When you are in Talent Acquisition, there are few certainties in your world. Job descriptions will change at the 11th hour, and budgets will be slashed, and candidates will change their minds with the frequency of strobe light. But one thing has remained the same through all the hiring (r)evolutions in the last decade or so – the resume.
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There's a whole lot of content out there for recruiters. Some good, some not so good. If you're looking for some of the best reads for recruiters, we've sifted through recent content that's out there and highlighted some of our favorites below. And please share anything you have come across in recent months in the comments below. 1) Recruiting: Darwinism or Creationism? from Recruiting Blogs
"Baby I Was Born This Way: Uh, no you weren’t. You were in a really good job that required either A. Good sales and client development skills B. Good research and/or organizational skills, or C. a love for making money. Nobody grows up wanting to be a recruiter. We happen to luck into to it, and for some of us (the lucky ones?) it becomes the found career path."
Ask your average corporate recruiter, and they’ll scoff at startups having trouble hiring great talent. But what they don’t realize is the numerous obstacles that face growing companies when it comes to hiring the best people. Startups are burdened by a lack of time to devote to the hiring process. And in many cities, they often have trouble finding highly skilled technical talent willing to take a risk and join a startup – even one with incredible potential.
Plus, it’s really hard to compete against big, local brands offering higher pay, fewer hours, and better benefits. And technical talent often prefer the flexibility of freelance roles where they can manage time, costs, and the type of projects they work on.
Startups often turn to headhunters in desperation. But there’s one problem: headhunters cost an arm and a leg. Specifically 15-30 percent+ of the new hire’s salary. For a developer, that can run more than $10,000 or more based on the level and the city. Plus they aren’t always looking out for the startup’s best interests. They want to make the placement and get the cash. They’re not incented to care about long-term fit or performance.
Instead of passing the buck and sucking up the contingency fees, there are cheaper and easier ways to find the talent you need:
1. Hire an Internal Recruiter or Two
If you’re going to hire at least two people in the next 12 months, it’s a worthwhile investment based on what you’ll spend for a headhunter. It takes the burden of managing the process off of the leadership team, and the recruiters can also begin to help you manage the team and growth.
2. Use Sourcing Tools and Searches
Forget expensive job boards. Use your current developers to use unique search strings and do some advanced online searching for candidates you wouldn’t find otherwise. For example, one of Facebook’s best engineers came from a small, no-name web shop in Maine who wouldn’t have been found locally.
Or, make a small investment in a tool like RemarkableHire that combs niche tech sites like StackOverflow and Dribbble to find actual evidence of performance and tech knowledge rather than the self-professed Hadoop expert you find on LinkedIn.
3. Get the Whole Team Involved
This isn’t an employee referral contest. Require team members to participate in the search for every new hire and offer up three candidates for each open position...Read More Over on TechCocktail.
This post originally appeared on TechCocktail written by Susan LaMotte, the founder of exaqueo. A human resources consultancy, exaqueo 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.
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.
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.