Human Resources Today

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hiring manager

Talent and HR News Weekly Update: Tips for Making the Right Hiring Decisions

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Talent and HR News Weekly Update: Tips for Making the Right Hiring Decisions

Probably one of the hardest business decisions is a hiring decision. There are so many variables to consider, and it's an expensive commitment. Some people rely on their gut, some pepople rely on more quantitative criteria. Whatever your method, here are some tips for making the right hiring decisions.

1) Old School Tools And Techniques Can't Win Today's Talent War from Forbes

"Think about the talent contests that are so popular on TV these days. They’re entertaining, but they bear no resemblance to the way the world really works. In those shows, individuals vie for the privilege of winning over an elite panel of experts. In the real world, organizations are vying for talent that’s all too scarce and growing scarcer. Why? Demographics are shifting; automation is eliminating most rote tasks, allowing people to do more of what they’re best at; and organizations are looking to expand globally while maintaining the same high standards they established at home."

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Recruiting in the Relationship Economy

This post originally appeared on Talemetry's Blog Talemetry Today. Advertise job, receive resume, email candidate, process offer — our recruiting processes have become more transactional than ever. That’s not a bad thing! We have more tools than ever to source, track and manage candidate, and that technology has made life as a recruiter more productive and efficient.

But as technology has sped up the process, candidates are clamoring for attention. They want more interaction and engagement. They want to connect with the people behind the company. And companies are answering.

The best companies are paying close attention to how they can improve the candidate experience, by emphasizing relationships rather than transactions. There’s even an award devoted to recognizing those who deliver candidate experience exceptionally well: the CandEs.

It’s a new relationship economy. Are your recruiters ready?

In this new relationship economy, we’re relying on networking more than ever. We’ve evolved from tracking resumes to proactively sourcing candidates and researching how they behave and participate in networks.

We’re building talent communities that require actual engagement with candidates. We’re conducting video interviews and hosting live career chats, and that requires more interaction from brand ambassadors, hiring managers and recruiters.

eHarmony is even getting into the game, using their match technology in a job board: “Technology company seeks engineers for long walks on the beach.” Imagine what that email exchange might look like.

This is changing the role the recruiter plays. The opportunity to hide behind process is gone. No longer can recruiters simply follow a phone screen script or negotiate an offer by playing middleman with the hiring manager. It’s all about deep engagement.

Specifically, we’re talking about three key engagement levers: information, access and personalization.

A careers site or booth at a careers fair was once all you needed. Now candidates want more. They want more information about the job, the company’s vision, the products, the compensation, and their potential office space. They want every piece of information they can get to make a decision. And who can blame them? We’ve been groomed in business to believe that data drives good decisions.

Developments in technology means candidates can find out more easily who does what in your company, the careers they’ve had and the work they do. They want access to their future boss, team members and executives. They want to be able to talk to them directly, ask questions and understand their day-to-day work, politics and potential.

With information and access comes a feeling of me, me, me. Candidates only make a limited number of job changes in a lifetime. So their job search is a deeply personal, high-priority item and they’re demanding attention. And that attention comes in the way of personalization—make the job seeker feel like you’re catering to their individual needs and wants. Make them feel special.

All of this means recruiters need a new set of skills and behaviors to keep up.

First, they have to be the company librarian—they have to really know what’s happening. They have to be on top of company trends and innovations. They have to be the press secretary — speaking on behalf of their leaders and the company in a way they never have before.

Recruiters also have to be the best networkers in your company—internally. They have to be the connected beyond the coffee machine to all levels of professionals in the company at all locations. If a candidate has a specific question or wants to connect with a specific person in a remote function, the recruiter can’t be making an internal cold call. He has to already have the relationship–and the permission—to make the connection.

Finally, recruiters have to get better at unearthing detail about candidates beyond sourcing and profile review. They have to be able to pick up cues on a candidate’s interests, hobbies, or personal details from conversations and regularly use them to customize the experience. From onboarding and welcome gifts to recognizing special days and family needs, these individual touches matter to candidates. Imagine receiving a personalized offer package catered just to you, your family and your interests.

The technology is there to support this shift. Like marketers, recruiters can take advantage of data mining software to comb customer profiles, networks and reviews for social cues and ways to cater to individual needs. Applying this level of personal research to candidate data and employer brand will mean recruiters become anthropologists and psychologists—well beyond the skills they have now.

So what type of development are you providing?

The same conferences, sourcing seminars or process training? Or are you looking at the future and the skills your recruiters need now and 10 years from now.

exaqueo is a human resources consultancy that helps startups and high-growth companies build their cultures, employer brands and talent strategies. Contact us to learn more about how we can help you build a workforce that’s aligned with your company culture and develop an employer brand that will allow your business to grow in the right way.

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Introducing "Social Evidence"

When Jamey Jeff and Scott Rothrock first reached out to get my feedback on their start-up, RemarkableHire, I was intrigued. After all, as a recruiter, talent acquisition leader and now consultant, I've lived and managed the same woes that drove Jamey and Scott to found the company--measuring talent by a traditional resume doesn't work. Coining the term "social evidence," Jamey and Scott have created a tool to help recruiters and hiring managers find and evaluate talent through the “collective voice of the crowd,” providing a proof point behind candidates’ knowledge and expertise. The tool crawls sites like GitHub and Quora for actual evidence of skills and expertise allowing recruiters and hiring managers to pinpoint target candidates quickly.

I've just joined the team as a member of their Board of Advisors and I'd love to introduce you to the RemarkableHire team, or share a demo with you. Just let me know!

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Tips For Job Seekers: What Recruiters Don't Want You To Know

As a talent strategy consultant and career coach, I tell clients all the time: "I get the other side of the equation."  Companies like that I am coaching job seekers, and job seekers like that I consult with talent acquisition teams at companies. Having a foot in both worlds means I don't forget what it's like on both sides of the aisle. It's like recruiting bipartisanship. But every once in awhile, I take sides. And job seekers, this is for you.There are a million nuances to being a recruiter--like many jobs, to an outsider it may seem straightforward. But there are multiple stakeholders, laws and budgets vying for attention that make it really difficult sometimes. And the more you know and understand, the more effective you'lll be. Recruiters may not want you to know their secrets but here are five tips to help you get both feet in the door and the attention of a recruiter.  You'll thank me now. They'll thank me later. 1) An important part of the job is inside sales

Like any job, recruiters are measured, evaluated and lauded (or not) based on how well they perform. But it's often with strange (to you) metrics like time to fill, or percentage of job postings (called requisitions) that have closed. More rarely are they measured on quality of hire (i.e., how well you're performing a year after you're hired.) This means recruiters are biased towards selling candidates to the hiring manager. Hard. They want that job to close fast. So make it easy on them to sell you.

Bottom line: Don't assume they'll figure out your skills are transferable. Apply for jobs where you're clearly a fit and supplement any networking, cover letters, and phone screens with clear examples they can turn around and use. One time a candidate had a unique technical skill so he called to explain it and tell me why it mattered in our business. I loved that.

2) Weird behavior makes recruiters nervous

Being on the phone all day can make a recruiter crazy. That means in between interviews, sourcing calls and offer deliveries, they're sharing tales of insanity--odd calls, strange answers to interview questions, and tales of incredulity (such as: "Why did this guy apply to three different jobs? Does he not know I can see all of them?")  There's nothing wrong with getting a recruiter's attention, but if you cross a line, they're just going to ignore you. It's JUST like dating. Say "I love you" too soon, call too many times in a row, or try too hard and you're out.

Bottom line: Make an effort to get noticed but don't border on pathetic. Follow-up and check on your candidacy but don't call every day or start sending LinkedIn invitations to the entire team. If it feels strange don't do it. Making the recruiter nervous is a reason for them to focus on someone else. I once had a candidate email me every day. Stalker--you're out.

3) Sometimes it's a crapshoot

A recruiter typically has a collection of requisitions she is responsible for. In most companies, it's usually an unmanageable number (at least to the recruiter). So in the morning, she may come in and open her ATS (applicant tracking system) and start looking at what resumes came in for what position (requisition) overnight. She's human, so while scanning resumes, she might be distracted by her boss popping by, a tweet or a phone call. That means some resumes get the six-second glance, some get 30. There's no guarantee of fairness--it's absolutely impossible.  And if she already has enough candidates interviewing, she might barely glance, if at all, at new resumes.

Bottom line: Sometimes it's a crapshoot. You might feel like you're a perfect fit for the job, but the timing of when you apply or simply how busy the recruiter is that day could determine your fate. That's where networking comes in. Never apply for a job cold. Make a connection in the organization first that can check up on your candidacy with the recruiter. Depending on where she is in the process you might not get a fair shake, but at least you'll be in the know. As a recruiter, I could ignore resumes in my ATS queue but I couldn't ignore a colleague at my door asking about a referral.

4) They influence but rarely, if ever, decide...

A hiring decision usually comes from the hiring manager. It may even have to be approved by his boss. But the recruiter doesn't decide. She will contribute to the discussion and provide opinions on interactions with candidates. She'll provide context like salary ranges, or market analyses, But she won't decide.

Bottom line: Don't rely on the recruiter throughout the entire process. Figure out who else is important in the decision-making process and build relationships. Send follow-up emails that show you did your research and take them up on the offer to ask additional questions. Just don't go overboard. Weird behavior makes hiring managers nervous too. (See #2).

5) ...but they have a tremendous amount of insider information.

Recruiters know what the hiring managers are like, what matters most to them and what interview strategies succeed. So don't ignore them. It's really important to have the recruiter on your side. You want to make their job easier and set them up for success. In turn, the recruiter can share that valuable insider information if you just ask: "As I prepare for the interview later this week, any suggestions you have on what matters to the hiring manager are greatly appreciated--I really value your advice." The worst they can say is no.

Bottom line: A strong relationship with the recruiter is part of the equation. Recognize that she's busy and may have a million priorities (while the job you want is your only one right now). Respect her time and help her help you. In return, she may be able to help you prepare, understand and strengthen your candidacy over others who don't even bother to ask or care. As a recruiter I often felt under-appreciated. Thanks from a candidate and recognition that I played an important role in the process went a long way.

 

 

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