Recruiters, You Could be Killing Your Employer Brand
A close friend of mine landed the job of her dreams last week. Competition was fierce, the testing process was exacting, and the interviewing process connected her with very impressive representatives of the firm. Yet when the offer package came, there was a significant typo, which could have translated into several thousand dollars of unintentional income to my friend. Of course my friend pointed out the error, and new docs were drawn up, but something sad happened in the interim.
Employee Referral Programs Using More Social Media
Employee referrals and social recruiting, which already began melding through Jobvite , Cachinko , and other tools, are growing even closer as new vendors enter the field and corporations test how well their jobs spread on Facebook and other sites. Jobster has tried this all before, as did H3 . But their mixed success did not mark the end of an era, but rather a foreshadowing of what was to come. A New York startup called Referrio is quietly entering this niche.
Disruptive Recruiting: Rethinking What Recruiting Is All About
They always say time changes things, but you actually have to change them yourself. - -Andy Warhol It is time to change the recruiting game. Someone has to reinvent a process that is aged, inefficient, and marginally successful in procuring high-performing employees. Over the past 20 years recruiters have been given magical tools starting with applicant tracking systems , then the Internet, job boards, recruiting websites, and now an array of social media tools.
How to Become a Corporate Headhunter
At Chicago’s SMA Symposium last month, I presented an updated version of my corporate recruiter scorecard. Here’s a link to the handout and the ranking form (when you get to the site, see my June 13 post, top center). Before you rank yourself, you should assign your target candidates into one of the following six buckets based on their level of business impact, personal growth rate, job satisfaction, and job-hunting status. This will allow you to quickly separate the strong from the meek, and from this, determine the appropriate recruiting and sourcing strategy to use
Advanced Employee Referral Programs — Best Practices You Need to Copy
Organizations that collect data on sources of hire consistently find that employee referral programs produce a high volume of high-performing hires with longer retention rates, and in most cases, at relatively low cost. Unfortunately, when it comes to managing ERPs, there are a handful of organizations doing it really well and a lot of organizations doing it dreadfully bad.
Implementing a Hiring Strategy to Maximize Financial ROI — Part of a Series
In earlier articles in this series, I made the contention that the average talent level of most companies hasn’t increased in the past 10 years. I contend that this is largely due to a follow-the-crowd or “blame some bureaucratic rule” excuse
What HR Can Learn From American Idol
I’m not a big fan of American Idol , but like a lot of people, I get sucked into the competitive aspects of taking a group of talented people and publicly narrowing it down until you have a single “winner.” This got me to thinking: what can we take away from this kind of competition? Have we learned anything after nine seasons of watching a singing champion chosen this way? Well yes, there are some pretty big lessons we can take away from American Idol — especially if you’re in human resources. At its core, American Idol is all about finding and promoting the very best talent — something that HR leaders do for their organizations every single day.
The Recession’s Lasting Legacy for Recruiting
As the nation and the world emerge from the depths of the recession, labor economists tell us that this recovery will be slower and bumpier than most Americans living today can remember. Like the Great Depression of the 1930s, this one will leave its scars on the economy and the national psyche. Employers will feel its consequences rippling through their workforce and their recruiting efforts, with effects lasting for years, if not an entire generation. What are the consequences for employers? What are the long-lasting changes the recession has wrought on the recruiting and retention of workers
