of data for decades. It’s the variety and velocity that necessitate the use of specialised information processing solutions and more specifically unstructured data that poses the technology challenge. Most interesting of all, however, is that the value of big data isn’t the data! Using technology to crunch big data is great, but the latent power of data lies in the ability to draw actionable insights (aka – analytics).

Access to the skills necessary to analyse data in a way that impacts business performance is one of the challenges many companies experience when trying to become a data-driven company. Peter Turner of Ricoh explains it as follows: “The challenge for HR is that analytical people don’t live in HR. HR people are better at managing ambiguity than analysis. The challenge is to bring in more business-like people who have that approach.” However, having a team of talented data scientists using all the right technology isn’t enough to develop a competitive advantage. According to Glen Cathey, “Domain experts are necessary when building teams to develop big data insights and drive data-based decision making. When it comes to human resources and workforce science, the domain experts are HR professionals, sources, recruiters, and hiring managers – these are the people who should be able to ask the right questions that the data scientists can develop answers/solutions for.

Questions such as:

  • Where do our best employees come from?
  • What is the “DNA” of our best employees? (degrees, prior experience, backgrounds, demographics, personality traits, interests, etc.)
  • How can we more effectively and consistently find and recruit our ideal employee profile?
  • Who are our best managers?
  • Do we really need to hire people with prior industry experience?
  • Should we be biased against “job hoppers?”
  • How can we leverage assessments to increase our quality of hire?
  • Does our interview process really “work?”
  • Do reference checks actually have any value?
  • Who should I be giving new challenges to/promoting?
  • Who is likely to quit in the next 6 months?
  • Where are our talent gaps today, and what will they be in the near future?
  • What are our most effective sources of talent, and why?

The business case for statistical modelling within HR makes the effort worthwhile:

  • To better predict hiring needs and move beyond ‘just-in-time’ recruiting
  • Optimise hiring funnel flow performance to fill positions more efficiently
  • Identify correlations between recruiting performance and business performance
  • Understand the connection between brand perception and recruiting performance
  • Identify the characteristics of candidates that lead to quality and retainable hires
  • Better understand business units/divisions/hiring manager needs for competencies and skills
  • Correlate applicant source with long-term employee performance

As always, if we can be of any assistance please get in touch.

Resources

  1. Insightful HR: Integrating Quality Data for Better Talent Decisions – Human Capital Institute, in partnership with Oracle
  2. Analytics, Big Data & Moneyball HR/Recruiting for Dummies – Glen Cathey, Boolean Black Belt – Sourcing/Recruiting
  3. Clearing the air on big data in recruiting – Jibe

 

October 2, 2015
12:01 pm
by Luisette Mullin

Mobile Recruiting is on the Move

 

Blog Graphic

Over 1.75 Billion people now have a smartphone (that’s a quarter of the earth’s entire population), and more people have access to the internet on a mobile device than on a desktop computer. As phones have transformed our lives, they’re also transforming the way companies hire and the way applicants apply.

A staggeringly high percentage of job seekers, both active and passive, use their mobile devices during a job search. In fact, a 2014 Glassdoor survey found that 89% of those surveyed use a mobile device during their job search. Employers are not yet ready for this: LinkedIn’s 2013 Global Recruiting Trends Survey found that:

  • 49% of employers feel mobile recruiting is not a top priority;
  • 29% don’t know where to start;
  • only 20% say their career site is optimised for mobile;
  • only 18% say their job postings are optimised for mobile; and
  • only 13% say they have invested adequately in making their recruiting process mobile-friendly.

While these figures may have changed a little since 2013, the contrast is nonethless startling and the truth is that if a candidate tries to interact with your company on a mobile device and has a frustrating experience they will simply move on. The reality is clear: if employers don’t want to risk losing candidates they need to get on board with mobile recruiting.

According to Jerome Ternynck, Founder and CEO of SmartRecruiters, employers who have embraced mobile recruiting are focused on two trends:

  • Optimisation. Job seekers expect a mobile site that is easy to read and use from any device. This means companies are going beyond mobile-friendly and optimising their sites for multiple mobile devices. Employers who fail to do so won’t have much luck attracting job seekers on mobile.
  • Mobile Applications. As mobile technology advances and becomes more popular, job seekers want to complete every stage of the process, from the search to the application, from their phones and tablets. More companies are embracing the mobile application and finding ways to make the process easier for candidates.

LinkedIn surveyed their users to find out exactly what they expect to see on a mobile careers site:

  • 94% expect current job openings to be the main focus of a mobile careers site;
  • 72% wanted a description of the company culture to be easily accessible;
  • 61% wanted the same for the company’s history;
  • 56% thought information on the benefits and employee perks was a must; and
  • 45% wanted to see current employee profiles.

Here are the other things you should consider:

  • Find out what your target candidates want. Ask a group of people critical to your hiring (preferably candidates) what’s important, what they need to know to determine whether they want to come work for you.
  • Get down to essentials. Develop smartphone and tablet landing pages that are more than just miniature versions of your career web pages. Break the process up into chunks to allow for clean design with only the essential information. Make sure all links are easy to follow with a functional search facility and use concise job descriptions.
  • Make it as easy as possible. For every click you add to the process, you lose two candidates. It should only take one click for someone to apply.
  • Accept social profiles instead of CVs. Many organisations are now having candidates apply using a social networking profile alone.
  • Measure more effectively. Know how many applicants come to your site via mobile versus desktop (you’ll be surprised at how this changes once you get your website and jobs mobile-optimised).

As always, if we can be of any assistance please get in touch.

Resources

  1. Mobile Recruiting Playbook – LinkedIn Talent Solutions
  2. Here’s Why 2015 is the Year of Mobile Recruiting – Tim Sackett, The Hiring Site
  3. Make Mobile Recruiting Part of Your Hiring Strategy – John Rossheim, Monster
  4. 7 Tips for Mobile Recuiting – Jerome Ternynck, Contributor Inc.
  5. The Past, Present & Future of Mobile Recruiting, Jerome Ternynck, Contributor Inc.

 

August 25, 2015
11:38 am
by Luisette Mullin

The Low-down on Applicant Tracking Systems

LM-Application-Tracking-Systems-august-2015

 

 

 

 

 

 

 

The allure of Applicant Tracking Systems (ATS) cannot be denied: they apply the logic of technology search to an ever more complex hiring process, promising to:

  • Enable volume handling of CV’s;
  • Reduce time to hire;
  • Increase efficiency and therefore, cost savings;
  • Easily identify candidates with the right skills, education, and experience;
  • Screen out unsuitable candidates;
  • Assist with diversity and BBBEE compliance;
  • Integrate various sources (company website, social media sites, internal recruitment, etc.); and of course
  • Provide HR and hiring managers with metrics and data.

Internationally, upwards of 75% of hiring companies use an ATS, in SA it’s probably closer to 40%. An ATS can manage the recruitment process from start to finish, including:

  • Posting jobs;
  • Customised online applications;
  • Pre-evaluation;
  • Automated CV collection, sorting, evaluation, ranking and storage;
  • Automated candidate communication;
  • Response tracking;
  • Onboarding; and
  • Reporting.

Older ATS software relied on semantic search technology that essentially counted keywords, rendering the process open to abuse by job seekers who could simply keyword-load their CVs. Equally problematic: the hiring company could easily miss qualified candidates if their CVs lacked the keywords the ATS was weighting for that particular role. The newer approach employs contextualisation which goes much deeper and examines the relevance of the keyword to the applicant’s work history and/or education, how recently the desired skill has been used, and the depth of knowledge the candidate possesses of the topic (by assessing whether relevant and related terms are also present in the CV in relation to the keyword or phrase).

However, don’t look to applicant tracking systems to take the human touch out of the hiring equation. They’re designed to make your involvement more time efficient and more effective, but are ultimately limited by the information they acquire from the job-seekers’ CV (which often contain misstatements, omissions and inconsistencies). If the CV isn’t structured in a way that fits the ATS, it can enter a black hole. Success depends on querying the system with the right keywords, specifications, and requirements to draw out CVs that are the best fit for the position. Taking the results at face value can mean you miss out on qualified candidates.

Randall Birkwood, of Ere Media, recommends taking the following into consideration when choosing an ATS (over and above researching the vendor’s experience, credibility and references):

  1. Ease of use. Your team should be able to use the system easily with minimum training. Ultimately, what’s most important is that it’s easy to set up, intuitive, and requires minimal maintenance.
  2. Candidate experience. This is easily overlooked but one of the most important factors to take into consideration when evaluating an ATS.
  3. Social networking/job posting. Ask the vendor: What job posting sites do you have access to? What social networking sites do you have access to?
  4. Search and matching. Ensure the search functionality is accurate, quick, and the results are laid out in a logical format.
  5. Customer support. Customer support is an important factor in your decision, as usability, downtime, and performance issues can be crippling.
  6. Reporting. There should be, at a minimum, reporting for time-to-fill, diversity, and source of hire, among other things.
  7. The cloud vs. IT. Unless you have dedicated IT resources, go with a product that is updated and maintained by your vendor.
  8. Easy integration. Depending upon your size, you will likely want to integrate the ATS with another system. Small companies will integrate the ATS with a website, while larger companies will integrate multiple systems.
  9. Performance. Slow performance and downtime can lead to lost candidates, frustrated users, and lost opportunities. Learn about the vendor’s up-time percentage record and the ATS’ speed.
  10. Internal candidate portal. For enterprise customers, internal movement is an important means to a healthy workforce and employee retention. Ensure that the ATS has a portal for employees to access, and that it’s attractive and intuitive.
  11. Employee referral portal. For enterprise customers, the ATS should have a separate portal for employees to refer their friends. Evaluate the user experience, for both employee and the candidate.
  12. Ownership of data. You may eventually change vendors, or change your business, at which stage you will need your data. Ask the vendor if you can download your candidate CVs and records. If they say yes, pry further so you understand exactly what records you will receive and in what format.

While investing in an ATS has obvious benefits, weigh the pros and cons to ensure you choose a system that suits your business. As always, if we can be of any assistance please get in touch.

Resources

  1. Why Applicant Tracking Systems Need a Human Touch – Suzanne Lucas, Cornerstone
  2. Applicant Tracking Systems, Part I: What They Mean for Job Seekers – Robin’s Resumes
  3. Applicant Tracking Systems, Part II: Drawbacks and Myths about ATS – Robin’s Resumes

 

July 24, 2015
11:52 am
by Luisette Mullin

Smart Recruiting uses Talent Communities

LM-talent-communities-july-2015

We live in the age of social media, at a time when more than half of job seekers are actively involved with at least one social network. Tony Morrison, Vice President of Business Development at Cachinko (a unique professional community where social networking and job opportunities come together) says: “For all its efforts to adopt new technology and adapt to the communication tools and needs of the candidate pool, recruiting overall is still in the dark ages. Candidate submits resume and cover letter; recruiters select the candidates based on their hiring materials, on paper or their online application they seem like a good fit, so you advance them to the interview. You spend the time and money to interview, but you still have only a 50/50 chance that the candidate you selected is a good fit. The problem here is that candidate selection still is a veritable tossing of the coin by the time you reach the interview stage. This is a waste of time and is fraught with error. I guarantee you are overlooking qualified applicants. To reduce that chance of selecting bad prospective candidates, interaction must take place first. This is where talent communities come into the picture.”

For Marvin Smith, talent community strategist at Lockheed Martin, the litmus test for a true talent community (as opposed to a network or pipeline of candidates) is that members can speak to each other, not just read about a company’s culture or receive email alerts for job openings. So how do you go about building a talent community? According to Social-Hire.com, based on information from Forrester Research, this is how:

  1. Build a Hub. Begin by identifying a key platform, such as your company’s careers page, to create a hub for all types of talent including current employees, candidates, past employees and even recruiters. For those companies out there with more sizeable budgets, you may consider recruiting software that allows you to create an internal talent network. Once a hub is established, find matching members to cultivate your talent community. It takes time to build relationships. Use the various platforms available to recruiters to drive interactions in your community. From Facebook, Twitter, LinkedIn – all interested talent should be able to navigate their way (easily) to your hub and once there, be able to access and contribute to the conversation.
  1. Tell People About It. Companies that want to cultivate a real talent pipeline need to manage their talent community. Invite current, past and potential future employees to join your company’s online network. This is a platform for them to share posts and engage in discussions. Focus on capturing new and lost applicants. Define your online network. List all the communities, groups, organisations, clubs, relationships, alumni, and social networks that have ties to your company or brand.
  1. Share Content. This is your opportunity as a company to show candidates your real company culture. Highlight employees or information on career advancement via blog posts, webinars, videos, or other shareable online content. Invite members to contribute opinions on certain topics and compile quotes into a blog post. “Remember to think about the community from the candidate’s perspective and remember that competitive talent, crave comprehensive and candid information on a company before they interview. What does a potential candidate need to get excited about your organisation? This isn’t just the corporate facts but also includes information on what makes your culture unique,” adds April Eldred, Vice President of Global Talent Acquisition, Forrester Research.
  1. Scale and Brand. Once you’ve created your talent community, consider creating smaller talent networks to target specific audiences. Add a group for discussion and updates among company alumni, or a group just for interested job candidates and current employees to chat. This will allow you to narrowly target your communications to specific audiences when needed. Once you’ve created a talent community, it can be utilized as an employer branding tool. For example, include links to your community in all of your collateral, including emails, offline candidate collateral, and all social and digital channels.

As always, if we can be of any assistance please get in touch.

Resources

  1. 5 Ways to Build a Web 3.0 Talent Community – Cornerstone
  2. Using Talent Communities to Strengthen Your Company’s Recruiting Strategy – Global Strategic Management Institute on Social-Hire.com

 

June 25, 2015
8:09 am
by Luisette Mullin

The Hottest Trends in Corporate Recruiting 2015 Part 5

LM-Trends5-june-2015

 

 

 

 

 

 

 

The world of recruiting changes rapidly. For hiring managers and talent acquisition professionals alike, keeping ahead of the trends can be truly game-changing.

In this, the last article in the series on corporate recruiting trends, I will be looking at the following:

  • Focus on the candidate experience
  • A shift to compelling offers becomes essential
  • A shift in focus from headcount to total workforce costs
  • Doubling down on retention and recruiting

Focus on candidate experience

For a long time, in a candidate-rich market, the power has been with the employer. We’re now in a candidate-driven marketplace. The skills shortage means top candidates are now in the driver’s seat and the best of them have multiple options. Recruiting must dramatically increase hiring speed, offer a great candidate experience, and shift emphasis away from assessment and towards excellence in “marketing candidates.” This involves the pre-application phase when the candidate seeks to understand the company, the recruitment stage when the candidate goes through the processes and the post application stage when the candidate is given feedback.

Compelling offers become essential

In today’s marketplace where top candidates get multiple offers, the offer generation process must be radically updated. This means that sign-on bonuses, exploding offers, and identifying and meeting a candidate’s job acceptance criteria will become essential once again. In addition, hiring managers and talent acquisition professionals will need to update their skills and approaches for creating compelling offers and selling in-demand prospects and candidates. Relearning how to successfully combat counteroffers from a candidate’s current manager will also become essential.

A shift in focus from headcount to total workforce costs

Insights into salary or direct compensation only tell part of the workforce cost story. To understand the real impact to the business, organisations will expand their analysis to the total cost of the workforce.

Increased emphasis on retention and workforce planning

In the improving economy, retention challenges will arise as workers become more confident in exploring new jobs. At the same time, as unemployment drops, there will be increased competition for top talent. Organisations will look beyond recruiting processes to improving hiring outcomes. They will increasingly have strategies in place to identify top performers at risk of leaving and provide visibility into how compensation, performance and engagement impact retention. HR will shift from reacting to hiring demands to proactively planning the workforce, identifying critical resources, forecasting turnover and developing more accurate hiring plans based on delivering talent for critical business strategies.

As always, if we can be of any assistance please get in touch.

Other Articles in This Series

The Hottest Trends in Corporate Recruiting Part 1

The Hottest Trends in Corporate Recruiting Part 2

The Hottest Trends in Corporate Recruiting Part 3

The Hottest Trends in Corporate Recruiting Part 4

Resources

  1. The top 10 ‘bleeding edge’ recruiting trends to watch in 2015 – ere.net
  2. Hottest Trends in Corporate Recruiting – Eazyhire
  3. Visier Predicts Top Recruitment, Retention and Compensation Trends for 2015

 

May 26, 2015
9:59 am
by Luisette Mullin

The Hottest Trends in Corporate Recruiting 2015 Part 4

LM-corporate-trends-may-2015

 

Understanding how recruiting is evolving is crucial in defining the right strategy specific to your employment objectives. The onus is now on the employer to continually adapt in order to connect with the job seekers they want to attract.

So far in this series on corporate trends in recruiting, we have looked at the widening skills gap and an increased emphasis on planning and future-focus; generational shifts, the return of boomerangs as a primary source and the continued move of women into power positions as well as big data and metrics, the cloud and the mobile platform.

Today we’ll address:

  • Social / Digital Recruiting
  • Technology in recruitment
  • De-emphasising CVs and accepting online profiles

Social / Digital Recruiting

Hiring via social media is here to stay. Social professional networks have become a top source of quality hires in corporate recruiting. This mirrors the increasing candidate adoption of social professional networks together with recruiters becoming ever more effective at sourcing candidates through these channels.

LinkedIn has emerged as the strongest social media website for recruiting. However, others like Facebook, Twitter and Google+ are quite effective too.

It pays to make sure that social networks are a strong factor in your recruiting strategy. Figure out where your potential candidates spend their time and establish a presence there with your employer brand. In order to stand out companies need to start posting more work culture related posts (instead of simply the standard press releases) and leveraging their employees to share them. 58% of people are more likely to want to work at a company if they are using social media and over 20% are more likely to stay at their companies if they are using social media. People want to work for interesting companies and when they see social media posts, it gives them a better sense of what they are about.

It’s also a good idea to quantify your return on investment from each hiring source, so you know where to invest to get the most quality hires for your company.

Technology in recruitment

Use of innovative recruitment strategies is a major trend for 2015. Of these, mobile recruiting is probably the most relevant and is increasingly being used by both recruiters and candidates. Another trend is the use of technology by companies to create a common platform across all their hiring solutions by integrating social platforms, job boards, applicant tracking systems, the company website and all internal databases. Technology is also being used in the interview process to conduct assessments and live simulations to better test the candidates.

De-emphasising CVs and accepting online profiles

Few employed candidates have the time required to update their CVs without delaying your time to hire. If they simply can’t become a candidate at your organisation until they update and submit their CV, there’s a weakness in your hiring process. Companies need to learn to eliminate the “CV update wait” by instead accepting LinkedIn profiles for referrals. LinkedIn profiles are generally more accurate than CVs because they are viewed by so many individuals, thus any inaccuracies tend to be timeously discovered.

In the next and last article in this series, I will be looking at the following trends:

  • Focus on candidate experience (the shift in power to the candidate)
  • A shift to compelling offers becomes essential
  • A shift in focus from headcount to total workforce costs
  • Doubling down on retention and recruiting

If we can be of assistance in the meantime, please get in touch.

Resources

  1. 2015 global recruiting trends – LinkedIn
  2. The top 10 ‘bleeding edge’ recruiting trends to watch in 2015 – ere.net
  3. Hottest Trends in Corporate Recruiting – Eazyhire

 

April 16, 2015
10:39 am
by Luisette Mullin

The Hottest Trends in Corporate Recruiting 2015 – Part 3

LM-corporate-trends-april-2015A successful recruitment strategy is made more effective by awareness of the latest trends happening in corporate recruiting. Why not be one of the first firms to adopt trends that one day, all progressive companies will have to follow?

Part 1 in this series looked at the widening skills gap and an increased emphasis on planning and future-focus, and part 2 looked at generational shifts, the return of boomerangs as a primary source and the continued move of women into power positions.

 

Today I’ll be covering:

  • Big data and metrics
  • The cloud
  • The mobile platform

Big Data and Metrics

While it’s certain big data is the future of recruitment, understanding how to make sense of it will be critical to a company’s success. You can’t just “data mine” your way to the right candidate; you need the right tools namely workforce analytics and applicant tracking systems to analyze it, and the right people to interpret it and provide insight on the importance (or lack thereof) of each data point. The best recruiting teams will use technology that bubbles up the right candidates, and know how to weight the data points to provide the best possible fit for a position.

2015 is the year for recruitment metrics. Historically, recruitment success has been gauged by time-to-fill quotas or cost-of-hire numbers. All these numbers do is tell you how quickly you hired someone at the lowest possible price. The shift now is to quality of hire, as measured by performance and retention. Other valuable metrics to keep track of include:

  • Qualified applicants-per-requisition which indicates whether your sourcing practices are delivering what you want: people who can do the job effectively.
  • Offer acceptance rate (declined offers are very expensive for tangible and intangible reasons).
  • Resignations and involuntary turnover for less than 3 months service – if someone leaves within 90 days of starting, you most likely have no return on the time and money invested in finding, onboarding and training.

The Cloud

Here are just three of the reasons why cloud computing matters for recruiting professionals and talent management:

  • Access on Demand: Cloud computing offers access to numerous HR-oriented tools and technologies allowing access to information over the internet, on demand, from any device, without the need to store it locally.
  • Multiple Sources for Candidates: The evolution from paper to paperless recruiting means that there are as many different databases for housing candidate information as there are places and platforms for reaching passive and active talent alike.  A proprietary “private cloud” in the form of HR software as a solution means combining these many potential sources of hire into a single source for tracking, measuring and reporting.
  • Improved Candidates and Analytics:  In an age where search is the new killer app, having the ability to look across these previously disparate sources of information means being able to find and compare top talent faster, transforming “big data” into highly relevant, highly targeted results.

The Mobile Platform

83% of job seekers currently use smartphones to search for job openings and 45% of active candidates have applied to a job on their mobile device. Yet only 20% of companies have a mobile friendly career site. Companies are going to have to start optimizing their websites for mobile; perhaps even creating mobile applications; in order to appeal to the on the go job seeker and to be able to promote opportunities to people at all times, no matter where they are.

Because of its versatility and incredibly high response rate (compared to other communication platforms), the mobile platform is set to become the primary mechanism for communicating with prospects/candidates, spreading employer brand messages, viewing recruiting and job description videos, and pushing relevant open jobs to applicant communities. Eventually it will be used by most to offer live Hangouts/Meet Ups, for candidate skills assessment, for most candidate interviews, to find referrals, and finally to allow individuals to accept job offers directly on their phone.

Look out for the next two articles in this series, which will cover the following trends in corporate recruiting for 2015:

  • Social / Digital Recruiting
  • Technology in recruitment
  • De-emphasizing CVs and accepting online profiles
  • Focus on candidate experience (the shift in power to the candidate)
  • A shift to compelling offers becomes essential
  • A shift in focus from headcount to total workforce costs
  • Doubling down on retention and recruiting

If we can be of assistance in the meantime, please get in touch.

Resources

  1. 2015 global recruiting trends – LinkedIn
  2. 10 workplace trends for 2015 – Forbes
  3. The top 10 ‘bleeding edge’ recruiting trends to watch in 2015 – ere.net
  4. 7 Recruitment Trends to look out for in 2015 – Auburn Rose
  5. Recruiting Trends for 2015 – ECS
  6. Hottest Trends in Corporate Recruiting – Eazyhire
  7. 5 Reasons why Cloud Computing Matters for Recruiting and Hiring – Monster

 

March 2, 2015
9:45 am
by Luisette Mullin

The Hottest Trends in Corporate Recruiting 2015 – Part 2

LM-corporate-recruitment-trends-march-2015In the face of an increasingly complex talent landscape, what trends are shaping corporate recruitment?

In this, the second of 5 articles (if you haven’t read part 1 which looked at the widening skills gap and an increased emphasis on planning and future-focus, you can access it here) I will be looking at the following corporate recruiting trends:

  • Generational shifts
  • Boomerangs return as a primary source
  • Women continue to move into power positions

Generational Shifts

An increasingly hot topic: Baby Boomers, the largest generation to ever hit the workforce, are retiring in droves. As they exit the workplace, many Generation X’ers could see increased opportunity, and Millennials are set to overtake the majority representation of the workforce and take on management positions for the first time. Millennials are known to have significantly different expectations of their work experience. Companies face the dual challenge of engaging and retaining newly hired Millennials, whilst ensuring the knowledge and skills of retiring Baby Boomers are maintained.

While many companies are still trying to understand Millennials, some are going to recruit the upcoming generation, Generation Z (born between 1994 and 2010), for internships.

Boomerangs return as a primary source

If you’re not familiar with the term, a ‘boomerang rehire’ is a former top-performing employee you rehire after an absence from your employment. These individuals have proven to be one of the highest sources of quality hires. This is due to the speed at which they can be found (thanks to LinkedIn they are incredibly easy to find), high quality of hire (they were previously top performing individuals) and low cost (they are familiar with the organisation so training costs will be minimized). Boomerang rehires are expected to reach 15 percent of all hires at major firms.

Women continue to move into power positions

According to Dan Schwabel, writing for Forbes Magazine, “there’s been a lot of chatter about women in the workplace over the past few years and that conversation isn’t going to die out in 2015, it will accelerate. As more Millennials occupy positions in the workplace, the wage gap will start to close. New research also shows that the top financially successful companies have 37% of their leaders as women and 12% are high-potential women. With trends such as couples not having children, delayed adulthood, and more women attending college, there’s no doubt that we will see more female leaders.”

Look out for the next three articles in this series, which will cover the following trends in corporate recruiting for 2015:

  • Big data and metrics
  • The cloud
  • The mobile platform
  • Social / digital recruiting
  • Technology in recruitment
  • De-emphasizing CVs and accepting online profiles
  • Focus on candidate experience (the shift in power to the candidate)
  • A shift to compelling offers becomes essential
  • A shift in focus from headcount to total workforce costs
  • Doubling down on retention and recruiting

If we can be of assistance in the meantime, please get in touch.

Resources

  1. Visier predicts top recruitment, retention, and compensation trends for 2015
  2. 2015 global recruiting trends – LinkedIn
  3. 10 workplace trends for 2015 – Forbes
  4. The top 10 ‘bleeding edge’ recruiting trends to watch in 2015 – ere.net