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Your Reputation. It's your credibility. It's your voice, it's your respect for others, it's helping others and paying it forward that leads to exceptional Karma. As I look back on amazing circumstances, changes, macro and micro economic circumstances et al, to Recruiting I am reminded on this Friday of something a candidate told me in a 30 minute conversation this week. This candidate I recently hired in Salt Lake City, and he mentioned something about how I had made him comfortable throughout the process, helped him navigate his questions and kept him moving in the right direction. Personally, it was very reassuring and helpful to know I had made such an impact. Throughout fast moving recruitment processes, and changing circumstances that are flowing ever further into even more change I can't help but be hopeful that as Recruiters, Sourcers and Staffing Professionals that we will remember this one poignant and important fact that to place emphasis on the Human areas of the Recruitment approach will make a major difference at every stage. In a Human Business - Being Human matters. With a tight unemployment rate the likes we haven't seen in years, and an explosion of new entrants to the HR tech scene, it is vital to remain true to the one area of success that is tied so closely to a Recruiter's Human impact - Their Reputation. Building a reputation as one who gets back to clients and candidates, who keeps business promises, who respects their competitors even when your competition doesn't respect you, and SO many more facets tied to long term REPUTATION.
I can't speak for others but I know myself, I know that I try to build a way forward that builds credibility with others, that drives circumstances such that I can help others find success, not for money but for the pure satisfaction of paying it forward, this emphasis and approach alone add to my reputation. I believe in trying to better myself and along the way help better others. How quickly do we provide feedback to candidates after an interview? How quickly do we resolve issues we face? How helpful and kind are we to others in a world full of shaming and negative circumstances? Have you ever taken a moment to review your own approach to quality measurements? Have you built a brand such that when you speak your voice is heard, and a door in your industry to the candidate of SuperStar Platinum status answers your call? I am amazed at how often we must remind ourselves in all the noise in the Recruiting space today to just "Go back to basics." Folks it really is simple, try to return the call, be genuine to helping others, and never forget the Human touch of your business approach.
I take great pride in my Recruiting desk, I take pride in persuading exceptional candidates to join an exceptional company. Whatever space, industry or environment we are in, remember this one truth, the door you open today for another may one day turn into a door opened by that person for you. Truth be told, I have found my Voice in my Career and I won't lose it, my reputation is mine and mine alone. I don't fear my competitors, or the industry I am in, further I take pride in knowing that I am part of a greater team. If there is one thing that I have learned at scale, over time, it's to respect others, respect the voices in my own Recruiting Community across the spectrum, and keep driving for success across multiple ventures.
Respect across multiple perspectives, in an industry defined by many factors, let us make one statement now that I hope many will see as an important matter at hand and that is: respect the voices across the industry you are in, across multiple ventures, remember the humanity that gave you wings to fly when your career was in the early stages. I hope many of us who are experienced will not forget the time where you were starting out. There are many roads into recruitment, and these roads and gifts of experience are powerful nuggets of wisdom to be shared. I hope we will all take time whether new or experienced professionals in recruitment to give advice, help others, and build patterns that enhance the entire profession of recruitment - in effect build a collective strong Reputation. Every action you take has consequences, and for that matter outcomes that can open doors later.
Recruiting is and will remain a networking professional endeavor, a contact sport. Reputation is a powerful component of leverage that opens many doors. It remains as true today as ever before. We don't know where and when change will come, but let it be said of you, that you did something that made your Recruitment brand that much more powerful. Relationships are built over trust and earned reputation. Through time once that trust is established then business contracts can be won, candidate trust gained, client relationships built, and so on. I believe in Reputation as I do oxygen to live. I hope we will all remember what it takes to build a reputation on purpose, without fear. Critics abound in many spaces, unfortunately, when one Googles "Recruiters Are": you find a whole host of unsavory responses that Google seems to show forth to the collective whole. I suppose the question is, do you build your Reputation as one who is positive, or negative? What venture of success will come when your voice is heard loudly in your industry niche with a Reputation that others want to be a part of? Whatever it may be, Recruiting is a wonderful professional endeavor, and I take great pride in building a winning Reputation. Regardless of what happens at the micro level, for myself I hope my Reputation adds value to whatever venture I choose. I argue that reputation is still a Recruiter's secret weapon in the war for talent. Yes there are reviews on Glassdoor, and Quora, and a host of other sites, these are but the extension of the interesting times we live in.
Reputation over time will become more important, I stake my opinion strongly on that fact, for I have seen the impact day in and day out in the trenches of Recruiting focus. I am not afraid of what the future may hold, or how technology will change the spaces we recruit in, what I do know is it is vitally important to build a Reputation that creates and adds value. Personally, I am grateful to the Recruiting community for helping me, for the doors others have opened. I don't forget that. But I call out to all in the Recruiting profession, let's build greater value, and create a Reputation that will influence economic circumstances for the better for years to come. Yes - let's make our Reputation strong across all segments. It's in our best interests to do so, and for that matter, will have long term lasting repercussions to careers, livelihoods, and ventures for years to come. Reputation is a Recruiter's greatest and most important value adding x-factor. And that has proven true throughout my 14 years of recruitment. Thank goodness I am in this career path, and I am grateful I get to keep building a reputation that I hope will continue to add value to all those I come into contact with. Recruiting in 2018 to me is still a great place to be. Let's just make sure our Reputation is a strong one out in the marketplace.
It is not easy to predict the future. We all want to know how recruitment will be evolved in future. Especially with technology being the current trend, what will be its scope and how it will affect recruitment?
Artificial Intelligence is dominating the HR industry. Chatbots are considered to be an important element to be included in recruitment process. But is AI the only way to get better candidates? You might have to think again as there are new concepts coming up each day.
All About AI
AI is still a new concept. Recruiters are exploring its potential to see how and to what extent it can help in talent acquisition. Most of them have not used it while others are a bit hesitant as they are unsure about the outcomes. Also, if we talk about small scale businesses, they find AI to be quite expensive. First of all, they do not have enough finances to invest in the same. Secondly, understanding the complexities of such a software needs a lot of technical knowledge and resources.
What is the new trend?
Growth Hacking is an emerging concept which is gaining popularity in small-scale businesses. For startups, it means a marketing technique which is devised with an analytical and creative thinking along with social metrics for the sole purpose of selling a product. In simple words, it means using different marketing strategies and channels to grow your business.
If we talk about recruitment, recruiters have already started using growth hacking tricks. Thinking different is the key strategy when it is about making an effective marketing plan. Recruiters constantly make efforts to find quality candidates for their company within a stipulated time. Growth hacking uses new ideas, shortcuts and technology to automate recruitment activities at a low cost. Adopting new methods and experimenting is the foundation of this concept.
How It Can Help?
Using technology, which is easy to use, is the best way a startup or a small organization can grow. There are many challenges faced by recruiters while looking for the best fit. Choosing a resume parsing tool which does not require any coding is the solution. Small company owners do not possess technical knowledge to use a software. Thus, using a tool which will not give you any technical glitch will enhance the recruitment process. Such tools are available at a low price making them affordable. All strategies executed, techniques and strategies devised and tools implemented by a growth hacker contribute towards finding the right fit.
Apart from using technology, another growth hack is to buy domain names. Online marketing is an effective way to generate online traffic. A referral discount is another way of getting more customers/candidates.
Growth hacking means experimenting. You need to find a new solution or strategy every now and then to attract new candidates/prospects to your business.
How Growth Hacking is Better than AI?
A brief comparison between these two concepts show why small-scale businesses should go for growth hacking.
Less investment is required as compared to any AI software.
It is easy to learn growth hacking tips than technical coding of AI.
Through experimenting, you can create innovative job ads.
In order to work for the advancement of your organization, growth hacking is termed as a helpful tool. You can keep a track on data and draw conclusions on the basis of statistics. What matters in growth hacking is the right content with the right message. When you write relevant and meaningful content, this concept can help you in bringing quality candidates to your company. Apart from having an effective recruitment process, you can also market your company, company products and culture.
Following age-old methods in marketing are not enough. It is important to adapt new technologies and concepts to enhance growth of your business. Though artificial intelligence is a big name in HR tech industry but this year is quite significant for growth hackers. However, it must be noted that growth hacking cannot replace digital marketing. The only common element between these two is focus on creativity and experimentation to achieve desired goals. Thus, if you want to have a quick and low-cost solution, don’t waste your time and become a growth hacker.
We want all of our candidates to feel confident and excited about their new job, and part of this is making sure we prepare you for your first few weeks when you’ll be getting to know your new team! As well as the top onboarding tips we provide for our clients as they prepare to welcome their new starter, we have a range of top informal tips for our candidates, to ensure you have the ‘know how’ to hit the ground running when you start. Here’s what we recommend:
Dress the part
Many tech teams have smart casual dress codes so it can be difficult to gauge exactly what you should wear on your first day. Quite simply, the easiest way to find this out is to ask your manager what the dress code is. We always recommend our candidates dress smartly on their first day unless instructed otherwise by their employer. This way you will look the part and avoid being underdressed, then follow the lead of your colleagues once you have a better guide to whether everyone else dresses more casually.
Pay close attention to your colleagues in your first few weeks. If the workday supposedly ends at 5.30 but most people hang around until at least 6 pm, follow the lead of your team initially – you don’t want to develop the reputation of someone who skips out early.
Use lunchtime wisely
It makes sense to use your lunch break to get to know your colleagues. You know what they always say, ‘start as you mean to go on’ – if you spend your first few lunch breaks eating a sandwich on your own at your desk, it’s unlikely your colleagues will feel inclined to get to know you on the weeks that follow this. Instead, jump right in and introduce yourself to 3 or 4 new people every day!
Don’t trash talk your former job
As tempting as it might be, telling horror stories about your previous company isn’t wise and only serves to hinder the professionalism of the first impression you create in your new job.
Once you’re settled into your new position, consider opening yourself up to new opportunities such as helping colleagues with their side projects or volunteer to take on new asks or join committees. It’s a great way of becoming an integral part of a team early on.
Avoid discussing topics that may make your co-workers uncomfortable
When you’re all getting to know each other it’s good to keep conversations amicable until you’re comfortable with each other it’s probably best to steer clear of topics that could cause heated debates such as religion or politics.
Know your boss
Look through your interviewer’s or future manager’s LinkedIn profile before you start. It’s always good to know their background and it can help as an icebreaker and build rapport!
Mind your manners
It sounds obvious but be polite to everyone and greet them with a firm handshake.
It can take a few weeks to find your feet in a new company, so don’t be afraid to ask questions! Better than that trying to ‘wing it’ and doing a task incorrectly. However, be careful not to ask too many questions unnecessarily – being inquisitive and finding out the best way to do things is great but you don’t want to be tagged as the needy new hire.
My job as a recruiter is to help my clients find the best person for their unique hiring needs. Part of that job involves follow-up after every interview to see how things unfolded. In almost every interview I can point out a fatal flaw: the hiring manager didn’t prepare. They didn’t think of questions ahead of time, and they ended up doing all the talking. In the end, the company knows nothing about the candidate and makes a hiring decision based on very poor information.
This failure to prepare stretches back to the start of the hiring process, all the way to the job description. A boring job description won’t set up the same foundation of expectations and talking points that a well-crafted one will. A good job description should identify the core competencies that are required for a role’s success. Good interview questions probe these core competencies and delve into behavioral discovery turn up outstanding amounts of valuable information.
Preparing the candidate for the interview
Whenever I’m interviewing a candidate in a high-level search, I always have a plan. I set the stage, walk the candidate through what to expect, and then step-by-step we go through that whole interview process. This way there are zero surprises. Be transparent with your candidates because you want to set them up for the success. Whatever reduces anxiety helps to bring out normal behavior in a candidate, which ultimately helps you make a better-informed decision. Rather than it being an interview, allow it to be a conversation.
Another valuable component to include in the interview, according to Scott Kuethen, CEO of Amtec Inc., is to let them know how important honesty is here. As a recruiter, I tell candidates that the worst thing that could happen is that they accept a job offer with your company and six months down the line they realize they’ve made a terrible mistake. Let’s take an honest look at what is good for you and your career.
Company preparation for the interview
On the company side, hiring managers need to have an extremely clear idea of what they’re looking for. What are the qualities and attributes, what past performances should we expect to find in the ideal person? The trick is to put that in writing and to develop questions around that to discover whether a candidate’s attributes align with your wishlist. You can easily search for behavioral interview questions and rework what you find to get the answers you need.
In the interview itself, make sure you’ve got a clear structure. There’s a beginning, middle, and maybe end with a facility tour. What other players are involved, who are asking what questions? Make sure everyone asks the questions that are decided and remember the answers received. I personally don’t like hypothetical questions as they tell you nothing meaningful. Ask them how they’ve handled difficult situations, dig deeper into their actions and understand what their behavior indicates about their character. PRepare ten solid interview questions that dig deep, and you’ll gain so much information that you never dreamed a candidate would be willing to share.
If you’re interviewing someone within your same industry, the danger of treading of proprietary information can loom over an interview. Addressing this upfront, letting them know they don’t need to answer those questions, will set them far more at ease. You can also give them an example of an answer for one of your interview questions -- it’ll always be different as these questions are open-ended. And when you have further questions ask them about the things they said. PEel back the onion layer by layer to find out who these people are. Keep a scorecard and measure their answers against the desired attributes/qualities you want. If multiple people are interviewing, they should fill out their own scorecard independently.
Knock questions out of the park
Most importantly, include a knock-out question in your interview that will help you easily identify the people who would not do well at your company. Something like, “Can you describe a decision you had to make to protect the profitability of the company? How did you feel about the strategy you developed?” Present it early on, and if the candidate doesn’t successfully answer, you can wrap things up early, respectfully, and let them know they won’t quite be a fit. Don’t ghost them, let them know straight up.
At the very end, give the candidate an opportunity to ask their own questions -- that’s what makes the interview a true dialogue. This is where real engagement lies, and if there’s a positive connection, you’ll learn much more about this person. Their answers can inform some needs you might have overlooked, some processes in your hiring process that neede more definition. Hiring isn’t about ego, its’ about careers. All questions are good questions, and all lessons are good lessons. Wrap up with a review of how things went, make sure everyone is satisfied with the candidate’s answers and clearly outline the next steps.
Scott Kuethen is the CEO atAmtec, Inc., a professional recruiting organization specializing in placing professionals in Contract and Regular-Full-Time positions with companies ranging from small entrepreneurial start-ups to the fortune 100. He is an avid teacher, and writer in the areas of talent acquisition and selection, organizational planning, and business management. Scott’s life purpose is helping people find meaning in their work.
In his spare time, Scott enjoys photography, SCUBA diving, swimming, drone flying, and other activities that keep him young-minded.
Rick Girard is the Founder & CEO ofStride Search, an Orange County-based recruiting and consulting firm. Rick brings world-class leadership to firms across the nation to meet highly challenging business and talent acquisition objectives. With expertise in creative sourcing, consultative management and winning placement strategies, Rick Girard plants the hiring seeds for his partners’ success.
While not running a School for Gifted Mutants as Professor X, Rick hostsHire Power Radio Show, a weekly series onOCTalkRadio.netwhich serves as an entrepreneur’s resource to solve the most difficult hiring challenges. When not on the air, Rick regularly gives talks and writes valuable content for Hiring Managers and Job Seekers alike. His mission: elevate and sharpen the industry standards of exclusive professional search.
By definition, Virtual Reality (VR) means an artificial environment which is experienced through sensory or stimuli (such as sights and sounds) provided by a computer. One in which the person’s actions partially determine what happens next in the environment. VR can also be used to describe the technology used to create or access a virtual reality.
So, what does this mean for hiring? Particularly Veteran Hiring, where the need to transition viewpoints from active duty to the civilian workforce (while preserving that amazing military work ethic) is much more critical?
However, there are looming questions which must first be answered, such as…
Will Veteran candidates be required to apply VR gear (i.e. Oculus Rift, Samsung’s VR Headset, etc.) at their next job interview to demonstrate their handling of situational scenarios which test things like problem solving, project work style, critical thinking, customer experience, internal team conflict, etc., in a civilianized workforce? And, what will this all mean for the company and the Veteran candidate? How will their responses be measured? Will the Veteran candidates get a second chance if needed? How far will these scenarios go, and can this VR experience trigger an emotional reaction that might not have been alternatively discovered through any other means? These are all questions that Global HR is still sorting out when it comes to Virtual Reality’s impact on hiring.
While the concept of simulating an experience that isn’t “actually” happening in a physical sense, to incite results produced from the user’s responses may seem farfetched, this notion is already in practice within multiple industries.
The University of Louisville uses VR in cognitive behavior therapy to treat patients with social anxieties or phobias of things like flying, public speaking, or heights. The controlled environment allows doctors to expose their patients to simulations and direct them on how to cope with how they're feeling.
Although the gaming industry is one of the most obvious uses, there are other apps, though, like Oculus Cinema, that allows users to watch a movie with a deserted movie theater all to themselves. The movie theater industry is, undoubtedly, stoked.
Ford Motor Company currently uses virtual reality in its Immersion Lab to help get a sense of how customers experience their cars. They use Oculus Rift headsets, to look at high def renderings of the interiors and exteriors of cars. Similarly, Audi announced this year that they'd be using VR later in the year to give potential car buyers an in-depth look at their cars, as well as the ability to customize not just colors, but electronics
Branded VR experiences are taking on many shapes. DODOcase, which makes Google Cardboard pop-up viewers, will customize viewers with logos and the like for companies. Digital marketing agencies are also exploring how they might couple VR and brands.
Training will be a major use for VR — there's potential for everyone from mechanics to surgeons. For younger students though, virtual reality in the classroom could mean virtual field trips, immersive games, and even uses for children with special needs.
There's a reason supermarket hand out samples. In December, Destination British Columbia launched a VR experience called The Wild Within which features two options: a boat ride and a hike in the mountains. The app was created to promote tourism to BC. Similarly, Marriott Hotels created a "teleporter" which lets users step into a booth, wear an Oculus Rift headset and visit downtown London or a beach in Hawaii. The teleporter also caters to other senses, so users can feel the wind in their hair and sun on their faces.
NASA's been using VR for years, especially in training situations. One recent use has more to do with improving the quality of life and mental health of astronauts on longer-term missions.
8. Skilled trades
Welding is an old trade, but now training can be supplemented with virtual reality. One immediate benefit is that using virtual reality training means money doesn't have to be spent on materials to practice on, and the trainees can repeat the task as many times as they need to.
9. Military and law enforcement
Recently, the British government made the announcement that it would incorporate Oculus Rift into its training of trauma medics for battle. Other military uses are simulations that can help train how to deal with IEDs — and simulations like those can be repeated and mistakes learned from.
While advancements in technology continue to propel us further, specifically as it relates to VR and its impact on Hiring, like anything, there are some disadvantages to mention.
-Lack of camaraderie. Nothing replaces the real thing. Social interaction does help to encourage a more effective and authentic experience. Real people with real emotions who can provide an impromptu conversation, an unprogrammed smile and natural relatability that can often enhance collaboration.
-Risk to reputation. If someone gets hurt during the VR experience (i.e. Blood pressure intensifies, heart racing panic ensues, uncontrollable breathing, etc.) your company runs the risk of adverse reputational damage.
-Security and compliance issues. In some industries, it’s extremely risky to have confidential information stored remotely. For example, the accidental loss or release of data in specific industries, such as financial services and healthcare, can carry serious repercussions. This can also become a matter of discrimination based on one’s tech savviness, emotional state and willingness to embrace a simulated experience. The bar must be set on an equal level playing field.
It is for the above reasons and its looming unanswered questions, that Global HR has quite a few things to figure out before VR will become a widely accepted means for everyday Veteran hiring.
Your HR department is swamped with resume intake and review, job post creation, interviews, and onboarding. If you’re a hiring manager or recruiter but also have your hands in all other tasks, it can be impossible to focus your efforts where it really matters — on sourcing and hiring new talent.
You could always clone yourself to get more done, but a more realistic approach is to create a workplace centered on employee empowerment. Enabling your subordinates to take ownership of various tasks and run with them gives you the opportunity to do what you’re best at without becoming bogged down by peripheral things. The secret is autonomy.
What’s the Big Deal about Autonomy?
Letting go of total control of your employees can be difficult, but it’s important for both freeing your time and helping your staff thrive. Autonomy also promotes a happier and more productive culture, as employees directly benefit from greater flexibility and increased faith from their managers.
How to Create Autonomy
If your department lacks this kind of empowered environment there are several things to consider. First, define what autonomy means in your organization or department. When you know what you’re working toward, carrying out the necessary steps will be easier.
If you want to encourage better success, more job satisfaction, and increased productivity, consider these ways to create the right environment for independence:
Set Employees up for Success
Providing your staff members with the right training will allow you to relinquish control over tasks and allow them to perform their roles with confidence. When you doubt that your team is properly trained to get the job done, you will likely keep your hands tightly on the reins.
Autonomy doesn’t simply allow your team members to do whatever they want. Instead, it means they all work toward the same goals and under the same standards, but with more freedom to take personal ownership. Setting expectations and structuring how you’ll measure results gives everyone clear parameters.
Reward Good Work
Your team members will more likely excel when they know they’re on the right track and doing a great job. Ensuring they feel this way requires praise on your part. Recognizing employees who excel at working autonomously will boost their confidence and give others the incentive to reap the rewards for themselves.
A workplace based on autonomy is productive, efficient, and filled with satisfied and inspired people. It takes effort to create a culture of independence, but the results are worth it for both your own potential and the benefit of your entire team.
We worked with Lincoln International, a Chicago based investment bank, who has been using NextWave Hire over the past year to share their unique culture with prospective applicants. Luke Elder works at Lincoln as an analyst and explained in more detail about how they’ve been using the platform to build their employer brand.
Getting to Know Luke
Tell us about your background and your role at Lincoln International?
I’m originally from the western suburbs of Chicago and went to Indiana for undergrad. While I started off majoring in marketing, I eventually found my way to studying finance.
My first internship was at a CPG company. But, I wasn’t as engaged as I wanted to be. I found out about investment banking through a club on campus, and started to get really excited about that career path. I went through the process to get a summer internship at Lincoln, and then joined full time after school. It’s a great fit for me as I love the art and science of what we do, along with the client exposure I get.
While I spend a lot of time in our debt advisory group, I also maintain our company’s career site, and employer branding videos. I work on this in concert with our SVP of HR. My role here is to execute the various strategies we come up with to attract new talent. It’s not dissimilar from my role on the debt side of our business in that regard, I’m running the playbook that the broader team comes up with.
What drew you to Lincoln International?
I wanted to have a solid banking experience. This meant deal flow, exposure to different roles, client interaction, and learning more about this industry. Lincoln has been able to grow over time which means more experience working on deals year after year. But, it all comes back to the people. The senior people here want to see you progress. You can ask any question you want, which isn’t the case at many other banks.
It All Adds Up
What are some goals of your careers site?
Generally, we want to have a higher level of engagement with potential applicants and give them a flavor for what the culture is like. We’re not a typical bank, and our unique aspects definitely center around the people. Therefore, we needed something that was live and interactive to share our culture. We really wanted someone visiting our site to feel the personality of the bank.
Why do people like to work at Lincoln International?
Everyone here is a high performer and engaged in their job. They want to be the best and work with the best. Yet, while they are goal-oriented, they are also very personable. I spend a lot of weekends hanging out with co-workers outside of work. In order to convey this part of our employee value proposition, we needed to share these stories via the voices of the employees.
Why did you want to work on building the employer brand at Lincoln?
In the Fall of 2016, there was an email that went out to the analysts asking if anyone would be interested in helping to build out our careers site. As I mentioned previously, my first major in college was originally marketing, and I still have a strong interest in marketing. I viewed the careers site as a way to market ourselves to candidates, and so jumped on the opportunity to help out.
Why is the careers site important?
It’s important to share what it’s like to work at your company to humanize the hiring process. This is so paramount because it’s getting harder and harder to win over talent. When you think about it, we’re competing against a lot of top companies, and so we have to focus on ways to stand out and share what’s unique about our culture.
Where Do We Come In?
How did NextWave Hire help you accomplish this project?
NextWave’s software is extremely straightforward. You don’t have to have a tech background, or learn how to use the software. It’s really just a series of workflows that prompt you very intuitively.
What results have you gotten?
We’ve seen increased web traffic to our careers site, and certain employee profiles are getting thousands of views, which is pretty incredible.
Our goal was to share our culture, and we wanted people to interact with our culture in an engaging and accessible way. My advice to companies thinking about using NextWave Hire would be to get the right people in your organization talking about what makes your company a unique place to work. Sharing your culture in a meaningful way is the key in winning over the best people and continuing to build your own culture.
Profit + Great Employees = Success
When it comes to working toward the success of Lincoln International, Luke has a firm grasp on what it takes to not only help the company grow and recruit the best talent, but on learning what it takes to grow his own experiences and challenge the status quo. He even mentions the importance of employee advocacy which provides potential recruits an inside look at what people really do and believe in when it comes to their employer. Working for a great company is what most employers strive to create, and NextWave Hire helps you find those great people you've been dreaming of your whole career!
One thing that makes absolutely no sense whatsoever in the world of business is that HR almost never controls their own corporate careers page. You know, that page that's usually under the domain www.company.com/careers.
It happens to be the place that candidates research companies more than any other resource:
Needless to say, a great careers site is an important part of talent acquisition consistently meeting their goals of hiring high quality people in a timely manner without spending an arm and a leg.
You might be thinking, who cares? The People team has enough on our plate. We don't also need to learn how to maintain and update our own careers site too, let marketing handle it!
While I do agree that HR shouldn't need to learn HTML, CSS, or how websites are hosted, I do think it's a huge problem that they don't own this part of their site and here's why: most career sites are run by marketing currently, but marketing's KPIs all relate to revenue growth and demand generation - they literally have no incentive to care about the careers site. And, while marketing cares about the overall health of the business, the careers site always seems to be #5 on the priority list. This is why, sorry to say, most career sites are subpar at best.
[caption id="attachment_890" width="618"] This careers page isn't convincing any candidates to apply.[/caption]
What we see happen again and again is HR needs to ask marketing (and sometimes IT) to get their pages updated. This can take a very long time (the worst we've seen is a company taking 5 years to update their careers site, average is more like 12 months in our experience). That's insane.
Here are actual quotes from HR about their career sites:
Redesign: "We got a beautiful new careers site designed and everyone was really excited about it, but that was 4 years ago and I haven't been able to get it updated since."
Adding new pages: "I joined the talent team 6 months ago, and we've been trying to update the site. I think they'd been trying to update it for the year or so before I got here as well. We're having another meeting about this next month."
Analytics: "How many people went to your careers site last month?" "I think we could get analytics on the site from marketing?"
Getting control: "Having control over our careers site means we control our own destiny and can meet our goals."
Marketing doesn't want to own it: "We'd love it if HR owned the careers site, as long as it's on brand and we can still access Google Analytics for those pages"
A Quick Thought Experiment: What if marketing didn't control the corporate site
Imagine if marketing didn't own the corporate website. To do their job effectively, they need to have a great website that shows off their products through photos, videos, etc. They need clear calls to action. They need analytics to see what is working, and what's not. Could they do their job if IT owned the website? What if they had to submit a support ticket every time their site needed to change, and were met with "sure - we'll handle that. We just need to build out the new XYZ feature first. But don't worry, we'll get around to it!" They'd have a much harder time hitting their goals!
[caption id="attachment_894" width="624"] Imagine trying to sell this product, with this landing page. That would be difficult to say the least.[/caption]
Well, it's the same with HR. How can we expect to attract and convert amazing people if we don't have beautiful landing pages for our key roles? What if information changes and we need to make an update? Can we wait 3 months for another department to get around to helping us? How are we supposed to do our jobs?
What to do about it
HR needs to control the careers site, plain and simple. This is why NextWave Hire's solution allows our customers to manipulate their jobs site directly from their admin dashboard.
[caption id="attachment_889" width="668"] Your dashboard allows you to update your careers site, and see analytics.[/caption]
Imagine the next time you're on your career site, there is a tab at the top that allows you and your team to add pages, content, see analytics, and a whole lot more!
If this sounds interesting, you can learn more about our careers site offering here, and sign up for a demo of our product here. We'd love to hear from you!
According to a workplace study by Wharton Professor Matthew Bidwell, external hires have significantly lower performance evaluations for their first two years on the job when compared to internal workers who are promoted into similar jobs. Additionally, they have higher exit rates and are paid an average of 20% more. Are you interested in paying more for less productivity? This should be enough to consider your current employees first when a new position opens up, but if you’re still on the fence the rest of this blog will give more reasons why promoting internally is the right decision for your company.
As job hopping continues, you may be hesitant to put time and money into developing your employees. But is this costing you? Is it possible the lack of loyalty from employees is a direct result from employers not giving them opportunities to grow?
By focusing on training and building career paths for your people, you will offer clear direction. This attitude will be a significant step in building a culture that is focused on the success of its employees.
We all know that outside hires can sometimes struggle to adapt. When you bring in somebody new, they don’t know the culture or best practices. However, if you were to promote a current employee, they will come into the position with relevant experience and an understanding of the company’s goals. This will minimize loss in productivity and lessen the amount of time needed to get them set up.
By hiring external candidates to upper-level and mid-level positions you can diminish the motivation of your mid-level and junior-level talent that were looking to move up the company ladder. But when you choose to promote from within, your employees will know that the sky's the limit, so they will work hard and deliver more for your company. Above all else, promoting a current employee will show that you value their contribution to the team and that they have potential beyond their current role.
Even with all of these benefits of promoting from the inside, you will still find yourself needing to make outside hires on certain occasions because a specific skill set or fresh perspective is needed. When this happens, take the time to get to know the candidate and evaluate how well they will fit the position and how well they match up with company on all levels.
Interested in more blogs like this one? Check out The Break Room at QPS Employment Group
WHEN: Tuesday, April 3, 2018, 12:45 p.m.-2 p.m. Eastern Time
WHERE: The Conference Center at Waltham Woods, 860 Winter St., Waltham, Mass. 02451
About the MSA’s 2018 Annual Conference - “What (Could Possibly Be) Next?”
The MSA’s 2018 Annual Conference - “What (Could Possibly Be) Next?” - is the premiere event for the staffing industry in Massachusetts and greater New England. With more than 15 top-notch national, regional, and local speakers aligned with general sessions, workshops, and breakouts, this must-attend event is designed for all organizational levels in staffing. The conference’s morning sessions will include a keynote presentation from Catherine Putney of ITR Economics and conversations about national and local staffing legislative updates. The event’s afternoon sessions will focus on topics such as artificial intelligence and the future of staffing, tax reform, managing workplace issues, pay equity, the role of marketing and sales in staffing, and succession planning.
WHY: At this year’s event, Vinda Souza, vice president, marketing communications, Bullhorn, the cloud computing company that helps staffing and recruiting organizations transform their businesses, will lead a panel of staffing executives who will share their perspectives about the impact of artificial intelligence on the future of staffing.
Entitled “AI and the Future of Staffing,” the panel will illuminate key industry trends and highlight real stories about automation and artificial intelligence in action. Panelists will include Chris Cho, chief product officer, Monster; Jonathan Novich, vice president, product, Bullhorn; and Bill Murray, company leader, MAS Medical Staffing. They will discuss the effects of automation and artificial intelligence on recruiting, dispel misconceptions about automation and artificial intelligence, and examine strategies that firms can adopt to leverage automation and artificial intelligence for their business advantage.
Bullhorn is a platinum sponsor of the MSA. To register for the MSA’s 2018 Annual Conference - “What (Could Possibly Be) Next?”, please visit http://ow.ly/Cqkj30iY6Xr.
Bullhorn is the global leader in CRM and operations software for the recruitment industry. More than 8,000 staffing companies rely on Bullhorn’s cloud-based platform to drive sales, build relationships, and power their recruitment processes from end to end. Headquartered in Boston, with offices around the world, Bullhorn is founder-led and employs more than 700 people globally. To learn more, visit www.bullhorn.com or follow @Bullhorn on Twitter.
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