Tag Archives: Recruiting

Underutilized Recruitment Marketing Tactics

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A recent SmashFly publication, the SmashFly Recruitment Marketing Report Card for the 2016 Fortune 500, came across my desk a couple of weeks ago. And if you’re involved at all in recruiting talent, you’ll find it interesting.

It’s easy to assume that the Fortune 500 are among the most effective recruitment marketers out there. But if you made that assumption, you’d be wrong! This report card is pretty interesting. SmashFly, the recruitment marketing automation software company, has pulled together some fascinating information and graded some of the most well-known employers in the U.S. on their recruitment marketing. It’s pretty fascinating stuff.

In addition to grading each of the employers – by the way, only 4% of the 500 received an A! – this analysis also provides an abundance of good and best practice examples from some of the most admired companies around. The three categories that caught my attention were Best Practices, Emerging Practices, and Untapped Practices.

The Untapped (used by less than 20% of the Fortune 500) Practices are fascinating:

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SmashFly points out that 20% of the Fortune 500 send regular communication to leads – but only 1% send content other than job alerts. The opportunity to build lasting relationships by sending other types of content – like company news, employee stories, and other valuable subjects – exists for all employers. An obvious quick win would be to automatically send email reminders to candidates who haven’t completed their applications. This simple automated outreach can enable a 15% increase in job applications!

The opportunities for greater recruitment success seem obvious, and include some of these:

  • Fortune 500 employers are doing well with SEO, but 51% (!) don’t optimize their job landing pages
  • 48% of the Fortune 500 never send an email to leads in their database after the initial confirmation email
  • Referral calls-to-action on job descriptions are under-utilized, missing big opportunities to drive referrals from both employees and candidates
  • Only 14% of Fortune 500 employers have a blog or other resources about their application processes

Examples of effective recruitment branding from employers that are highlighted in the report include companies like Exxon Mobil, Intel, Lockheed Martin, Thermo Fisher Scientific, Pepsico, HP, Marriott International, and Comcast.

This report contains recommendations that you can begin to implement today to increase your recruitment marketing success. You may not have the budget of a Fortune 500 recruitment department, but you can certainly begin to adopt best and untapped practices to become more effective and to have a wider choice of talent.

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Filed under China Gorman, Data Point Tuesday, Fortune 500, Hiring, Recruiting, Recruitment Marketing, Smashfly, Talent pipeline

The State of the Recruitment Industry

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I recently ran across this:  Global Staffing Trends 2017:  The State of the Recruitment Industry. This little report from LinkedIn would be easy to dismiss, but I encourage you to take a look. It’s written for search/staffing firms. Not for corporate or in-house talent acquisition folks. So unless you’re a third-party staffing firm, not so interesting, right? Well, I’d encourage you to take a look.

I’ve had issues with LinkedIn’s research before, but this is a pretty straight-forward and easy to consume report. Won’t take you 10 minutes to read. But if you’re an in-house talent acquisition professional, you should read this. The trend information is pretty interesting.

Here are the top 4 takeaways as LinkedIn defines them:

Staffing firms expect to grow in 2017.

68% of staffing firms expect the size

of their firm to increase in 2017. They

intend to hire more recruiters, sourcers,

marketers, and coordinators during the

course of the next year.

 

The volume of placements will increase.

79% of staffing firms will see an increase in

the volume of candidates placed in 2017.

Despite this, an overwhelming number of

recruitment firms say that they still place

candidates in 2 months or less.

 

Budget goes to traditional tactics, but

branding tops investment wish list.

While nearly 50% of budget goes to

traditional sources, if given unlimited

funds, staffing firms would prioritize

business development, branding and

investing in better sourcing tools.

 

Social recruiting, candidate diversity,

and screening automation are the trends

defining the future of recruiting.

Using social and professional networks to

generate new business and recruit more diverse

candidates are on top of recruiters’ wish list.

Another prominent trend is the automation of

the screening and hiring process.

So why should you care?

Well, staffing firms think you’re going to be hiring more people in 2017 and that you’ll use their services more than you did in 2016. That means they think their businesses are going to grow year-over-year. They are staffing up to meet your growing demand for their services and that could mean they’ll have fewer experienced and proven professionals working on your searches. You may need to stay closer to those firms and the assignments you give them to ensure that your brand is being represented well in the talent marketplace.

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While staffing firms think business will grow next year, they still expect to complete their assignments in two months or less. That’s interesting. Even if they do hire additional experienced staff, is it realistic to expect fast, great talent matches in the same period of time? Maybe. Maybe not.

Staffing firms would also really like to beef up their business development investments as a priority. So that means you’ll be called on more frequently by firms you’ve not engaged with previously. Gird yourselves for a sales and marketing onslaught.

And finally, understand what new kinds of technology your third-party recruiting firms are using to ensure that your brand is being cared for appropriately. Are you OK with the most of the steps in the funnel being automated? If you’re not, your search firm needs to know that. And if you are, how automated are those steps? And will they promise to eliminate the black hole in the search process?

If you use third-party recruiters, this report is interesting. How often do you get to see inside the budgets, investments, strategies and business planning of your providers? I think this information will help you manage these relationships and contracts, and help you create a win-win relationship with these mission critical partners. And make no mistake, any provider/partner/vendor who touches your talent is mission critical.

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Filed under China Gorman, Data Point Tuesday, Linkedin, Recruiting, Recruiting Technology, Recruiting Trends

Quality of Hire and Data

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“Quality of Hire” is one of those terms – like “engagement” – that we all use and all mean different things when we use it. And there is no standard definition. Directionally, we’re probably all in the same ballpark. But there is no precise, function-wide, commonly agreed-upon, global definition.

That’s why I read with interest Joe Murphy’s Quality of Hire:  Data Makes the Difference. It was published by Wiley in the Summer 2016 issue of Employment Relations Today.

Joe believes that Quality of Hire is not an abstraction or a myth. He believes that “It is a practical measure, comprising core talent acquisition processes and hiring outcome variables. Its factors can be identified, tracked, and reported in both qualitative and quantitative terms.” And then he shows how.

There’s a wealth of critical information in this article if you are not really comfortable with analytics – including predictive analytics. It breaks it down simply. I like the Talent Analytics Maturity Model and the way it is introduced:

Shaker 1

There are 4 phases in the model that progressively advance in terms of the analytics

Primitive

“Primitive analytics is the use of simple methods to organize random, text-based data.” Like that from a resume.

Evaluative

“Evaluative analytics is the mathematical analysis of relevant data.” Assigning numerical values to experience, or skills, or employers and adding them up.

Speculative

“Speculative analytics involves the complex analysis of largely random data and some element of relevant work-related data.” Like that from analyzing “verbal responses, converting spoken words to text to explore patterns and relationships.”

Predictive

“This method is characterized by experiment design and the conducting of correlational analysis with two or more sets of highly structured, job-relevant data.” These can be collected through work product samples and surveys about experience and work style.

The bottom line is this:

The growing use of data and analytics in all stages of the hiring process helps companies make more educated decisions about the people they hire and lessen the randomness of personal judgement in making these hiring decisions.

Moving beyond trying to make sense of random data (like resumes, LinkedIn profiles and notes from an interview) to using relevant data and advanced analytics really will make a difference in hiring outcomes and improve the quality of your hiring. Take a look at this article. Joe does a great job of making the case for the use of analytics to improve quality of hire – and to do it consciously and continuously.

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Filed under Analytics, Big Data and HR, China Gorman, Data Point Tuesday, Hiring, HR Analytics, HR Data, HR Trends, Joe Murphy, Quality of Hire, Recruiting, Shaker

Employer Branding Now

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Universum, the global employer branding and market research organization, recently published a new report on the state of employer branding practices. It’s good. If you’re unclear about what employer branding is, this report is for you. If you’re involved – at all – with talent acquisition, this report is for you. If you’ve created your EVP (employee value proposition) and are headed into activation, this report is for you. Because talent is everything in today’s hyper competitive global marketplace, employer branding is becoming a critical part of talent strategy.

The report, Employer Branding Now, is a comprehensive review of what leading organizations around the world are doing to become more successful in connecting with the talent they need. Without giving away the store, the following graph shows how overall investments in recruitment channels are shifting. No surprise that investments in social channels are increasing, along with employee referral programs and alumni networks. On the other side of the coin, it’s probably not surprising that print advertising is sinking rapidly. And while you may have thought job boards were dead, that just isn’t the case. But check out the third-party recruiter channel. Are you surprised?

Universum EBnow

Food for thought here, I think!

The report is the outcome of a yearly survey of approximately 2,500 employer branding managers from around the world. The respondents represent a wide range of industries, and include 100 of the FORTUNE 500.

The actionable insights that conclude the report give helpful direction to those in the thick of employer branding activation, as well as those just starting to work on their EVP:

  1. Create closer alignment between employer brand priorities and talent priorities.

  2. Fully leverage the power of EVPs to deliver greater employer brand focus and impact.

  3. Balance brand consistency with talent segmentation and local targeting.

  4. Invest in quality social media content (no longer a side order, now the meat of the day).

  5. Invest in analytics – effective employer brand strategies are increasingly numbers driven.

The report is delivered in a colorful and easy to read eBook format. It’s a good read with attractive and easily understood graphs and data points. You can get it here.

 

Full disclosure: I chair Universum’s North America Board.

 

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Filed under China Gorman, Data Point Tuesday, Employer Branding, FORTUNE Magazine, Global Human Capital, HR Analytics, Human Resources, Recruiting, Social Recruiting, Talent Acquisition, Universum

Racing For Talent

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Sometimes research results are organized in complex and hard to consume ways. We’ve all seen those reports, academic treatises and white papers. And then, all too rarely, there are research results that are organized and easily consumable. Here’s one of the good ones: Randstad Sourceright’s 2016 Talent Trends Report. Not only is the information easily accessed, it has a catchy organizing principle: Formula One racing. I know, it seems a bit of a stretch, but it actually works quite well – and Randstad has been the official partner of the Williams Martini Racing Team since 2006. So there’s that.

The report organizes Randstad’s findings into 5 themes, and each theme has a number of trends that their research has identified. Each trend takes a page, and at the end of each theme there is theme/survey summary. The graphics are good and easily understood, and data are compelling. Truly, there’s a nugget (or 3 or 8) for everyone who touches talent.

The 5 themes are:

  1. Navigating a dynamic course
  2. Relying on an agile team
  3. A holistic approach powers talent capabilities
  4. Execute winning tactics
  5. Firing on all cylinders accelerates talent strategy

So those all fit into the racing formula, but it’s the trends that are really compelling. The trends identified within the first and last themes were the most interesting to me:

  1. Navigating a dynamic course
  • Talent is king
  • The impact of regulations on gig workers
  • Talent scarcity threatens business
  • Prepare for a demographic time bomb
  • Reverse brain drain accelerates
  • Employers look to global mobility for talent

We know about all of these trends – or, at least we should. And each trend is supported by data, real world examples and tips for aligning your business and HR practices to support your success. Very useful.

The fifth theme breaks down in the following way:

  1. Firing on all cylinders accelerates talent strategy
  • The evolution of total talent analytics
  • Technology redefines the meaning of remote working
  • Gamification goes mainstream
  • HR accelerates the Internet of Things
  • HR technology integration remains the holy grail
  • Workforce automation heats up
  • Sourcing methodologies and human intelligence become more intertwined

The graph below, in the Theme 1 Summary, is a sample of the kinds of survey responses Randstad collected. And, if you need a wakeup call about the impact of talent scarcity, here it is:

Randstad Talent

Look at the adverse consequences of not having access to the talent you need: threatened leadership continuity and succession, disrupted existing businesses, limited business growth, and delayed product/services launches. These are enormous impacts to the bottom line and future of your organization. If you ever needed data to support greater investment in talent acquistion resources, this would be it.

And in the Theme 5 Summary, this graph looks at which HR technologies are actually enhancing the attraction of quality talent:

Randstad Talent 2

Have you checked out recruitment marketing platforms? How robust are your talent analytics dashboards? Do you provide candidates self-service tools? These are all working for employers around the world in helping to effectively combat talent scarcity.

This is a data-rich, insight-rich report. It’s beautifully organized, the insights are easily consumed, and the data are depicted in simple and engaging visuals. I like this report. A lot. And I suspect I will revisit it more than once.

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Filed under China Gorman, Data Point Tuesday, HR Analytics, HR Data, Randstad Sourceright, Recruiting, Talent Acquisition, Talent Management

It’s All About the Recruiters

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Jobvite’s annual Recruiter Nation Survey is out today. In its eighth year, the survey was conducted in July 2015 and completed by 1,404 recruiting and human resources professionals in a wide range of industries.

Much of the survey data is not surprising: use of social media tools by recruiters is strong and growing; referrals are still the most effective source of quality hires; hiring activity is up; the hunt for talent will remain or get more competitive in the next 12 months. No surprises here.

Here’s a surprise, though: only 4% of recruiters DON’T use social media tools in the recruiting process. But the tools used go way beyond Linkedin, Facebook and Twitter.

Jobvite 1 Sept 2015

While referrals continue to be the most effective source of good hires, the frequency that other sources provide similar results is interesting. It looks like job boards are the Scott Walker of candidate sources – they started out strong (57% of recruiters reported using them in the 2009 report) but are fading as time passes.

Jobvite 2 Sept 2015Buried on the last page of the survey analysis is some data that I found interesting having to do with what recruiters are putting in their budgets. With the rise of the RPO sector, and a seemingly robust executive search/staffing sector, only 13% of recruiters are increasing their spend in the use of outside agencies. That seems counterintuitive to me. Employment branding is the other category surprise with fully 46% of internal recruiters increasing their spend. That verifies that employment branding is a thing.

Jobvite 3 Sept 2015There are lots of vendor whitepapers out there. Many do a good job of sharing useful data and analysis that prove to be useful at the practitioner level while burnishing their corporate brand. This one does both. It also has some pretty terrific graphics and the visual style is engaging. It’s 16 pages long and is a quick read. Download it here.

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Filed under China Gorman, Data Point Tuesday, Employee Referrals, JobVite, Recruiting, Recruiting Technology, Social Media, Social Recruiting

The Optimal Technical HR Stack

data point tuesday_500I’ve written previously about the new research coming out of KeyInterval Research here and here. The third report from the dynamic duo that is Tincup and Sumser is out now and it’s a blockbuster! Determining the optimal technical HR stack is big. It’s big and expensive. It’s big and expensive and can make or break an HR leader’s career.

But first, you have to know what a technical stack is. I don’t assume that the majority of HR professionals know what this is, so here’s what Wikipedia says:

“A technology stack comprises the layers of components or services that are used to provide a software solution or application. Traditional examples include the OSI seven-layer model, the TCP/IP model, and the W3C technology stack. Technology stacks are often articulated as a list lof technologies, such as “J2EE with Java Server Faces running against a SQL Server database” or as a diagram.”

So a Technical HR Stack would be the collection of technologies/solutions that HR uses to manage all the people processes across an organization. It’s the payroll, recruiting, performance management, total rewards/recognition, learning management systems – all of these and more. And an Optimal Technical HR Stack would be the best collection of technologies/solutions that HR would use to manage the people processes across an organization.

I read some research 3 or 4 years ago that reported that organizations deploy, on average, 18 separate HR technology solutions – many of which are unable to connect with each other. These days the average may well be higher as HR professionals (and their IT partners) turn to technology to provide more efficient outcomes and the HR vendor community continues to innovate the use of SaaS, analytics, mobile and video.

So how can an HR leader or department make sense of the opportunities to apply technology, much less identify the “optimal” vendors and solutions? Well, the first step would be to buy this report. The analyses are practical. The insights are remarkable. This is a sea change in showing how HR technology is working – or not working – and what is actually happening in terms of finding solutions in an existing suite, looking for new providers or developing home grown solutions. The realities will surprise you.

The report delves into thirteen major areas of HR Technology and reveals 8 separate metrics in each area. The metrics include some of these:

  • Market Penetration
  • Net Promoter Score®
  • How long companies keep their software
  • Whether companies outsource, develop internally or use a tool that is part of an existing suite

The areas covered are:

KIR Optimal HR Stack July 14 2015It’s interesting to note that as a result of their research, nine other areas of adoption will be added to their research agenda for 2016. Some of those are Engagement, Collaboration Tools, Video Interviewing, and Assessment.

Without giving away the groceries here, some of the interesting findings include the following;

  • The components (see above) with the highest and lowest NPS® scores are not what you think
  • The replacement cycle (the amount of time between purchases) might be exactly what you would predict
  • The frequency of developing homegrown solutions is pretty low
  • The market penetration of the components is less than you would have predicted
  • The likelihood that a component is outsourced is surprising
  • Vendor brand recall is pretty high

Let’s look at just one of the thirteen solution components:  Recruiting Systems. The analysts at KeyInterval believe that “Recruiting is where innovation happens most frequently in HR.”

“With between 12 and 20 sub-processes, recruiting operations rarely use all of the same tools in the same sequence. Unlike other HR functions recruiting techniques vary by job, industry, region, corporate culture and, business model.” Because of this, the analysis shows that practitioners don’t much like their recruiting systems. The conflict between the required fast action of identifying, recruiting and hiring the right kind of talent, and the legal requirements to collect and retain hiring data often collide. Indeed, the KeyInterval research shows that no other tool in the HR Tech Stack is so conflicted. HR professionals “routinely expect innovative results and performance from a system that is designed to mitigate legal risk.”

If you’re thinking about going to the market for a new HR technology solution, or you’ve finally decided to replace an existing solution, this report should be your first stop. It will help you see what other organizations your size are doing – buying, building or outsourcing. It will provide a road map for how to begin.

Here’s the thing:  it will make you smarter than you already are. You can order it here.

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Filed under #HRTechTrends, China Gorman, Data Point Tuesday, HR Data, HR Technology, KeyInterval Research, Recruiting

What are your Sources of Hire?

Data Point Tuesday
A recent report from CareerXroads, “Sources of Hire 2014: Filling the Gaps” by Gerry Crispin and Mark Mehler, aims to continue the conversation about the data collection issues, source of hire trends, and challenges related to the recruiting supply chain. The report looks at 50 large firms (all with well-known brands) that filled 507,425 openings in the U.S. last year. This was the work of ~6000 recruiters and sourcers (80+ openings filled by each).

  • 4% of these companies had fewer than 1,500 full time U.S employees,
  • 8% had between 1,005-5,000 employees
  • 18% between 5,001-10,000 employees
  • 28% between 10,001-25,000 employees
  • 10% between 25,001-50,000 employees
  • 14% between 50,001-100,000 employees
  • 8% between 10,001-200,000 employees
  • 10% had more than 200,000 employees

An initial trend observed was that at 40% of these firms the Talent Acquisition function does not match the full ‘Scope’ of full time hiring. While 62.5% of the surveyed firms’ Talent Acquisition functions agree that they “touch or know about EVERY F/T hire or move,” 8.3% don’t hire for union positions, 18.8% don’t hire hourly workers in their manufacturing facilities, 16.7% don’t hire hourly workers for store level, 14.6% don’t hire for every function (i.e. field sales), 10.4% don’t hire for every location, and 8.3% don’t hire for every division.

Additionally, when asked about employees that are not full time (i.e. contract or contingent workers) firms noted that 1 in 6 employees (or 17.7%, weighted average) were contingent and generally not tracked by talent acquisition or talent management. We’ve seen the hiring and retention of contract workers increasing at many organizations, and while whether this is a positive or negative trend can really only be decided by how a company manages its contingent workers, CareerXroads does pose the question: “Do we even know where purchasing ‘sourced’ these ‘not-employees’? How can employers build strategy without oversight of ALL those who work at the firm?” If you’re at an organization that hires many contingent workers, it’s a good question to ask.

In terms of who is recruiting talent for organizations, recruitment process outsourcing seems to be a popular choice for organizations today. Over 50% of the firms surveyed in CareerXroad’s report stated that they use RPO services in some form:

Chart
Are companies hiring globally? 80% of the firms surveyed report that they do hire globally, though only 41% state that they have access to source of hire information that would allow them to benchmark by country.

The #1 source of hire for organizations, though, is through internal promotion and movement. 41.9% of all openings are filled this way. Of the firms surveyed in 2013, 191,425 openings were filled internally. Interns are another interesting source of hire. Surprisingly, CareerXroads data highlight that organizations aren’t exactly seeing a strong ROI in this area. Only 32% of all interns organizations would want to hire after their internships accept positions. Other hiring trends that are continuing include incorporating sourcing (60.5% of organizations stated that they do have a separate full time sourcing group) and social media. With the rise of social media (and LinkedIn specifically) use of resume databases has declined. When looking at LinkedIn’s impact by sources of hire, it is perceived as a vital sourcing tool:

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Like the title of their report, CareerXroads offers some good data here to help “fill the gaps.” Keep this in mind when considering you organization’s approach to talent acquisition, talent management, and sources of hire.

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The best recruitment strategy? Being a Great Place to Work®!

Data Point Tuesday
A look at LinkedIn’s recently released “Talent Trends 2014” report provides some interesting data about what’s on the minds of today’s professional workforce. As the study confirms, we live in an age of unprecedented transparency: “More job opportunities are viewable online, and the available context – information on the company, its culture, and the team including the hiring manager – has never been richer.” LinkedIn’s platform itself proves this point, and this ever increasing transparency is certainly changing the landscape of talent acquisition. It asks to us to consider how the talent, people, are approaching and considering new careers. Perhaps one of the biggest changes has been a move towards proactively seeking the best talent for the position. LinkedIn’s 2014 report surveyed over 18,000 fully employed workers in 26 countries, to shed light on professional attitudes towards job seeking, job satisfaction and career evaluation.

The report dives into many areas of the professional workplace’s approach toward careers, one such area being the importance of talent brand to professionals. Globally, professionals agree that the most important factor in considering a new job is whether their prospective company is perceived as a great place to work or not. (And to be clear, LinkedIn’s definition of “great place to work” does not synch up completely with the Great Place to Work Institute’s definition.) When respondents of LinkedIn’s report were asked which of the following was most important if they were to consider a new job, 56% said “the company has a reputation as a great place to work”, while 20% said “the company has a reputation for great products and services”, 17% said “the company has a reputation for great people”, and 7% said “the company has a reputation for being prestigious.” When looking at countries where talent brand/being a great place to work is most (100%) and least (0%) important, the global average was 56%, with high outliers being Denmark at 62%, Brazil at 61%, and the U.S. at 60%. Low outliers included Japan at 39%, Turkey at 35%, and China at 33%.

Talent brand, which LinkedIn equates with being a great place to work, is clearly important to today’s labor pool when planning a career or a job change. This line of thought underscores why it’s more necessary than ever to communicate and share a corporate mission and values. People want their work to have meaning to them, to be “more than just a job.” They want to trust their leaders and have a sense of camaraderie or family with their co-workers. The majority of people surveyed in LinkedIn’s report (85% of active job seekers ad 90% of passive job seekers) responded that they are passionate about the work they do. Additionally, 85% of active and 91% of passive job seekers stated that they are constantly learning and growing at work, and 84% of active and passive job seekers reported that they are comfortable promoting themselves and their ideas at work.

Linkedin Talent Profile

The clear results of this data are that professionals today care deeply about their work, and want the companies they work for to support this passion. Being a great place to work is a strong factor in their search for new jobs and careers – and besides being a critical selection criteria, being a great place to work is an essential foundation for success in today’s talent acquisition and retention challenges.

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Filed under China Gorman, Data Point Tuesday, Great Place to Work, Great Place to Work Institute, Hiring, HR, Recruiting, Talent Acquisition

Voice of the Candidate: Is Anyone Listening?

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Vendor survey results, reports and whitepapers are self-serving. We know that, right? But vendor survey results, reports and whitepapers can also be sources of insight for HR professionals – as long as they understand that there’s an agenda behind the publication.

I read a SilkRoad report on some survey results last week that I thought was interesting. I don’t know anyone at SilkRoad but they sent me a link and I clicked on it. And found this:  2013 Employment Marketplace Survey Results: The Candidate’s Perspective. And I found that their results line up well with the work that Elaine Orler and Gerry Crispin’s Talent Board is doing with the Candidate Experience Awards* (CandEs).

The “Voice of the Candidate” is getting more and more powerful. And it’s clear from these results – and others – that organizations winning the talent game are listening to that voice. Those that aren’t listening are missing out on some great talent.

The report is a quick read but here are a couple of highlights:

SilkRoad 1c

Companies that invest in the commonly accepted components of “engagement” are more likely to catch the attention of job seekers. Period. The top five selected (this was a “check your top three” questions) characteristics are typically found in definitions of engagement. For good reason, as it turns out.

And this:

SilkRoad 2

The report describes the results of this question as the “halo effect” of web-based recruiting technology. It’s not just about the efficiencies of using the web for recruiting – it’s also about the assumptions candidates make about the use of web-based recruiting technology. According to the results, the majority of survey participants indicated that they believe the use of web-based recruiting technology means that the employer is innovative and progressive.

There certainly are a number of HCM providers with web-based recruiting technology solutions – and more being introduced nearly every day. If an employer has the dual purpose of increasing talent acquisition efficiency as well as improving the candidate experience, then listening to the “Voice of the Candidate” is the right place to start.

*The CandEs will be announced at the HR Technology Conference, October 7-9, 2013 at the Mandalay Bay in Las Vegas.

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Filed under CandE Awards, China Gorman, Data Point Tuesday, Elaine Orler, Gerry Crispin, HR Technology Conference, Recruiting, Recruiting Technology, SilkRoad