Re-blogged from ChicagoTribune.com.
Written by: John Carpenter
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.”
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.”
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.”
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.”