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Is transportation and logistics hiring on the decline?

This is a complicated question. In the short-term, the answer may be yes. This is truck transportation employment in the United States over the past year or so:

The good news: From April 2018 until March 2019, roughly 35,000 new jobs were added to the trucking industry in the United States. And, broadly, hiring within the transportation and logistics sector rose by 7,300 in March after a 4,700-employee decline in February. Final piece of good news: trucking employment is still 1.9% higher than it was at this point in 2018, which outpaces the general economic growth of 1.7%.

PS: the trend lines for US and Canada trucking employment are similar overall.

Now for the bad news: there are concerns about hiring in the trucking/general transportation space, in part due to increasing automation. Here’s a common headline in the space right now: “Developers push robot trucks while claiming that drivers have a future.” So, there are admittedly future concerns about the state of driver hiring within trucking, transportation, freight, and logistics shipping. (We will save discussions about oceanic shipping for a different post.)

The Bureau of Labor Statistics captures employees currently on the payroll, however, so they’re not always the best indicator of drivers being hired, as drivers may be operating in a contractor set-up. In general, though, with automation getting closer to scale — remember Otto the self-driving truck’s 120-mile beer run? — and the industry adding capacity, the demand for drivers has cooled a little bit.

With overall industry growth, though, the demand for other back-of-house roles — coordinators, project managers, customer service, etc. — is increasing. And if carriers go to even a fraction of their fleet being automated, the need for these roles will continue to increase, as people on the other end (those receiving the goods being trucked/shipped) will want easy access to a human being with any questions about their loads.

Trucking and freight can be seen as a growth industry, then, just not in the ways we’ve conventionally thought about it as such. The growth might be more back-of-house in coming years. Being within the industry is still one of North America’s “No. 1 jobs.”

Hiring within transportation and logistics

Due to seasonal fluctuations in good shipments, oftentimes hiring in the trucking and freight area is high-volume. We actually just met a Missouri-based recruiter who had to fill 750 roles — drivers and customer service, primarily — in a matter of 3-4 weeks. That’s undoubtedly a high-volume situation.

Thankfully, we’ve been working with high-volume hiring for years now, including both innovative strategies for high-volume hiring and ideas to optimize high-volume recruitment. (We’re also a fan of LinkedIn’s tactical guide to high-volume hiring.) If you are trying to hire high-volume in freight, trucking, or transportation, here are some bullet points to consider right now:

  • Talent rediscovery: Even though companies tell candidates they’ll “keep their information on file,” and have the best intentions of doing so, it’s often very hard to search and find these prior resumes for new open positions. For high volume roles, 65% of resumes received on average are completely ignored. That means most recruitment departments are sitting on a goldmine of potential candidates in their ATS but without a way to quickly, easily, and accurately access their resumes for open reqs. This is where talent rediscovery comes in. Similar to how AI works for sourcing, AI for talent rediscovery can automatically find previous applicants in your ATS that are good matches for your current open positions. A recent survey of recruiters found that 69% of them report their hiring volume has increased this year but only 26% of them say the size of their recruitment teams has increased. You need a more strategic approach.
  • Screening: A manual approach means recruiters are spending 42% of their productive time during a week just screening and shortlisting candidates for interviews. That’s inefficient. Many companies have begun using AI for screening and standardized shortlisting, which reduces time spent on repetitive tasks and frees up recruiters for higher-value work.
  • Mobile: It has replaced desktop at the forefront of job search, so make sure your job application is mobile-friendly. Keep in mind that some who want to work in driver roles may not have access to a desktop computer in the first place.
  • Recruit where your ideal candidates are: For driving jobs, this is not LinkedIn, which is a great site but has never mastered blue-collar work. Look at niche job boards or…
  • Build a referral ecosystem: Tap your employee network by creating a short email for current employees to send to friends and contacts and encourage employees to share job postings on social channels. Ask for others with industry experience that could fill open roles.

Effective hiring in growth industries happens at the intersection of having the right processes and having the right technology tools at your disposal. That’s how to fill roles in the transportation, freight, and trucking world. What else have you seen?

The post How A.I. Improves Hiring In Transportation And Logistics appeared first on Ideal.

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Have you been curious as to what hiring managers need to consider in their day-to-day workflow?

Hiring managers are busy people

That’s usually what hurts the hiring manager-to-recruiter relationship: Hiring managers are busy people (as are recruiters), and oftentimes hiring managers don’t fully understand the full scope of recruiting beyond “I need a great person for my team ASAP!” Because both sides are busy and understanding of each side’s role can be confusing — recruiters don’t always understand the full scope of what every department does, either — the relationship can be messy, meetings can be rushed, and the wrong candidates can be put forth.

There are any number of ways to remedy this challenge, including using artificial intelligence in your recruiting, but one of the most basic ways is to have a checklist of what you, as a recruiter, need from the hiring manager. Here’s one template you can follow.

The Basic Questions
  • What is the job title?
  • Who will this person report to?
  • What is the department?
  • What are the expected daily tasks?
  • Have you ever had someone in this role before?
    • If yes: What were the pros/cons of them in the role?
    • If no: Move along.
  • What are the main responsibilities?
  • Are any credentials or advanced degrees needed?
  • Is it overtime-eligible?
  • What would be the time off availability for a new hire?
  • What about benefits?
  • What is the overall compensation?
The Second Tier

These questions allow you to understand the team better, which can help when having early conversations with candidates. It also gives you a little bit of color to use when writing job descriptions or posting about the job online:

  • How would you describe the culture of your team?
  • What is the current average tenure of your existing team?
  • Where could this job evolve to in 1, 3, and 5 years?
  • What is the best project your team has completed in the past year?
  • What was the most challenging project of the past year?
  • Give me three adjectives to describe your team.
  • How important is collaboration?
  • What tech stack tools are used on your team?
    • How proficient do you want candidates to be with these tools?
  • How would you see your team/department changing in the next year?
  • Does this role overlap with any other existing roles?
  • Does this team socialize outside of work together?
  • What are the big events or touchpoints of a year on this team (trade shows, campaign rollouts, etc.)?
    • When is the “busy season?”
  • Is it OK to “bring your whole self to work” or is this team more about getting the work done?
How Ideal helps hiring managers

We didn’t even get into recruiting tech stack considerations above, but hiring manager adoption rate on any technology you use to help with recruiting is really important. You don’t want recruiting tech to become “shelf-ware,” and you want hiring managers to feel as if — to know that — both the recruiters and the tech are pointed at best practices. The goal is to provide the hiring manager peace of mind that their team will get the best addition possible. Ideal has the tech to screen for the right people, and this checklist above is one way to help build the IRL relationship with the hiring manager.

One final note: Obviously there are a good deal of questions above, and the hiring manager is a busy person, as noted. You can send hiring managers the full list and bold questions that you absolutely need an answer to, but encourage them to answer more questions in order to give you the most context possible on the role. Some might answer all of them, and some will only answer the bold ones. But it still gives you a baseline of what exactly you’re looking for. Once you have that, the tech is your partner in the search.

The post A Hiring Manager’s Checklist: What Do You Need To Know? appeared first on Ideal.

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Ideal by Olivia Folick - 2w ago

Have demographic shifts made recruiting with A.I. increasingly relevant? It’s time for A.I. in recruitment.

How do the big dogs view HCM anyway?

Compliance has long been one of the main reasons that people with purchase-making ability inside companies (i.e. VPs, executives) buy human capital management software, or HCM. The value propositions by the HCM companies are often around “engagement” and “experience,” and while executives do broadly care about those concepts, compliance tends to be the most important feature in software that will mostly be used by the Human Resources department.

This has been the case for years, but we’re increasingly into the age of even more strategic value from HCM solutions.

Some of the big things all happening at once…

The Baby Boomer exodus: You’ll see different numbers on this, but broadly about 10,000 Baby Boomers are retiring daily right now. (More, and more recently, here.) This is hitting some industries harder than others (insurance, etc.) but almost regardless of vertical, that’s a tremendous amount of knowledge evaporation and sheer lack of bodies for the roles.

Declining labor force: Right now the market is hot and we can’t stop talking about that, but long-term the picture isn’t as rosy. There’s actually an aging population and a declining birthrate among native-born citizens in the United States. Admittedly this hits certain areas harder than others, such as Vermont, where Governor Phil Scott said this in his January 2019 budget address:

“This makes it incredibly difficult for businesses to recruit new employees and expand, harder for communities to grow and leaves fewer of us to cover the cost of state government.”

Put aside the politics and focus on the first part. “Incredibly difficult for businesses to recruit and expand.” This isn’t a small problem, either: 80% of American counties, with a total population of 149 million people, saw a decline in prime working-age adults between 2007 and 2017. At the same time, the U.S. fertility rate hit its second consecutive all-time low in early 2019.

Canada’s fertility rate is not much better, with the top-level headline right now typically “Fewer children and older moms.”

Add those two up and now you’ve got: A generation that helped define modern work is leaving, the remaining generations may not be getting their knowledge (The New York Times spilled the tea on Gen X recently and deemed them “a mess”) and the overall available employee pipeline is drying up faster than we realize.

This is A.I.’s moment

How many times in the last 15 years have you heard someone say that HR needs “a seat at the table?” It realistically is not going to happen under the current set-up. HR usually doesn’t have a profit and loss statement because it doesn’t directly generate revenue, and, as noted above, in many places it’s still viewed primarily as a compliance function.

But now we’re into some heady issues. The very ability of businesses to grow could be at stake.

This is a moment for HCM to step up and offer consolidated offerings around sourcing, screening, candidate rediscovery, onboarding, knowledge transfer, and more. This is a time to let A.I. do some of the driving so that recruiters can find their value-add even in a potentially stressful, high-volume hiring context.  

We’re into the period already where HCM software is being valued above simply compliance, and the broader economy will continue to reflect that.

The bridge to a more autonomous economy — and everything that means — could be a chaotic time for first-world businesses. Is HCM going to help them through it, or hinder their progress? If you invest in the right technology, aimed at saving time and money, you can be more effective even with all these demographic shifts we’re starting to see.

The good news

There are a lot — A LOT! — of smart people out in this space working on these problems. There are thousands of you building the future of work and preparing to tackle some of the above (and more!) head on. It’s a glorious time to be in the space in that regard.

A lot is about to change in our employment landscape, and A.I. has a huge opportunity there. We’re so glad to be a part of this curve right now, helping recruiters to be more efficient and businesses to prepare for their futures more strategically.

The post The Time For A.I. Is Now appeared first on Ideal.

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Have you been struggling to find the right hires for your business process outsourcing operation?

The rise of business process outsourcing (BPO)

For a quick definition: Business process outsourcing, or BPO, is when a company contracts a third-party (external) service provider to handle some of the business needs. Typically, this involves finance and accounting, legal processes, healthcare services, payroll and benefits, etc. Call centers are a notable form of BPO as well.

BPO is growing at a tremendous rate recently; by some measures, it’s at a 25.1% compounded annual growth rate. In some BPO hubs, like Cebu City in the Philippines, we’ve seen a 19% hiring growth in a single month. In India, another BPO hub, it’s the fastest-growing single segment of information technology overall.

The main reason for BPO growth is relatively logical: with the rise of digital and mobile, as well as globalized business models, there is a lot for companies to focus on these days. Work is very busy and moving potentially faster than ever. Many companies can’t handle all of their needs internally, so they outsource some functions, which ideally allows them to focus on core revenue functions. As a result, BPO is growing exponentially because more and more companies are willing to outsource aspects of the business they view as “non-essential” (and, honestly, outsource some they view as essential).

What does this mean for hiring in BPO?

Hiring will only be on the rise in the next 3-5 years, and possibly even longer than that. In fact, here’s a blog post from Interaction Europe (call center staffing) referencing that they made 65 new hires in the previous month; that’s two new hires per day. Now you’re getting into high-volume hiring territory, which is common in BPO hiring.

How do you hire for BPO more effectively at scale?

You would start with the baselines that matter to potential employees, as any hiring process should begin with:

  • Defining the job role and responsibilities
  • Competitive compensation research to be near the top of market
  • Determining where potential BPO hires are best reached
  • Make sure your employer brand is strong online (in terms of what people will find when searching for you)
  • Talk to current employees for referrals
  • Make sure you know how many hires you need to make, and in what time frame
  • Determine if you need any high-volume or bulk hiring events in certain seasons

Those are your baselines to make sure you understand what you’re working towards. Nail down the baselines and, at this point, you’re ready to bring in technology to make this all easier for you. Specifically:

Screening: Humans are great at analyzing reactions and emotions in a conversation, but they absolutely cannot do resume screening at scale in the way that an artificial intelligence program can. If you’re growing and filling roles quickly, AI-powered HR screening tools are your best path. Think of the sheer math: Even if a human recruiter only spends six seconds per resume (an often cited stat), 200 resumes would still take 1,200 seconds, or 20 minutes. 200 resumes can be done by AI in less than 1 minute. Use technology where technology is the better option. In screening, that’s almost always true.

Candidate communication: This is the essential component of overall candidate experience. Humans right now have varied feelings on chatbots, up to and including the VP of Talent Management at Diply. But chatbots can be used in clever ways to communicate more effectively with BPO candidates, especially in terms of FAQ-style questions that can be easily addressed by a bot, freeing up humans to spend more time on interviews and gathering role context.

Brief note on integrations: There are so many different software suites that recruiters use now, this note is important. Whatever you do in terms of maximizing your BPO hiring, make sure any technology partner integrates with the other systems you use. If systems don’t talk to each other, nothing really gets done.

Rediscovery: If you’ve launched BPO hiring campaigns before, you’ve had candidates who “just missed” the cut. Well, since 2016 we’ve been saying that “the next big thing” in recruiting is candidate rediscovery, where artificial intelligence goes into your “dumb tech” ATS and finds previous candidates who match to current open roles. Reach out to them and see if they’re interested. We talk about “the war for talent” a lot, but in reality, no one wants to go fight a war. You can opt out of the “war” by being smarter about finding people, and that includes finding people already in your system.

Hiring most effectively for BPO

Know what you need, know your processes, and know how tech can help. This will allow you to grow your BPO business to unprecedented heights. And that’s a good thing, because there’s always another company looking for your help as they grow.

The post How A.I. Improves Hiring In Business Process Outsourcing appeared first on Ideal.

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Have you been wondering if your recruiting horror stories are things that only happen in your company? Trust us, they aren’t.

There are any number of recruiting horror stories in the world. The whole reason that “candidate experience” has become such a big concept in the last 3-5 years is that, well, oftentimes candidates were receiving either no experience or a very negative one, and that was harming companies. They were losing access to top talent and harming their brand and bottom-line. Now more people are discussing how to treat candidates, and that’s a welcome change.

We decided to comb LinkedIn and the Internet (and some of our friends and family) for recruiting horror stories, then show you how they can be fixed with better processes and products.

Failing in Phoenix

We heard about this one on a LinkedIn thread. An Operations Director in Phoenix was applying for a job. You know the drill: She read the job description, researched the company online and on LinkedIn, and thought she would be a perfect fit. We have all encountered those jobs. So, she put a ton of effort into the application, applied, and … crickets. There wasn’t even an email indicating they had received the application. Nothing. Nada. So, she tried the careers site and the generic email addresses provided a few times to try and get context. Nothing. Nada. Zip. Zilch. This went on for two weeks, then three. She assumed she hadn’t gotten the job, but wanted to check to be sure — so she reached out directly to a recruiter on LinkedIn to see if she could learn anything. Nada there as well. A month had passed with no communication, and she was incredibly frustrated with the brand. And then, A-HA! A two-line, generic rejection email came across at the 33-day mark. She read it quickly, somewhat in shock that this was the first thing she had heard from this company, and deleted it, never to contemplate that brand again — even for purchase.

The Solution Here: What is described above is terrible candidate experience. It’s very poor communication and context, which are the ideas at the heart of candidate experience. To improve communication without killing your recruiting staff in terms of time spent responding to candidate inquiries, use a chatbot for FAQ and other communications. Create additional efficiencies with automation.

Blown Away in Boston

This was from one of our friends.

He was unemployed for 2-3 months, and had a newborn daughter at home. He needed some source of revenue, and quickly. His wife was starting to get concerned, as were both sets of parents. There was a lot of pressure. He was throwing his resume everywhere he could on the Internet. He was definitely in a lot of databases.

He wanted to work in communications, or even email marketing. He didn’t necessarily care about for-profit vs. non-profit, and was even flexible on location.

What kept happening? He’d get alerts from recruiters (and even job boards) about nursing jobs, trucking jobs, and even a baggage handler job at Logan Airport in Boston. He had no background in any of these things and they certainly weren’t helping him get a job and solve some of these pressurized life issues. And let’s be honest: a company who needs A-Player nurses (a truly important job) isn’t doing too well if it’s targeting communications professionals.

The Solution: For the companies involved here, resume screening at scale using AI. Smarter, more efficient decision-making. Better targeting and better candidates. For our new dad in Boston? Keep trying, and hope that one of his target companies is approaching screening in a smarter way. Hang in there. Tech might save you. (Soon.)

Wailing in Winnipeg

Drea applied for a job at her dream agency. She had a few interviews (4, to be exact) and ultimately didn’t get it. She monitored the place on social media, though, and 3-4 months later, she saw a similar job role posted. They had told her “We’ll keep your resume on file!” Well, that was clearly a lie! Here was a similar job and she had been an active candidate less than a half-year before and now, nothing. What was the deal? When she reached out to her contact in the previous job search, he gave her a generic response akin to “Well, we’re opening the search and being strategic!” Nothing about the process from a few months ago. Drea was sad.

The Solution: The organization should be using candidate rediscovery to mine “old gold” in the Applicant Tracking System. They should also be sending nicer emails to previously-successful candidates. (Tech can’t solve that one, though. That’s humanity.) And if the recruiter doesn’t want to deal with Drea, again, he can be optimizing that work over to chatbots who are equipped to handle FAQs on open searches.

What recruiting horror stories do you have from your own life? And do you think tech could solve them?

The post Recruiting Horror Stories And How To Fix Them With A.I. appeared first on Ideal.

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Is recruiting in banking something that you’ve thought about at at your organization?

Like almost every industry these days, banking is changing a great deal and becoming more technologically-focused. The disruptive arm of the financial services industry is called — logically — “fintech,” and it’s already making a pretty big dent. Millennials and Gen Z, broadly-speaking, are either quick to change banks or abandoning banks altogether, which will consistently adjust the broader industry in the next 10-15 years.

As the industry evolves, though, what about recruiting within the industry? What do you need to know there?

Some broader ideas about recruiting for the banking industry

The good thing for recruiters focusing on banking is that finding people — the sourcing part of the equation — is usually easier than in other industries. Most banking roles are truly white-collar, and thus potential candidates are easy to locate on LinkedIn or, honestly, on the website of their current branch, often with contact information sitting right there. The locating part isn’t as hard as in other industries.

Where it becomes harder is convincing them to switch from their bank/branch to you. Obviously this conversation is driven largely by salary, but having other readily-available perks including flexible work, unlimited PTO, bonus potential, dogs at the bank (yay!) and more can be helpful.

One of the other challenging aspects of recruiting for banking is that the industry is heavily-regulated, which means you need some way to identify ethical soft skills. Regardless of your exact position in a banking company, you’ll be connected to the idea of dealing with people’s hard-earned money. As a recruiter, you need to figure out if this potential candidate has a degree of honesty, integrity, trustworthiness, and — especially if the role is consumer-facing — knows how to build relationships through trust. Predominantly these ideas come out through conversation and recommenders. There are soft skill assessments you can try as well.

In the United States, banking turnover is around a 10-year high, and banking is also struggling — like a lot of financial services — with the impending Baby Boomer retirement issue. Banking is a space where turnover really can impact you, because again, people’s hard-earned money means they want a degree of trust and the same faces where they bank. When they can move away from technology, i.e. bigger financial advice or loans, they want familiarity with the people who are giving them the advice. Turnover cuts directly into that. The costs of hiring and retention are often massive, especially in more-regulated industries where you need to scan for different elements of a candidate.

The added challenge for recruiters, then, is trying to find people who might stay 5-10 years in this role. Problem is: as millennials increasingly become the staff of banks and branches, turnover isn’t getting any better.

With these challenges, how can technology help?

We actually analyzed the hiring process at 35 North American banks recently, and found most banks are falling behind on “ease of application.” Ease of application, a qualitative factor, refers to the length of application, repetition and additional requirements. It was so bad that five of the banks had a resume parsing element – but asked for the resume upload after the rest of the application. So, after the candidate copied and pasted each line of their resume into the boxes, the system asked them to upload their entire resume. This is quite frustrating for the candidate and drastically extends the length of the application. Applications with this workflow experience a very high percentage of drop-offs.

The first way technology can help, then: it can simplify the process of applying. Ask for what you need and get the application started that way. Do not over-complicate it, even though it’s a regulated industry. To commence the process, you need X-amount of information. Get the rest further down the hiring funnel.

Banking time to hire in our research was about 24.7 days on average, which is too long. Top-tier candidates are often off the market in 10 days. 30% of the applications we saw sat open for over 100 days.

Other helpful tech applications:

The 35,000-foot view

Recruiting for banking is not easy. There’s a lot of turnover, and there’s a lot of regulation. It can be done, though, with a combination of understanding needs and improved technology. What you’re looking to achieve is a simplified but compliant process aimed at getting the best talent possible.

What other questions do you have about recruiting for banking roles?

The post Have You Mastered Recruiting In Banking? appeared first on Ideal.

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Have you been wondering about what the quantitative difference between quality of hire and time to hire is?

Recruitment involves dozens of metrics. It’s easy to fixate on each one without improving the hiring process. But there are two metrics that employers tend to value: quality of hire and time to hire.

We’ll explore the benefits and drawbacks of these metrics. We’ll also provide best practices for striking the ideal balance between the two.

Quality of Hire

Quality can be a difficult aspect to measure. After all, it’s a subjective metric. But quality comes in many forms: ROI, productivity, and manager satisfaction. Quality of hire refers to both the candidate’s quality before and after the hire.

Benefits of Using Quality of Hire

Managers care less about a filled role and more about the chosen applicant. Major companies aren’t shy about creating recruitment processes that take months. Quality is what measures the success of the recruitment process and the recruiter.

How can the applicant elevate the brand? What can they contribute to the business? How will they be an asset to the bottom line as well as the company culture? These are the most vital questions to a business owner and manager.

Challenges of Using Quality of Hire

Companies should not be afraid to hire those that lack one or two qualifications, as long as they show drive. You can always teach someone a skill, but it’s difficult to change one’s personality.

Here are some best practices:

  • Write better job postings. Recruiters have limited control over the process. But they do control the job posting. Make sure it’s not only descriptive but concise. Research from Linkedin found that shorter job posts (1-300 words) get 8.4% more job applicants than average. Medium job posts (301-600 words), on the other hand, perform 3.4% below average. And long job posts (601+ words) only get 1% more applicants than average.
  • Define “quality” as it relates to the position. Quality can mean so many things. Ask your team how they define a high-quality applicant. You may find it differs from how other departments or companies would define the term.
  • Create a screening system. Resumes reveal a great deal of a person’s work experience, education, and skills. But sometimes recruiters skim through them and miss important details, leading to bad hiring decisions. And according to Jörgen Sundberg, CEO of Link Humans, the cost of a bad hire can be as much as $240,000. Using a proven screening system can not only help avoid these costly mistakes, but it can also speed up the hiring process.
  • Plan more productive interviews. Resumes only show part of the picture. Want to get to know someone? Interview them. Check out the post on preparing a great interview.
  • Conduct a background check. An HR.com survey found that 86% of employers conduct a background check after an interview. A background check helps you gain a clearer picture of an applicant and find out whether they are a good fit.
Time to Hire

For companies that focus on speed and having a full team over skill, time to hire will be the most important metric. As the name implies, time to hire measures the time between initial job listing and the hire day. That includes applications, interviews, and background checks.

Benefits of Using Time to Hire

Time is money. Fewer resources spent on recruitment means more towards reinvesting in the business. There will always be a better candidate, but a recruiter needs to know when to make a final decision.

Unlike quality, time is easy to measure. Whether it’s in hours or days, everyone on the recruitment team can agree on a standard measure of time. Time becomes a more convenient and straightforward way to measure success.

Drawbacks to Using Time to Hire

Recruiters can’t rush the process. If you want a high-quality applicant, you need to put in the time and work. For high-level positions, longer recruitment processes yield better results.

A short time to hire for a role may not lead to ideal results. The applicant may be unfit for the position or have a change of heart later on. What seems like a quick hire can suddenly turn into a prolonged process.

Here are the best practices:

  • Use AI where applicable. The recruiter doesn’t need to handle everything. AI can help speed up the process by saving HR departments up to 23 hours per hire. Using AI in the recruiting process can also help reduce cost per screen by 75%, and turnover by 35%.
  • Use SMS messages. Emails are the standard for recruiting. But most people only open 1 in 4 emails they receive. In comparison, 82% of text messages are read within 5 minutes, which makes them ideal for nurturing job candidates and filling positions quickly.
  • Hire from within the company. Hiring outside the company can be a time-consuming process. Find leaders from within the company that not only qualify, but deserve a promotion. Subordinates will also see it as an opportunity to move up the ladder.
  • Streamline the application process. Applications should ask for basic profile info, a resume, and a cover letter. Reserve all other questions for the interview. Recruiters and applicants will thank you for helping saving time.
  • Search through past applications. Businesses sometimes hold on to applications for up to a year, or even longer. Sometimes their first choice falls through. Other times there’s a need for an emergency hire. Instead of wasting time and starting over, choose from a list of qualified candidates.
Final Thoughts

Recruiters and employers hold continuous debates over finding the right balance between quality of hire and time to hire. On one hand, quality of hire is more important for finding the right candidate. But saving time is also useful, which is why it’s important to focus on achieving a careful balance that works best for your company. Using A.I. to help with this process has the potential to revolutionize your talent acquisition process.

Ask your team what they need from the applicant. Schedule a rough timeline from posting the job to the on boarding day. Ask managers to interview the applicants as well. Understand how the role benefits the team. Then you can learn how to better balance time and the overall quality of the hiring process.

Anastasia Sviridenko is a content marketer at TextMagic, a bulk SMS software provider. She is responsible for crafting and promoting quality content.

The post Guest Blog – Quality Of Hire vs. Time To Hire appeared first on Ideal.

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Is there a best practice when using AI in hiring for telecommunications roles?

Our director of business development, Diego, actually has a Bachelors in Telecommunications Engineering. We’ve been working with companies in the space for years. Hiring can be tricky in telcom because there are dozens of potential roles, from strategic in-HQ operatives all the way to field service reps. How do you make sure you’re maximizing your hiring process?

First: know the trends

Customer experience is a huge trend in telecommunications for 2019 and beyond. Consumers have more choice, but also more devices — and those devices are increasingly connected. They want to go with a provider who gets that and who meets their needs when those needs arise. Blame Amazon if you want, but we increasingly all live in an “on-demand economy,” and telecommunications is not an exception to that. With the rise of 5G tech too, we’re getting closer to a reality of Internet of Things fully at scale, as well as virtual reality and other tech. Consider this too: 37% of respondents in a 2018 Deloitte survey on telecom now have unlimited data plans. Merely a year before, that was 25%. There’s an insatiable appetite for mobile data, and that’s going to drive new revenue streams in the industry.

Second: know the roles

As you look at your business and where it’s headed, know the roles you need. Deloitte has actually predicted 370,000 new telecommunications jobs may come open in the next five years, including:  

  • Telecom engineers
  • Installers
  • Repairers
  • Customer service/experience
  • Project managers
  • Data analysts
  • Data scientists
  • Telecommunications specialists

Job role is crucially important to a well-functioning organization, so get that right. Know what you need and know what fair market compensation in your area for said role is. Once you know the roles, it’s time for the fun stuff: hiring!

Third: hiring in telecom

First up: yes, we sell recruiting software, so we’re obviously going to tell you to use recruiting software. But in reality, you absolutely positively need to use recruiting software. Tech is a force multiplier. It allows you to scale what you’re trying to do.

Some ideas:

  • Use AI for screening to make finding and winnowing candidates easier. With AI software, you can screen every single candidate. You can also grade candidates in real-time, which is also not normative. That grading process happens within your existing ATS.
  • Use chatbots to communicate more effectively with candidates, because lack of effective communication is usually how the best people drop from your hiring process.
  • Use candidate rediscovery to find the “old gold” of your ATS: qualified candidates from previous open roles who didn’t quite make the cut then, but could be a great fit now. That saves you time and money.
Telecom’s future is bright

5G is going to be huge. It could be industry-redefining, and revenue may well flow freely. If there is a recession in the next 24-36 months, analysts have predicted top young talent may exit from conventional “tech unicorns,” who often lack a stable path to profit, and into industries with more conventional recurring revenue. Hello, telecommunications!

If you’re about to get an influx of A-Players wanting to work with you, make sure your hiring processes are operational. Hiring at scale works best with a combination of recruiting software, artificial intelligence, and machine learning.

The post How A.I. Changes Hiring For Telecommunications appeared first on Ideal.

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Have you been wondering how to solve your challenges with quality of hire in your high volume hiring landscape? Unemployment is at a low, and it’s time to take action to ensure you hire the right people.

The landscape around high-volume hiring

Look at the lines representative of “unemployment” and “jobs added” in America from 2008 to 2017:

2009 wasn’t a great time for companies, as they were immediately post-recession and laying people off like crazy, hence the 9.9% unemployment rate. Only about 129,000 jobs were added on average per month. You could argue that’s a good time for recruiters, though: while their companies might be in a hiring freeze, there’s still a huge amount of available talent on the market — at least 1 in 10 people, and more not represented in these stats (i.e. people who had dropped of the workforce previously and aren’t classified as unemployed, or people looking to depart a place where everything is in a financial panic).

The picture now is even more pronounced than the end of this graph. The unemployment rate was about 3.8% in February 2019, although hiring did slow to only about 20,000 new jobs added.

Still, though: wherever you look or read, it’s clearly a tight job market. So what happens if you need to hire significantly more than one person? How do you hire for high-volume in a tight market?

The three crucial initial steps

To successfully hire in high-volume while in a tight market, you need to focus on three key concepts first:

  • Setting the overall strategy
  • Putting resources towards the strategy
  • Understanding how to make it seem less daunting

Let’s take these one-by-one.

Setting the overall strategy

This involves asking different questions, notably:

  • What season will you be needing the high volume of hires?
  • What happened the last time you tried to hire high-volume?
  • What were the successes?
  • What were the failures?
  • How far out from the necessary date did you begin?
  • Who was competing with you for hires then?
  • Is there anyone new or out of that market now?
  • What tech partners did you use?
  • What processes did you use?
  • What events did you host?
  • How close to or above your goal did you land?
  • What’s been the retention rate of those hires?

Essentially, setting the overall strategy begins with a post-mortem based off these questions. You should be looking at the pros/cons of the last time you did this, the competition then, and your tech and processes then.

Now you want to:

  • Eliminate what didn’t work
  • Embrace what did work
  • Make sure the competitive landscape seems similar
  • Audit your tech
  • Audit your processes

Now you’re getting closer to sitting down and looking at strategy. If you need high-volume during a holiday season, you should be doing all this now, so that you’re ready to start actually hiring people in late summer/early fall.

The first major piece of strategy will be a set of numbers: How many people do you need, and by what date do they need to be onboarded?

Now look at your internal capacity

Start with this: last year, with X-amount of recruiters, we did Y-amount of high-volume hires. Now look at what you need this year and how many recruiters you have. Bring in your team and ask how overwhelmed they felt last year. If those answers are largely yes, then you need to bring in new recruiters, either part-time or 1099. Or … you could get smarter about the tech partnership side.

Make it less daunting

Sometimes we confuse “busy” with “productive” or “execution” with “strategy.” At this present stage of its evolution, HR technology and recruiting technology is best suited to resolve issues around high-volume routine tasks.

A machine should not replace speaking to a candidate or getting context on their career and ups/downs, for example. (Not yet, at least.) But can a tech program help with screening and sourcing? Absolutely it can. For example, resume screening using artificial intelligence is very much a logical strategic decision. It can reduce recruiter time on resumes, which can free up your existing recruiters — or mean you don’t have to hire any contingent recruiters for high-volume season.

The plan, again
  • Post-mortem what you know
  • Decide on what you need and by when
  • Decide how tech and possibly an amount of new recruiters can help you therein
  • Get going

Next up: how to manage high-volume events and interviews as well!

The post Are You Curious About High-Volume Hiring? appeared first on Ideal.

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Ideal by John Dawson - 2M ago

Is this the best job market ever? And what does that mean for hiring?

This question has been circling around North America for a bit now. The Wall Street Journal just referred to this period as “the hottest job market in a half-century,” which was primarily a reference to the U.S. job market. The U.S. job market has added jobs for 100 consecutive months, and is broadly seen as “hot,” although there’s some nuance to that which we’ll discuss in a second.

The Canadian job market is also seen as surging, largely based on a massive uptick in private-sector hiring, although again, there’s some nuance to all the good news. Let us begin there.

The nuance of the U.S. job market

While there is clearly growth, the results of that growth go the top levels and not the labor levels. In other words, if you own a company or founded one, chances are you are getting increasingly rich. If you simply work for one, the chances are substantially less. In general, workers’ salaries/wages are being held down, a process sometimes referred to as “economic stagnation.” Then there’s the issue of housing (and more generally, the rising price of goods and services): there are amazing, well-paying jobs in a tech hub like San Francisco, for example, but median 1BR rent in San Francisco is now $3,700/month. That essentially means $48,000 of your salary would go just towards rent. See where the problem point is? Companies want to keep salaries down, but housing continues to be expensive. So the job market is hot, but it doesn’t benefit everyone.

Very similar to U.S. in many ways. Unaffordable housing hurts the Canadian job market, and much like the U.S., placing in rural areas is a challenge as well. Canadians and U.S. residents both have a pessimistic view of the job market, housing costs, and their personal financial situation, despite overall positive numbers at a macro-level. A rising tide may not be lifting all boats.

What does this mean for hiring?

It means a lot. The conventional idea of a “hot labor market” means that candidates have more power and employers have less power. That’s not entirely true, especially for the unemployed (who need a job faster) or the less-educated (who employers tend not to respect as much). But yes, at a baseline, it’s a more candidate-friendly time when job markets are hot.

That means your hiring process needs to stand out. We often call this “candidate experience.” Remember to:

  • Communicate well with candidates
  • Let them know where they stand
  • Articulate the different value propositions of working with you
  • Don’t make them jump through lots of extra hoops (unnecessary interviews, etc.)

Your employer brand needs to stand out in a hot labor market. There’s no other way to say that.

Consider this recent headline from ERE: Why can you continuously track an Amazon package, but not your application? Candidates do legitimately wonder that. They know exactly where their dog food is, but not where they stand with a potential employer. We have tons of recruiting technology these days. Why can’t we get this right?

As a company, it’s best to start small. If one of your main issues is time — i.e. your recruiters and HR department doesn’t have it — then start by using chatbots for candidate communication, or use a smarter automation processes overall. Let tech be a friend, not a foe.

What about salary?

This is a tricky issue. Obviously, many companies want to keep costs down, as this helps growth reflect better. Paying people a lot in each needed role does not help keep costs down. And, to be blunt, not everyone can (or should) be a VP or founder. Not everyone can make the top salaries. But you need to pay people fairly and give them opportunities for growth, especially in a tight job market. If unemployment, especially tech unemployment, is low … that means losing someone creates a hard search to find their replacement — and money will come up again.

Think of it like this: you lose a software engineer in Toronto. The tech unemployment rate there is low. To find a new engineer, you need to approach people who likely already have jobs. Almost no one leaves a job for less/the same amount of money, so they expect at least a slight raise (and perhaps a large one). Every time there’s turnover in a tight job market, then, the replacement is likely to cost even more than the person you lost. You can reduce turnover by offering fair market compensation in the first place.

Technology can help with this. Ideal doesn’t do this per se, but AI in general can crunch massive amounts of data. If you work with a job board partner, ask them for local market data on salary by role. Look on LinkedIn, where it can also be found. Understand what your market and your broader competitors are paying, and try to be fair within that.

Hiring better is the key to tight job markets

Why? Because you need the best people, and ideally the best “fits,” who won’t turn over and leave you scrambling in a candidate-friendly ecosystem. You get better hiring by leveraging your culture and uniqueness with your tech stack options. That’s what 2019 hiring is all about.

The post The Landscape: Today’s Job Market appeared first on Ideal.

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