An Amazing Evening at the HR Department of the Year Awards

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An Amazing Evening at the HR Department of the Year Awards

scott-dave-and-john-photo-booth

(Left to Right) Founding partner Scott Rosen, and partners John Forde and David Pinette pose for a fun pic in the photo booth at the HR Department of the Year Awards.

The HR Department of the Year Awards was held on Thursday November 17th at the Crystal Ballroom in Philadelphia.  It was a great evening that began with a lively cocktail hour and networking.  With upwards of 300 attendees, the HR Community came together to honor some great companies in the Philadelphia metro area.

In its 18th year, the HR Department of the Year honors area HR departments in sharing in their finest triumphs, learning from their exceptional efforts, and recognizing how they have shaped the accomplishments of their organizations.

The awards were presented in 13 different categories.  We would like to congratulate all the winners!   We look forward to seeing you all next year!

If you are interested in learning more about the HR Department of the Year, visit HR DOY Awards.


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A Powerful Team – How CEOs and their HR Leaders are Transforming Organizations  

We are excited to announce that Scott Rosen has taken on the challenge of co-authoring another book, the focus of which will be how effective CEO/CHRO partnerships drive organizations to higher levels of performance.
The book is co authored with David Pinette of Challenger Gray and Christmas and John Touey of Salveson Stetson.
It will consist of interviews with CEOs and their CHROs and will get to the heart of what makes an effective partnership between the CEO and CHRO, and what benefits the organization derives from that relationship.
With so much negativity surrounding the value of HR, we believe strongly in elevating the credibility of our function and feel this is a powerful way to do so.
Below is the list of companies and their HR Leaders that will be included in the book.
 
   COMPANY               HR LEADER                  CEO
Tyco
Larry Costello
George Oliver
NFI
Nancy Stefanowicz
Sid Brown
Publicis Healthcare
Andrew Adams
Michelle Keefe
Citadel
Margolit Hilsberg
Jeff March
Rentokil
Scott Cook
John Meyers
TeleRx
Dave Desch
Linda Schellinger
Lassonde
Anne Novak
Mark McNeil
Ricoh Americas
Donna Venable
Martin Brodigan
Houghton
Kym Johnson
Mike Shannon
Virtua
Rhonda Jordan
Richard Miller
PMA
Andy McGill
Vincent Donnelly
Tekni Plex
Rochelle Krombolz
Paul Young
Teleflex
Cam Hicks
Benson Smith
SOME INITIAL FINDINGS
  • CEOs interviewed believe the HR leader should have a role in the organization equal to the COO, CFO, and other leaders on the business side of operations.
  • The HR leader’s and team’s understanding of the business has to be equal to or greater than their understanding of HR issues. The CEO needs to see the HR leader as an equal on the leadership team.
  • A major role played by HR is in finding out what employees truly think about the company and acting on that information to improve culture. A positive and engaged culture plays a critical role in driving results.

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Two Sides of the Story-Matching Clients with Contractors

The Rosen Group is one of very few firms in the NJ, NY, PA, and DE area that focuses on one, single area all day, every day – recruiting and assessing HR talent! We have a database of thousands of HR executives with a wide range of experience, expertise and talent at all levels all the way up to the VP HR level.

This article focuses on the experience of both the client and contractor, and how finding the right candidate to fit into your company’s culture is key.

Laura Pierce, HR Director from Houghton International for the Americas, started using the Rosen Group about 6 months ago to fill various HR positions.  Her experience has been excellent.  She described Scott Rosen, President of the Rosen Group, as extraordinarily knowledgeable.  The turnaround time in placing a contractor is very fast, and the quality of service is excellent.  Scott always provides a wide range of people to choose from.  She said the candidates presented “hit the nail on the head in terms of competencies”.

Recently Laura was looking to fill an HR Project role.  The position was filled with Margie McLaughlin, a long time client of the Rosen Group.  After being a client for 20 years, Margie now had the opportunity to become a contractor for the Rosen Group.

Scott spoke with both Margie to see what her interest was in the HR Project role and then submitted her as a candidate to Laura.  After 2 phone interviews Margie was hired. Margie says this new role is amazing!  She enjoys working with Laura and using her creativity and applying her knowledge and best practices to her new company.

Margie would recommend the Rosen Group to both clients and contractors looking for positions in the HR field.  “I have used the Rosen group for 20 years and have never been disappointed.  Now, as a contractor, it was a very pleasant experience.  I couldn’t recommend the Rosen Group more highly!”

As you can see, this was a great placement!  Both the client and the contractor are very pleased with the overall experience using the Rosen Group.  In the end, Laura Pierce said, “I am always impressed and extremely happy.  I will go to the Rosen Group first for help filling HR roles.”

We want to thank both Laura and Margie for sharing their experience with Scott Rosen and the Rosen Group.  It’s always a pleasure to hear the great experiences of our clients and contractors.  If you are in need of filling an HR role, or looking for contract positions in any area of Human Resources, we would love to hear from you! Please email rosengroup@rosengroup.com to connect with the Rosen Group.

If you have an experience you would like to share (as a contractor or client), please contact our Marketing Manager, Lynda Cusano.


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Building Strong Relationships- Meeting a Client’s Needs Across the Miles

The Rosen Group is one of very few firms in the NJ, NY, PA, and DE area that focuses on one, single area all day, every day – recruiting and assessing HR talent!  We have a database of thousands of HR executives with a wide range of experience, expertise and talent at all levels all the way up to the VP HR level.  So it was no surprise when a long time client who moved out of the tri-state area reached out to the Rosen Group when she needed to fill an HR position.  While our primary focus is the Delaware Valley, this is a story how strong relationships can expand business and continue to fulfill a client’s needs.
Alicia Brill, Director of Human Resources at Georgetown University Hospitals, first started working with the Rosen Group in 2002 while she was working for Lourdes Health System.
When Alicia initially made the move to Georgetown, she needed help filling an HR position.  She immediately thought of the Rosen Group, and Senior Recruiter Marlyn Bennett.  Marlyn found candidates in the area online with the help of social media, and she filled the position with a great candidate.
The relationship that Alicia and Marlyn built continues to thrive.  When a new pilot program was introduced to use contractors instead of hiring permanent employees, Marlyn came through again by providing contractors who had superior customer service skills and kept everything going even with the steep learning curve for the positions.
Alicia went on the say that the Rosen Group provides a specialty service in focusing on HR people which is a very valuable selling point.
In closing Alicia spoke about the Rosen Group overrall, and her primary contact Marlyn Bennett.  “Marlyn just gets it.  Especially when you’re in a pinch.  I would call the Rosen Group no matter who I’m with.  Marlyn does it all!”
We thank Alicia for taking the time to share her experience with us. If you have an experience you would like to share (as a contractor or client), please contact our Marketing Manager, Lynda Cusano.

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Contractor Placement Experiences with the Rosen Group

The Rosen Group is one of very few firms in the NJ, NY, PA, and DE area that focuses on one, single area all day, every day – recruiting and assessing HR talent!  We have a database of thousands of HR executives with a wide range of experience, expertise and talent at all levels all the way up to the VP HR level.  One of our recent placements discussed her experience with the Rosen Group in a brief interview with our Marketing Manager, and we wanted to share that with you.  Here is her story:

Donna Mims was placed as a Talent Acquisition Specialist at Thomas Jefferson University and Hospitals in October 2015.  This is not the first time she has used the Rosen Group services to find contract positions.  Her first experience was actually on the other side of the coin- as a client in need of hiring a contractor about 8 years ago.  Since then, she has worked with the Rosen Group to be placed in various contractor roles.

Donna says that she likes working with the Rosen Group because we are subject matter experts.  The positions in HR are easy to find and we match candidates with positions that fit their skillset,  The interview and placement process was “easy” according to Donna.

In her current position, she enjoys recruiting and sourcing candidates for patient registrars and certified medical assistants.

When asked if she will continue to use the services offered from the Rosen Group, her response was “Definitely!”

In closing, Donna said, “The Rosen Group is a very good company, they have been around a long time, and have some of the best client groups to work for. I would recommend to anyone!”

We thank Donna for taking the time to share her experience with us. If you have an experience you would like to share (as a contractor or client), please contact our Marketing Manager, Lynda Cusano.


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How The Rosen Group Began- Part II

In 1997, a few years into the business, I came up with an idea to create an awards program for HR departments.  I felt that HR got a lot of criticism but not a lot of kudos.  I started the HR Department of the Year Awards and we have been going strong for 18 years now.  Many companies have participated and its been a very successful program and continues to be so.

doylogoHR Awards

From 1995, when I started the business, to 2001 was a period of huge growth not only for us but for the economy in general .  This was the internet bubble.  I had hung a picture of the cover of the Inc. 500 in my office and made myself a commitment to get on the list.  I met the goal in the year 2000.  The award is based on 5 years of explosive revenue growth, we were number 146.  I had about 15 people working directly for me and close to 100 contractors.  I thought I was invincible.

However, what goes up must go down.  After September 11th, the economy went into a recession and my business crashed, along with the internet bubble and a lot of other businesses.  I had to take apart what I had built and lay off many of the core team.  It wasn’t pleasant.  But many of you in the HR profession understand the expansion and contractions of business, and the impact on people.  Just talk to our friends in the outplacement business.

In retrospect I took the contraction way too personal, and it affected me greatly.  We went through a very slow period for several years, but eventually the business started to come back again.  We had another explosive growth spurt from 2003 to 2008.  Around 2005, I decided that I was getting bored with the business and I wanted to start another business,  I started a holistic learning center called Transformations.  I left the core business and hired someone to run it while I tried to bring holistic health services to the area.

My idealism was admirable, but my business timing couldn’t be worse. The great recession was starting.   My core business crashed again, and I couldn’t get the holistic center on a path to  profitability.  I was burning cash in both businesses.  In 2009 I closed down the holistic center and went back to the core business.  I held on until the great recession ended, and we started to recover around 2010.

During this period I decided that I wanted to write a book .  I ended up writing a book called “Wisdom at the Top” where I interviewed 35 CEOs about leadership and wisdom.

9781452035123_cover.indd

One of the main themes from the book related to HR were that the most successful CEOS get the importance of HR and value what the function does for the business.  CEOs included Bill Mcdermott of SAP, Dave Yost from AmerisourceBergen, Howard Stoeckel of Wawa and Joe Frick from IBC .

From 2010 to today, I decided to keep my model simpler.  I made a commitment to just focus on HR staffing.  Many companies try to be everything to everyone, and I didn’t feel that was effective.   We have a small core team consisting of myself,  Marlyn Bennett my Recruiter, Sherri Meyer my Office Manager and Lynda Cusano my Marketing person.  I do sales, marketing, ops, finance.  I like the diversity.  We utilize contract recruiting support when we need it.

I am grateful to my family for their support, to my staff, to my strategic partners,  to my clients and candidates and placements and to the HR community .  At 56, I’m healthy and engaged in life and my business and I look forward to another 20 years (at least).  The logo will then look like this-

40 year logo

 


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How The Rosen Group Began

I cant believe that 20 years have gone by since I started The Rosen Group.  A lot has happened in the last 20 years. In 1995 the internet craze was just beginning. Braveheart with Mel Gibson was a popular movie.The Grateful Dead broke up. The Dow Jones closed above 5000 for the first time. OJ Simpson was found innocent.

I thought I would just share a bit of history about the business,  my business model, my keys to success, what I learned from my mistakes and some important influences on me. I will do this in several parts.

When I voluntarily left corporate America in 1995 to start The Rosen Group, I didn’t intend to create a staffing business focused on placing HR Professionals.  My original goal was to build a HR Consulting Practice. At the time, I also wanted to build something larger than just me. I wanted to provide services to as many companies as possible and I envisioned hiring staff eventually to assist me in doing that. I had that “vision” thing.

My father had his own business and so did many of my aunts and uncles so I also felt like I had the entrepreneurial gene. I got the itch while working for corporate America in HR and started to feel like I didn’t fit in anymore and that I didn’t want to continue to climb the corporate ladder.  When I was working at General Electric in HR as an HR exec I was approached about moving to California to take on another HR role.  I just didn’t feel excited about it. It was then I knew that it was time to plan my exit.

I started the business out of my spare bedroom in my home in Cherry Hill NJ.  I called it Suite 210.  I couldn’t afford office space at the time.  I took out a $25,000 credit line to fund the business. I will add that my wife Risa, wasn’t all that thrilled with the idea of me leaving a good HR position to start a business.  I convinced her that I would give it a try for 6 months and if it wasn’t working I would go back and get a “real” job. She reluctantly agreed.

I started calling on HR folks who I knew and they told me they didn’t need another consultant but they did need a pair of hands to help them with recruiting, generalist work, compensation and benefits admin, compliance etc.   I started to realize that if I could find high quality contractors to come in and do that work for these companies, I might have the beginning of a niche.  And that’s what I did.  Before too long, I had about 10 contractors working for me at various client sites in corporate hr departments doing HR work. I also was getting requests to do direct hire searches for HR Managers, Recruiters etc (they didn’t call them Talent Acquisition Specialists at that time).

My twins (who are now 17) were three at the time and we had a golden retriever named Katie. I was interviewing candidates for contract and direct hire positions at my house. Candidates were coming in to the house and stepping over my golden retriever and my twins. The candidates thought it was great.  My wife not so much. She gently suggested that I start to look for some office space which I agree was the right thing to do.

-Scott Rosen, President, The Rosen Group

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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