Author Archives: Scott Rosen

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Hiring in the Age of Transparency

Reblogged from Workforce.com

Author: Geri Anne Fennessey

Social media has changed the recruitment game. But today’s era of transparency in talent acquisition requires greater attention to detail.

When Joseph Roualdes decided to post a video from a 2011 scuba diving trip to Maui on social media, his intention was to share his memories with family and friends.

But when a hiring manager came across the photos, Roualdes found himself the subject of a targeted recruiting push.

“I wasn’t looking for a job,” Roualdes, 33, said, “but I received an InMail from a hiring manager at LinkedIn, and it was a great personal note that started with a comment about how she had seen my video, and that she, too, was a diver.”

hr2Along with sharing an interest in scuba, Roualdes said the hiring manager noticed he had the skills and experience for an open position as a public relations manager for LinkedIn Talent Solutions, a division of theprofessional networking firm LinkedIn Corp.

“I established the connection and went on to interview and accept an offer,” Roualdes said. “It was partly because of that human contact at the start that I was interested.”

Roualdes’ story is not uncommon. As use of social media has increased, so has the level of information available for recruiters to source prospective candidates. In fact, social media has become one of the most-used recruiting tools. According to Jobvite’s 2014 Social Recruiting Survey, 94 percent of recruiters incorporate LinkedIn in their strategy, with 73 percent of recruiters hiring a candidate through social media.

Yet, this added transparency to recruiting should come with pause, industry experts say. Having increased access to personal candidate information means companies should be more cautious in how they use it.

“In the world of big data, companies thrive not by their ability to collect information, but in how they analyze and distill it down to meaningful trends,” said Joseph Ungemah, vice president and head of the leadership practice at Corporate Executive Board Co., a member-based leadership advisory and research firm.

Through interviews with recruiters and other human resources professionals, here are some practices to consider when building a recruiting strategy in the age of transparency.

Actively Look for ‘Passive’ Candidates

Human resources professionals and other recruitment industry experts agree that the most effective benefit of social recruiting is the ability to interact with passive job candidates.

“Passive talent is the sweet spot of recruiting,” said Brett Underhill, director of recruiting programs at financial services firm Prudential Financial Inc. “This is the hot talent that other companies are holding onto and trying to retain, so it’s the talent our recruiters should be going after in order to get the best hires.”

Social recruiting has provided easier access to those who aren’t looking for a job. This is because even though so-called passive candidates aren’t job hunting, they’re still likely to maintain public profiles on websites like LinkedIn.

A 2014 study published in the journal Employee Relations found social networking platforms are among the most-visited websites on the Internet behind Google. Among professional social networking sites, LinkedIn — with 330 million members — is the most-used website byrecruiters.

The transparency of such platforms has allowed recruiters to ditch the old “post and pray approach,” in which a job is posted to a job board with the hope that the right candidates will come across it and apply. Instead, Underhill said, “We’re able to actively seek out candidates that are a good fit for a role based on their profile and experience, and we’re less concerned with whether they’re ‘actively’ looking.”

Increased transparency also makes it easier for recruiters to find candidates for positions in which skills are in short supply. Sarah Doll, senior director of talent management at Chicago-based tech firm Enova International Inc., said “the emergence of these sites has opened up the talent pool for companies like us that constantly need to find new talent, especially those with high-demand or niche skills sets in the tech sector and emerging fields.”

Even if the candidate decides not to follow through on the offer, the brief informal interaction on a social network is viewed as beneficial. “The goal is for all these passive candidates who interact with your brand to think of you first when and if they are looking for a job,” Doll said.

The Résumé is Still a key Informer

Even with the rise of social professional networking websites, experts say the résumé is still a useful tool.

To some, a social profile is a broad recruiting tool that still has some limitations. “LinkedIn and other sites like it certainly make the pool much bigger for recruiters,” said Julie Zide, an associate in people analytics at financial services firm Goldman Sachs Group Inc. who is writing her dissertation on the influence of social media in recruiting. “But in terms of trying to fill a role, companies really need to know how to assess those résumés effectively and put less emphasis on the social pieces.”

Moreover, the plethora of information found about candidates on social networks might not be a precursor to hiring success. “A profile showcases a candidate’s personality, and academic research shows personality has yet to be validated as a predictor of job success,” Zide said. “In fact, much research shows the more information you have, the less accurate your predictions are.”

Zide said this “illusion of knowledge effect” is particularly relevant when looking at a company’s hiring practices and how LinkedIn and other websites can influence the accuracy of decision-making. “In the previous world, you had a job description that you were matching to a résumé and trying to correlate the skills and ability,” Zide said. “In some ways this new, sometimes irrelevant, information can dilute the validity of the information that the recruiter already has via the résumé.”

Be Wary of Unintentional Bias and Understand Risks

With new visibility into the personal lives of potential hires comes the risk of introducing unfair hiring practices or bias.

According to Zide, this just reinforces the objective value of a paper résumé. “If you have a standardized approach to evaluating candidates, you need to apply the same set of measures that you would in any hiring process, regardless of what you see online,” Zide said.

She said the best way to achieve this is to have a documentedlist of all the skills and qualifications that candidates must possess for the job. Then make sure everyone coming in for an interview has a majority of them. “Applying the same set of measures to all candidates helps you focus on what’s really important for success in the role you’re hiring for and reduces your legal risk,” Zide said.

If hiring for a sales role, for example, a recruiters’instinct might be to filter an online search by those who have more than 500 LinkedIn connections or appear extroverted. But Zide said it’s important to resist those temptations. “Instead, use quantifiable parameters that if you conduct your search in this manner, [it will] protect you from legal risk,” Zide said.

Prudential has established guidelines to help recruiters avoid unintentional bias. For example, Underhill said once a recruiter has identified a candidate to bring in for an interview, they aren’t allowed to Google that candidate’s name for additional information. “We tell recruiters they can use Google as a tool to search for people but not to investigate,” Underhill said.

Prudential also gives its recruiters guidelines for how they take notes as they search social profiles. “We tell them to focus on skills and attributes and be hyperaware of what could be disparaging or discriminatory,” Underhill said.

Some websites provide settings so recruiters can opt out of seeing certain content to prevent the likelihood of bias. Comila Shahani-Denning, an associate professor of psychology at Hofstra University and author of “LinkedIn and Recruitment: How Profiles Differ Across Occupations,” said LinkedIn allows recruiters to “turn off” access to some forms of content, like user photos, which can help prevent bias from creeping in.

When used strategically, these sites can really open up opportunities for recruiting to a more diverse population. “One of the things our customers love about using social to discover candidates is that they can use it for diversity hiring,” said Peter Kazanjy, co-founder of TalentBin.com, an online talent search engine aggregator owned by Monster Worldwide Inc. “They can find candidates of color, LGBT hires, veterans, tech experts — whatever they want.”

There still are legal considerations that are worth noting when using social media to make diverse hiring decisions. “For example, it’s illegal for a recruiter to use social media to purposefully target a woman over a man when making a hiring decision,” Shahani-Denning said.

Furthermore, the transparent nature of theseresources allows employers access to demographic data that can’t legally be used in making hiring decisions,accordingto U.S. Equal Employment Opportunity Commission regulations.

“Employers can potentially use this information byactively recruiting on sites or groups that have a more diverse membership, which encourages a diverseapplicant pool,” Shahani-Denning said. “In other words, these sites are great for recruitment, but can be dangerous for selection.”

This story originally appeared in Workforce‘s sister publication, Talent Management.

View article here.


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Boost Employee Engagement with These 16 HR Apps

 

Reblogged from Business2Community

By: Abby Perkins

According to a recent Gallup poll, 70% of employees are not engaged at work. But when they are, they’re 21% more productive—and 87% less likely to leave companies. That means employee engagement is an issue that should be at the forefront of every organization. And it’s one that often falls to human resources to manage.mobile

Engagement encompasses every aspect of the employee life cycle, from onboarding to performance management to alumni relations. To make these processes more productive, more efficient, and, yes, more engaging, HR professionals are turning to technology.

To help in that effort, we’ve put together a list of top-rated Salesforce AppExchange apps that can help organizations recruit, manage, train, and collaborate with employees in a more engaging and effective way.

Recruit

Great companies start with recruiting and hiring great people. Here are some apps to consider:

TargetRecruit is a full-featured app designed to help staffing firms with recruiting and hiring, as well as sales, marketing, accounting, and social media.

Jobscience helps HR teams with applicant tracking, skills rating, candidate scoring, and other tools to help find and recruit candidates.

Talent Rover is applicant tracking software with sales and marketing functionality. The platform emphasizes straightforward workflows and interfaces.

Recruiting helps organizations track applicants and open positions, filter candidates by skills and qualifications, and communicate with candidates and hiring managers.

Manage

Human capital management is about more than just storing data; it’s about helping employees grow. These apps can help:

Fairsail Human Capital Management includes performance management, talent planning, employee development, HR administration, and more, as well as a self-service portal.

Financial Force HCM provides modules for HRMS, compensation planning, recruiting and onboarding, performance and talent management, and benefits administration.

m|ployee encompasses HR and recruitment, as well as time, talent, expense, and performance management. Added features include reporting and dashboards, workflow and approval management, and internal communication.

XCD HR Management System offers tools for recruitment, performance management, compensation and benefits, training and development, time and attendance, and payroll integration.

Train

Here are some apps that can help keep your organization learning, evolving and progressing in the right direction:

Almond is a free mobile and desktop learning management app. The app allows organizations to create and administer quizzes, tasks, and external resources, as well as track and reward employees’ progress.

Litmos learning management system allows participants to access training materials at any time, from anywhere. Litmos also includes custom branding, activity feeds, notifications and feedback, and analytics.

Learnsmarter helps organizations streamline training for customers, partners, distributors, and staff with a simple, scalable platform.

Cornerstone for Salesforce allows organizations to create and deliver customizable training materials. Users can also incorporate gamification, internal networking, and mobile learning into their training plans.

Collaborate

Communication is the first step toward collaboration. Apps like these facilitate that communication in real-time:

Apttus X-Author for Chatter provides dynamic interaction between Microsoft Office, Salesforce Chatter, and Salesforce. The app also tracks and shares activity in any structured database, including Salesforce.

Box has all the basics of collaboration software—file sharing, document editing, comments, and more—combined with powerful tools like task assignments and customer activity monitoring.

FileIt™ for Document Management, a SpringCM app, is an enterprise content management system. Teams can create, store, and share documents, and track when files are viewed or edited.

Compliance Locker gives users access to all the advantages of Salesforce Chatter, while ensuring that their communications stay compliant with legal and organizational requirements.

The Bottom Line

Regardless of industry or company size, employee engagement matters—and HR teams are going to need all the tools at their disposal to help improve it. With these apps and other Human Resources apps from the Salesforce AppExchange, you can start engaging your employees today.

 

View original article here.

 


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How Your Job Ad Can Attract Quality Candidates

Re-blogged from Human Resources Online

By Jerene Ang

A typical job advertisement would likely advertise the qualities that an employer seeks in prospective candidates – academic degrees, qualifications, years of work experience, among others.

But new research slated to appear in the Journal of Business and Psychology, found that a few minor changes in the wording of a job advertisement can make a big difference to the size and quality of an applicant pool it attracts.

The team found that tweaking job advertisements to talk about “what the organisation can supply to meet an applicant’s needs” (what they termed N-S, needs-supplies), can receive three times more good candidates than if an ad talks about “what abilities and skills the organisation demands of candidates (what they termed D-A, demands-abilities).

Jobs-Find-your-careerThe researchers started by manipulating the wording used in 56 actual job ads, to emphasize D–A or N–S fit, and collected data collected about applicant quality based on ratings of the resumes submitted by 991 applicants.

They found that the emphasis on information about the N-S fit than on D-A fit in job advertisements not only attracted more applications to the job, but the applicant pool attracted was also of a significantly higher quality.

“Ads focusing on what employers can provide job seekers – like work autonomy, career advancement and inclusion in major decisions – result in better employee-company matches,” said David Jones, associate professor of business at The University of Vermont.

Part of the reason many employers run D-A-heavy ads, he explained, was that people writing them often had little training in this area, had specific skill gaps they needed to fill quickly, or relied on headhunters who might focus on clients’ needs more than the applicants’ needs.

“It’s not surprising that it’s filled with D-A statements because they want someone with a specific skill set that they don’t have to spend a lot of time training and who can start day one.”

However, Jones cautioned that N-S statements should only be included in job ads if they are true, or the plan could backfire, resulting in disengaged employees and a low employee retention rate.

“If you create what is called a psychological contract where the applicant has an expectation of what is going to happen as an employee and then it doesn’t, the people you hire are less likely go above and beyond and are more likely to quit much sooner than they otherwise would.”

 

View original article here

 


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Recruiting Careers Take Flight as Companies Accelerate Hiring

 

Reblogged from Philadelphia Business Journal

Author: John McDonald

Recruiting isn’t usually the first choice when college students are deciding what career to pursue. But that may be changing as today’s business environment grows more candidate-driven and Baby Boomers exit the workplace. According to the U.S. Bureau of Labor Statistics, the employment-services industry is projected to grow 24.8 percent by 2022, considerably faster than most other sectors.

hr ProfessionalsThe pace of hiring will quicken in 2015 as a growing number of employers become focused on growth, with more of them planning to increase hiring than at any time in the past seven years. The Delaware Valley is already seeing growing demand for executive, managerial and professional candidates in key markets such as healthcare, finance and insurance, technology and professional services, prompting a surge in hiring of recruiters.

The Draw to the Field

The entrepreneurial component of starting and running a business, uncapped earning potential, and the ability to have greater control over work-life balance are some of the biggest attractors for prospective recruiters. When you add mobility to the equation, and the fact that recruiters can work with clients and candidates across the country or even internationally, without having to travel, recruiting looks quite appealing. Yet even beyond all of these factors, recruiters say what they enjoy most is their ability to impact and change candidates’ lives by placing them in more fulfilling roles.
The Role of the Recruiter

With impending candidate shortages, the role of the recruiter is of critical importance to companies that face intense competition for the best workers. The unemployment rate for the managerial/professional segment of the workforce – the college-educated group – is now at 2.7 percent, which is a clear indicator of a tightening candidate environment. While social media has made it incredibly easy to post jobs and solicit candidates, many people with hiring responsibilities become overwhelmed when faced with hundreds or even thousands of resumes – most of which are unsuitable – to cull through in search of the right hire.

Concern among employers about the rising rate of attrition, which is leaving companies shorthanded at a time when business is picking up, is also fueling the need for more recruiters – a trend that will continue as Baby Boomers who postponed retirement begin to feel more confident about leaving their jobs, and employed professionals respond to increased mobility in the workplace.

Recruitment Needs Span Multiple Industries

As market, political and legislative changes alter the healthcare industry, navigating its complexities means that organizations must develop innovative and practical solutions that require specialized personnel. Rapid change dominates the healthcare landscape, but for organizations willing to take on the challenges and leverage the trends, the outlook for 2015 is positive, and the employment picture for healthcare professionals is very robust across all segments of the industry, both clinical and non-clinical.

Recruiters in this space tend to specialize in defined areas of the healthcare market, such as nurses or researchers, health IT or hospital management. They understand the forces shaping their clients’ businesses and help them develop tailored staffing solutions to address the complex challenges they face. As a result of rapid growth within the healthcare industry, the demand for seasoned recruiters who have specialized knowledge of their niche is also accelerating. Ed Mamrak, managing partner of PrincetonOne Philadelphia, an affiliate of MRINetwork, has added to his healthcare recruiting team every year for the past several years, and will continue to take on additional recruiters to meet demand. “Over half of the business originating from our Philadelphia operation sits in the managed care space with payers, providers and professional services companies who provide support to the sector,” says Mamrak. “This has been a focus of ours for over six years. As managed care continues to evolve and grow, the need for talent to help sustain this growth is critical. Our Philadelphia operation will need recruiting talent to be sure we are keeping up with the sourcing demands of our clients.”

Continue reading on Philadelphia Business Journal’s website

 


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Own your Workplace Mistakes and Use Them to Your Advantage


Reblogged from NewsObserver.com
Author: Bruce Clarke

We spend too little time celebrating our workplace mistakes. They deserve dissection, truth and reflection. Too often they receive denial, excuses and burial.

There is so much focus today on finding your strengths. Consider the common parenting advice to use only reinforcement in redirecting child behavior. There is even a movement to replace “weaknesses” in the time-tested business SWOT (strengths-weaknesses-opportunities-threats) analysis because the word is too harsh!

This over-emphasis on positive is having a negative effect!

hr-mistakesMistakes are the mothers’ milk of change and growth. All the praise in the world (while it feels nice and has good effects) will not create needed change. Mistakes have the power to mold our thinking and our skills in ways that triumphs never will.

If you define mistakes broadly, and not just as small errors and omissions, they include bad habits and unproductive traits. Until you decide to understand and own your mistakes, the path to improvement remains hidden. Robert Frost wrote of the road less traveled. A truthful and open review of mistakes (big and small) is the less traveled, and shortest, road to real improvement.

Open discussion

Celebration of mistakes means applying the same passion to weaknesses as you bring to successes. Think of a person at work who takes their mistakes to the team or manager, and has responded well to criticism. Did your opinion of them go up or down? Did their impact at work improve or decrease?

Owning your mistakes and using them to grow makes good things happen.

Learning from mistakes is the most basic benefit of owning your mistakes. Only skeletons come from buried problems.

Trust develops between you and others if you are just as willing to discuss your problems as your strengths. Imagine what could be accomplished if everyone behaved this way!

Open discussion of mistakes and needed changes helps you work harder to improve. Think of it like telling your friends you stopped smoking.

Ownership of all behaviors, good and not-so-good, is the best way to demonstrate to others the treatment you expect in return.

Early recognition

Skilled managers know how to help employees make the most of mistakes while preserving a motivation to grow. Less-experienced managers need proactive help from the mistake-maker to maximize improvements. Every manager should be pleased and impressed if you bring your mistakes to them in the right spirit and with a plan of action.

Owning mistakes may include early recognition of a skills gap or a troublesome personality trait. Both can be improved if addressed early. Allowing a reputation for poor aptitude or attitude to harden can make success at any workplace difficult. This is an important discussion to have right now with your manager to get on a corrective path.

So many of us hide our mistakes that there is little danger of overdoing all this openness. Employees who acknowledge problems and work toward solutions get the best work opportunities. It starts with owning all your mistakes, big and small.

View original article here.


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What to Expect for HR in 2015: 5 Waves of Change

Re-blogged from Forbes.com

Author: Christopher Koch

We all know who really runs companies, right? It’s those who design/make and those who sell. Everyone else is referred to as part of a function in order to make sure, in case you had any doubt, that you are not part of the core of the business – you serve the business.

But everything changes, right? What if, right under our noses, one of those functions begins to matter as much to the success of the business as the traditional elite?

Who will negotiate with the Hollywood agents?

It happened with IT in the aughts and it’s happening with HR now. In an era when top IT talent has Hollywood agents, it’s time for CEOs to wake up and smell the commissions.

According to research by my colleague Fawn Fitter, HR has managed to edge its way into the C-suite in some companies, with mixed results. In some cases, the invitation is disingenuous and the CHRO gets to sit there and listen while everyone else makes the real decisions. In other cases, the top HR executives simply don’t have the necessary business chops to add much to the discussion.

hr-changesThis has got to change. In a recent interview with Fawn, Karie Wilyerd, Vice President of Enablement of Learning, SAP Education, and User Adoption for SAP, cited five strategic areas where HR must manage coming changes:

Have a succession plan for the Boomers. If your company’s IT department is 80% Baby Boomers, what is HR going to do when they all retire at once and the company has to replace all its legacy systems because colleges no longer teach COBOL?
Accommodate new work habits. The newest members of the workforce are increasingly diverse, insistent on flexibility, wedded to personal technology, and used to working in a more collaborative, freewheeling style than many companies are comfortable accommodating.
Quantify the skills gaps in your company. In a 2013 Accenture survey of US executives at large companies, nearly half (46%) were concerned that their companies will not have the skills they need – not five or ten years down the road but in the next year or two.
Maintain a stable corporate culture. The workforce is increasingly reliant on temporary, contract, and contingent workers, which puts companies in the challenging position of trying to maintain a stable corporate culture with a highly transitory workforce. HR must prepare itself to train and develop talent with the full knowledge that the talent might walk out the door tomorrow, only to return again, or not, at some future point.
Develop data analysis skills.Just 39% of companies use quantifiable metrics and benchmarking as part of their workforce development strategy. Only 42% know how to extract meaningful insights from the data available to them.
HR already tracks traditional activity metrics, such as number of people trained, number of forms processed, and benefits used in a given timeframe, but it can go deeper. Data analysis skills will let HR deliver solid strategic insights, such as “We don’t have enough people in the organization with skill Y to meet our needs if we land this big contract. Here are some options for filling that skills gap quickly.”

Clearly, HR matters now – and it has a lot of work to do. It’s time for CEOs to give HR the proper recognition and authority to do it and it’s time for HR leaders to stand up to the challenge.

 

View original article here.


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2015… The Year of Social HR?

Reblogged from Forbes.com
By: Jeanne Meister

In 2014, we saw organizations use social technologies for recruitment, development and engagement practices. The year to come will bring even more transformation to human resources.

The year 2015 will see the advent of what I call “the consumerization of HR,” where employees expect an “intelligent mobile user experience” to guide their access to HR resources. Employees will increasingly expect their employer to have the same user experience as when they reserve a taxi on Uber or Lyft, pay their bills on the Bank of America mobile app, or order food on Seamless or GrubHub. The mobile interface will be the employee’s primary conduit to a host of personal and business applications; putting pressure on HR to increase mobile adoption for recruitment, time and attendance, learning, goal setting and internal company newsletters. Silhouette Business People with Speech Bubbles

As a recent MIT Sloan research report showed, 57% of workers now consider ‘social business sophistication’ to be an important factor when choosing an employer. Even more noteworthy: according to the report, “Moving Beyond Marketing: Generating Social Business Value Across the Enterprise, that group of workers ranged from age 22 to 52! The use of social collaboration technologies in the workplace is no longer a Millennial request.

Indeed, today we are all adopting an increasingly ‘Millennial’ mindset. (Millennials are born between 1977-1997) According to the recent Facebook Demographics report, the fastest growing demographic on both YouTube and Google+ is 45-54 years old. This points to the increased computer literacy of an older demographic, as well as the value they put in staying up to date on modern social tools. Sloan’s and Facebook’s research suggest that we are no longer divided into a world of either digital immigrants or digital natives: Instead, we are now all digital citizens.

2015: HR Creates Social Employer Brand Playbooks

Based on workers’ increased prioritization of ‘social sophistication,’ we can expect in 2015 to see more forward-thinking HR leaders make the connection between solid social media strategies and a competitive business model. And once they recognize that link, they will find themselves compelled to improve outdated HR policies.

2015 will be the year HR departments start creating “social employer brand playbooks” to gain… Continue reading on Forbes.com


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New Hiring Trends to Look Out for in 2015

Reblogged from SFGate
Author: Belo Cipriani

Thanks to the web and to social media, the world has become smaller and more transparent. And when it comes to separating personal information from business data, employees have never had a more difficult task. But just like workers have to now be more mindful about what they put on the Internet, businesses must also be more conscious of what their workers are saying about them. After all, with Glassdoor, even people who are in the interview process are able to shine some light into an organization’s inner workings.

Jerome Ternynck, founder and CEO of SmartRecruiters, a recruiting software startup in San Francisco, says that applicant tracking systems are phasing out as a result of a need for a more candidate-friendly experience.

hiretrends“The best companies,” Ternynck shares, “understand that recruiting is a sales and marketing function where the candidate is the Customer. The Customer! Not an anonymous applicant who needs to be tracked by a machine. As a result, we are seeing the emergence of a new breed of recruiting technology, more social, a lot more candidate-friendly and collaborative.”

And when it comes to those annoying brain teasers on job portals, Ternynck says they are ineffective and don’t provide candidates with the human touch.

“We need to bring recruiting back to its roots as a social activity, not an anonymous workflow where some algorithm gets to decide who we hire,” Ternynck continues.

Some Bay Area companies have already stepped away from the more conventional recruiting tactics and have begun to use more creative approaches to attracting candidates such as meetups, cocktail parties and creating more eye-catching posts on social media. Also, the way in which businesses promote their job openings has started to change in 2014 and will continue to do so through 2015.

Miki Johnson, co-founder of Job Portraits, a company that helps organizations promote their jobs via images, says that traditional block style job descriptions make the opportunity look like a business transaction—a total turn off to Millennials who want their jobs to be more than just a paycheck.

Job Portraits started in February of 2014 and has primarily been working with startups.

“We’re in the Bay Area,” Johnson says. “We have backgrounds with startups, and they are the ones growing fast enough to understand our value. We’ve worked with companies at a range of stages, but our sweet spot is a company that just closed an A or B round, since that’s often when the big growth begins and when they’ve probably exhausted their personal networks as a recruiting source.”

Johnson shares that the job portraits get funneled through social media and that the response to them has been positive.

So, for those who are looking for work or are planning to make a change in 2015, you can expect a more social experience in your search. How you present yourself in social media will continue to carry a lot of weight and organizations will possibly take you out of the stuffy interview room and immerse you in a social scene to see how you work in a team. Lastly, tools like LinkedIn and Glassdoor will continue to be great allies in the hunt for your next job.

View original article here.


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Are Any of These HR Productivity Killers Affecting Your HR Department?

 

Re-blogged from Human Resources Online

By Akankasha Dewan

As the traditional role of HR continues to evolve, one thing is clear – HR wants a more strategic role directly related to the business.

That was the key finding of a new study by BambooHR, which polled more than 1,300 U.S based HR professionals to gauge how they spend their time versus how they think they should be spending their time.

genuine-productivity-workThe report found the biggest perceived threat (29%) to an HR professional’s productivity is employee management, which included answering questions, resolving issues, employee recognition and discipline. More than seven out of 10 (71%) of HR professionals also stated they spend a lot or most of their time on such employee management issues.

This was followed by spending time on company compliance issues (54%), and recruiting (42%).

“HR professionals want to play a more strategic role in the company; they see their role and value as extending beyond minutiae like employee paperwork, payroll processing and routine trainings,” the report stated.

“They want to own the role of managing and overseeing company culture and would like to be more involved in activities such as workforce planning.”

In fact, workforce planning (40%) was also the number one task these HR respondents said they would like more training on, following by professional development (34%), and managing and overseeing company culture (32%).

Generally though, HR professionals are well trained. More than eight out of 10 (82%) of respondents have attended HR-related trainings in the last 12 months, and 67% spend an hour or more educating themselves on HR updates weekly.

The survey repeatedly stressed the need to overcome the gap between what the HR function is perceived to be, and what it actually wants to become.

“HR professionals overwhelmingly feel like it is management’s responsibility to make sure employees are happy in their jobs (65%) and that they are being productive (82%), rather than those tasks being the responsibility of either HR or other employees,” the report stated.

View original article and corresponding infographic here.

 


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4 Things to Remember When Using Tech Tools in Recruiting and Hiring

Re-blogged from ChicagoTribune.com

Written by: John Carpenter

hr tech2

Technology tools are surging into the world of hiring and recruiting but won’t succeed if they are misunderstood, misapplied or misguided.

So said a panel of recruiting experts gathered in the Loop late last week for a discussion called “Technology in Recruiting: Nuts and Bolts.” The Human Resources Management Association of Chicago sponsored the event.

Among the tech tools up for discussion were:

• Data analytics platforms that scour online data to screen candidates;

• Online assessments that evaluate everything from specific skill sets to potential fit within a company’s culture;

• Use of social media to build awareness of a company as a potentially good place to work;

• and video-interviewing services that range from traditional teleconferencing to automated-interview packages that collect recorded responses from candidates.

Panelists agreed that just as fancy technology can drive better results, poor management can doom it to failure.

The 90-minute conversation, at the Federal Reserve Bank of Chicago, offered a few things to remember when securing and adopting new tech solutions for recruiters and companies.

Technology is just a tool

Hireology CEO Adam Robinson sells data analytics to companies looking to improve their hiring. But they can’t replace smart recruiters and hiring managers.

“Data analytics are important,” he said. “But you’re never going to replace the human element in the recruiting process. The role of data analytics is to accelerate the funneling process.”

Creativity counts

Sometimes a little creativity, especially in the world of social media, goes a long way.

Mike Dwyer, director of talent acquisition and engagement for viaForensics, said he has encouraged his engineers to talk about the company in their social media networks and thereby has turned them into recruiters. He also said viaForensics, a mobile security company, uses hacking events to attract talent.

“Engineers love to solve problems,” he said. “We are a hacker company.”

Manage change

Even the best and coolest technology will fail if companies don’t carefully manage the implementation process.

Rick Rosario, senior talent acquisition leader for CDW, said his company recently adopted a new video-interviewing program designed to reduce the time hiring managers needed to screen candidates.

Yet upon implemenation, he said, hiring managers resisted the change.

“When you put people, processes and technology together, you have to address all three,” he said. “If you’re thinking about making an investment in technology, make sure you take implementation seriously.”

Metrics matter

Tech solutions cost money, so managers who want to implement hiring tools will want to emphasize to their leaders how much the company will save or what value the company will gain.

Rosario said he likes to quantify the value of his department’s work. If he’s recruiting for 10 new sales positions, each of whom will have a $1 million annual sales goal, he ties successful recruitment of those candidates to $10 million of the company’s bottom line.

Irma Long, director of global talent acquisition for Acco Brands, said her company adopted a new assessment tool for candidates, choosing one produced by IPAT, the Institute for Personality and Ability Testing. Now she said the company has less turnover, with higher scores on performance reviews.

“We’re a heavily metriced organization,” she said. “You have to be able to talk numbers with executives.”

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