Category Archives: Recruitment Strategy

5 Essential Steps To Building An Effective Talent Pipeline

Image result for recruiting pipeline

The stability of your current and future talent is a major indicator of your business’s success. Businesses need to define, attract and develop the right mix of critical talent to support and their growth. Unfortunately, many businesses wait for employees to quit before searching for replacements. This reactive process sets them behind on finding the best talent for their newly vacant positions.

To ensure a flow of the right talent for these roles, businesses need proactive talent pipelines. This means maintaining a continuous stream of growth with candidate relationships. Why is this important? Because it means you’ll have an ideal candidate ready to fill the gaps in your business when you have someone unexpectedly quit or if you suddenly achieve levels of growth you weren’t previously prepared to handle.

Flipping the point here, a lack of proactive recruitment and sourcing can compromise your existing team and limit company growth. No matter which industry you’re in, it’s critical to have a talent pipeline or candidate relationship framework in place to support your hiring needs. Here are some essential steps to build and optimize your talent pipeline:

1. Plan

To build an effective and proactive talent pipeline, it’s essential that recruiters understand their company’s strategic direction both in terms of current needs and plans for growth. Before building a sourcing and recruiting plan, it’s important to understand which roles are critical to reaching your business goals. Take time to map out where your hiring needs are and where you expect them to go to gain visibility for any future growth and expansion plans or planned projects. Analyzing both the future needs of your business and the key roles that will aid in reaching these goals will help you prioritize where to focus your hiring efforts.

Another important consideration to make is employee departure. What would happen if your key team members ever decide to leave? What if they leave mid-project or mid-quarter? These topics will reveal any gaps in your current talent pipeline and will help you map out your succession planning strategies.

Identifying immediate areas of improvement like sources of hire, turnover rate by department, open jobs vs. filled positions, time to hire and the offer-to-acceptance ratio and leveraging these metrics helps measure the success of your current talent pipeline plans. For example, say you find some great candidates, but your offer-to-acceptance ratio is low. You may need to rework your package offering or employer brand to increase those numbers.

2. Attract Talent

This step focuses on creating an employer brand to help potential candidates choose you as a target employer. With regards to employer brand, one important thing to note is the drive and motivation of the talent coming in. Ever hear the phrase “too much of a good thing can be bad?” It relates to employer brand because sometimes having a great employer brand can attract talent that is interested in your culture, but not the work you do. With a great employer brand comes the need to make sure the talent you’re attracting actually fits the scope of your work and your firm’s needs.

Your employer brand describes what kind of employment experience you offer, but also how it relates to the work you do. Just like your internal corporate values, your brand won’t be for everyone. Instead, it should inherently attract those who relate to it and encourage others to look elsewhere. You can also apply for employer awards (such as the Best Places to Work) to help build your brand.

Another aspect of attraction is reaching out to future employees in order to expand your potential talent pool. Some companies have gone to extremes to do this. Many businesses rely on a push strategy for recruitment by listing roles on job boards or actively contacting talent on LinkedIn. Attracting the right people through a pull strategy reduces the time your teams need to spend actively finding talent to fill your pipeline.

3. Assess Candidates

There are many simple, customizable assessment instruments that can supplement management’s judgments with quantitative

data regarding a leader’s performance and values. Multi-rater approaches are the most valid and help to overcome resistance by the person being rated. Quantitative data helps you validate nominations to your high potential pool. For example, a “micro-manager” may be very successful when working with subordinates; however, in a peer group of other managers, the peers may rebel against the micro-managers style.

Do not compromise your standards when you are identifying future leaders for your company or hiring frontline employees for that matter. Conduct periodic reviews of your talent to ensure that your plans are on track and the right people are still being developed and rewarded appropriately. Use this review process to help design individualized development plans for your high potentials.

4. Train and Develop

Building your talent model pipeline isn’t just about finding the right people — it’s about the ongoing development of your teams to put them in the best position for success. After you’ve identified assessment criteria, you can build a dedicated program that will address any skill gaps and provide ongoing training opportunities for development. This could include internal and external coaching, cross-functional experiences and internal assignment opportunities both nationally and globally.

Your business can have multiple programs, such as regional or global leadership development programs, or dedicated executive training programs. Regardless, ensure you develop a brand and identity for your program, and communicate it widely so all team members are aware of the initiative. This program also serves as a great selling tool to attract future talent to your business.

5. Monitor Efforts

Finally, you must evaluate the effectiveness of your talent pipeline model and identify future areas of development. Set KPIs for different areas and monitor outcomes to measure success. It’s important to note some KPI’s are based on metrics while others are based on soft skills. Show the effectiveness of your employer brand can be measured by the interest you receive for available positions, while development programs can be measured by employee turnover rates. Review your outcomes on a regular basis. We recommend at least every six months, but adjust the timing to fit the needs of the business.

Additionally, be sure to identify who the top talent is and reward them accordingly. Tell your top performers who they are, thank them for their contribution, give them exposure to your top management and ensure that they are challenged. Non-cash forms of recognition can serve as a powerful retention tool.

Recruiting Passive Candidates in the Job Hopping Era

When we talk about talent acquisition, we typically use the active voice. HR leaders utilize data in the most effective ways. Recruiters pursue the best candidates via the latest technology. Sometimes we even go hunting…for purple squirrels, that is. And while it’s incredibly important for recruiters to stay (pro)active, there is a passive elephant in the room we need to discuss.

Approximately 75% of global candidates are considered passive job seekers. These people are employed, and not actively looking for new opportunities. If the majority of the workforce falls into the passive category, it’s safe to assume the majority of top quality hires are passive, too. In this post we’ll look at passive candidates in more detail, and why recruiters should pay close attention to them.

What Is A Passive Candidate?

Passive candidates are distinct from active ones in that active candidates are searching for a job. They may or may not be unemployed, but they are far more motivated than passive candidates. Which is part of what makes recruiting a passive candidate so difficult. Talent acquisition leaders have to make an extra effort not only to identify quality passive candidates, but also to reach out to them and establish a connection.

Today’s passive candidates are especially fickle. The economy is slowly bouncing back, and candidates of all ages have become used to more choice, more flexibility, and more control over every aspect of their lives. While a passive candidate may be thankful just to have a job today, the concept of job hopping has become so normal that the loyalty of staying with one company for years, even decades, no longer holds a person back from considering a new job.

And yet the number of passive candidates remains high. Familiarity may breed contempt, but comfort breeds complacency. Many passive candidates may be open to a new job, but as long as they have a steady paycheck and intriguing office gossip, they might not make the switch from active to passive. This is where engaging recruitment strategies need to step in.

Why Do Recruiters Want Passive Candidates?

Passive candidates are attractive to recruiters for many reasons. If they already have a job, they probably have skills and knowledge that are important to other employers. And being employed, they can already guarantee some level of experience in the work place. Plus, there is a good chance a passive candidate will not already be interviewing elsewhere when you find them.

And as the population ages, recruiters are finding passive candidates more likely to be Millennial workers than ever before. By the first quarter of 2015, the number of Millennial workers rose to 53.5 million, passing their Baby Boomer colleagues and catching up to Generation X, to make up 34% of the workforce.

Millennials are perhaps the most likely candidates to switch jobs sooner rather than later, and so recruiters would do well to focus on quality hires among this group. As of January 2014, the median tenure for employees of all ages was 4.6 years. But among workers ages 25-34 (34 is the high end of the Millennial age range today) that figure drops to 3 years. And it gets even lower among their younger counterparts.

Passive candidates are already attractive to recruiters. But if those candidates are more likely to be Millennials, and less likely to stay in their current job for the long term, HR leaders would do well to target them before someone else does.

Be the Company Passive Talent Wants to Work For

If a passive candidate is identified as a quality hire to your company, it’s time to get proactive. Forward-thinking recruitment strategies that can forecast future needs and extend engaging employer branding across all channels will be in the best position to attract passive candidates.

We already know passive candidates are not necessarily looking for a new job. On top of that, they may not have even heard of your company, or they might think you’re not hiring. Recruiters should focus on engaging passive candidates in a way that excites them about the company, and makes them want to learn more.

The strategy should be approached in a very inbound marketing type of way. It has to have elements of great content, nurture marketing, search engine optimization, social media marketing, and so on. Referral incentives are also a must here. Job seekers—passive or active—should be treated like any other consumer or potential buyer, which means you’ve got to be in the right (digital) place at the right time. Plus, recruiters have to be equipped with the skills to convert casual lookers into something more if given the opportunity.

No matter how you locate, and reach out to passive candidates, it’s important to remember how much your employer brand will play a role in the process. You can’t just turn your best side towards the camera and smile–passive candidates probably won’t approach you (unless enticed), and you definitely can’t expect them to do all the work for you. Being proactive means most things you do now will pay off in the

Improve Your HR Metrics by Harnessing the Power of Data

Word cloud for Employer BrandingCompanies like FitBit have made us addicted to data. If you want to lose weight, you can use data to better understand your sleep and activity habits, and then make changes to reach your goals. By simply wearing their product and choosing from an array of applications, you are provided with eye-opening data, and even a bit of fun in the process.

So why not use data to attract more of the right candidates and improve your bottom line?

Employer Branding and Your Bottom Line

The concept of Employer Branding is fairly new to many people, but the return for companies that invest in this area deserves consideration. Take a look at these statistics from a LinkedIn study on how a great Employer Brand can improve your company’s bottom line:

  • 28% reduction in the organization’s turnover
  • 50% cost per hire reduction
  • 50% more qualified applicants
  • 1-2x faster time to hire

Source: LinkedIn study.

Accurate data analytics with actionable insights provides the key to unlocking this kind of value.

Let’s go back to the FitBit example. Imagine having that experience with your Employer Brand. Insightful data about your strategies, your social influence, proof of your ROI; all of these things and more are possible when you harness the power of data analytics.

Recommendations for Getting Started with Employer Branding

Working along with the analytics, here are a few recommendations for measuring and improving your Employer Brand:

  1. Figure out what the ‘finish line’ looks like. There are general goals that can be achieved by managing a great EB, but it’s time to get specific. What type of candidate are you looking to attract? Is your EVP (Employer Value Proposition) clear and communicated effectively? Answer these questions first and then plan your strategies and tactics to support those goals.
  2. Choose, measure and track what matters. As you move forward, decide on KPI’s (Key Performance Indicators) related to your people and culture goals, and then track them as you implement your changes.
  3. Implement changes based on your data and current research. Trends that appear in your data, or in relevant research in the field (eg. The LinkedIn study above) will bring opportunities for change, so it’s important to always be open to trying new things like employee generated content, videos that openly share who you are without too much production, and other ideas that may be outside of your norm
  4. Reap ALL the benefits of a great Employer Brand. After you’ve put in some serious work on points one through three, you’ll begin to see a return on your Employer Brand investment. Follow your key HR metrics (see examples from the LinkedIn list above) from start to finish and you’ll see the positive effects that a great Employer Brand has on your bottom line.

Start Small, Start Now

The concept of Employer Branding is gaining momentum all over the world, in companies of all types and sizes. Employers are quickly recognizing the return on investment here, in areas like employee retention, engagement, and ultimately, their bottom line. Whether you are a team of one or one-hundred, you can start small, but you should start today.

Zero Fee Recruiter is a new and better way to find great talent.

We are the world’s largest passive candidate marketplace. We provide you with only qualified and verified professionals that we have vetted for each position you are looking to fill.

ZFR focuses on passive candidates that we source through our proprietary system, “Reach Out”, and this enables our team to reach candidates that are not actively looking.

We guarantee results! It’s that easy…

How Hiring Contingent Workers Can Solve Your Hiring Challenges

Contingent WorkersAccording to a 2013 Addecco Staffing survey, 92% of executives believe there is a very real “skills gap” that prevents employers from finding and hiring top talent. Many thought leaders in the recruiting and staffing industry have weighed in on whether the skills gap is real or imagined. But it’s clear that in certain sectors, such as STEM (science, technology, engineering and mathematics) there are not enough workers with the desired skill set available in local talent pools. In response, many organizations have sought to get creative. Some employers have sought to reach beyond local talent pools, hiring workers located abroad. Others have sought to train existing employees to embrace new skill sets, and others have turned to hiring contingent workers to obtain the talent they need.

The Manpower Group estimates that contingent workers will grow to 64.9 million workers in America by 2020. Particularly in the healthcare field, where jobs such as registered nurses have spiked in demand by a whopping 34.6%, contingent workers have become a preferred solution to close the skills gap. As the American economy continues to improve and workers increasingly value flexibility in their work, the contingent worker trend shows no signs of slowing. Employers seeking to fill difficult positions are increasingly embracing this trend. But do you know how to hire these contingent workers strategically?

Strategically Hire Contingent Workers

Contingent workers have become one of the leading ways organizations fill vacant positions. In the healthcare sector, these workers are available to help already overworked staff address growing concerns regarding patient care. These workers provide the necessary support that hospitals need during busy flu seasons, community health programs, and more. But hiring contingent workers and managing them is no easy feat. Many organizations have found that recruiting, training, on-boarding, managing and off-boarding them can be extremely costly and difficult. Try the following tips to hire and manage your contingent workforce better:

  • Use a Vendor Management System.  Vendor Management Systems (VMS) are a growing trend in managing contingent workers. This technology has grown in popularity because managing contingent workers and managing risk has become extremely difficult. With so many moving pieces involved in a contingent work assignment, many organizations find they are unable to develop transparency and risk management strategies on their own. VMS providers are able to offer software that solves this problem with centralized data management, vendor classification, contract and data storage, payrolling capabilities, and more. VMS systems allow organizations to gain a comprehensive view of their risk, costs, and data and to manage it proactively.
  • Partner with a Contingent Workforce Management provider. In order to hire contingent workers, many organizations must keep lengthy lists of staffing companies in the hopes of obtaining the talent they need. Using one supplier to manage the hiring of contingent workers simplifies the process and saves organizations money. Under this model, one supplier would manage multiple staffing companies. Using a vendor neutral approach, this allows organizations to obtain the best talent at the best rates and best contingent workers. Staffing suppliers are better able to determine organizations’ needs under this model, proactively competing to provide the best talent at the best rates. With a dedicated program manager, staffing suppliers are also better able to forecast placement, working to develop targeted talent pools.
  • Develop strategic labor strategies.  When hiring contingent workers, it’s important to have an overall strategic labor strategy. Stakeholders should meet to define the size and scope of the project requiring contingent workers, which roles are critical to its success, budgetary guidelines, and opportunities that may exist to hire contingent workers full time after the assignment has ended. Often, contingent workers are highly skilled workers who seek autonomy and flexibility in their work environment. Organizations that can provide these options could find they are better positioned to hire these workers after their assignments end. In many cases, organizations find this to be a wonderful recruiting tool for their next great hire. A solid labor strategy will help identify these opportunities, reducing vacancies in the organization as a whole.
  • Develop a system for performance management. Once contingent workers are hired, it’s important to check in and see how they’re doing. Because these workers are often project based, clear guidelines must be established to determine what a successful assignment would look like, how the talent will be evaluated, and how contingent workers will be managed if they’re not accomplishing project goals.

In many industries, organizations are facing an uphill battle to hire during a skills gap. With the addition of contingent workers, this makes hiring in these industries easier with opportunities for organizations to save time, save money, and to effectively manage risk.

Zero Fee Recruiter is a new and better way to find great talent.

We are the world’s largest passive candidate marketplace. We provide you with only qualified and verified professionals that we have vetted for each position you are looking to fill.

ZFR focuses on passive candidates that we source through our proprietary system, “Reach Out”, and this enables our team to reach candidates that are not actively looking.

We guarantee results! It’s that easy…

5 Ways to Get Your Candidate Experience Right

5 WaysThe acquisition and development of new skills is a key priority for most organizations. The effective recruitment of new employees and retention of existing talent in a labor market in which unemployment is falling, opportunities are increasing and salaries are starting to rise, provides challenges for all recruiters and HR teams.

For the public sector this challenge is intensified. The most sought after skills are needed by organizations in all sectors and at all levels, meaning that the public sector is competing with others for the same talent, and also fighting to keep the people it has from being tempted elsewhere.

The way that job seekers approach the market is also changing. More searching is done on mobile devices and at all times, not just core office hours. These searches aren’t just restricted to open vacancies but now include finding out what type of employer the hiring company is. There are sites where job seekers can rate their interview experience, sharing some of the questions asked, and also offer views on their employer. Rejected applicants can write about their experiences too. Social media platforms increase the range of channels through which hiring organizations can share the messages showing what type of business they are to work for.

In a competitive recruitment market, where skills are in demand and options available across sectors, first impressions count. The way that organizations go about attracting and recruiting new employees sets an expectation for the eventual employment experience. It can also be a differentiator for candidates with multiple options. Rejected candidates are now also part of the recruitment ecosystem. They are a source of referrals and whilst their background may have ruled them out at present, they could become relevant in the future, so the way we treat them is important. The candidate experience isn’t just about the people we hire but also the ones we reject, whether it’s at application stage or later in the process.

The benefits of a giving a good candidate experience definitely repay the investment in making it happen. It’s a differentiator for those who are in demand and creates advocates of those who aren’t an exact match. The private sector treats job applicants as consumers, knowing that those they reject still purchase their goods and services, so the public sector needs to treat them similarly or risk losing out on the talent it needs.

For public sector employers competing with private sector organizations for key staff, a positive candidate experience can create a real advantage. Here are five ways to make sure you get it right from the start…

Road test your recruitment process
Do you know what it’s like to be an applicant for one of your roles? Find out by applying. The key things here are ease of use and speed of communication. Most candidates are time pressed and want to give just the information necessary at the application stage. They need a quick acknowledgement and some idea of the length and make up of the process. If applications won’t be processed until a certain date make sure they know, and also communicate if they haven’t been successful. And above all else, remember that at least half will be applying from a mobile device, probably during a commute or another time when they may have patchy connectivity, so the process needs to be mobile friendly and concise. Ask them lots of questions, and they’ll probably drop the application.

Well-written job postings
Most job seekers, particularly those with sought after skills, want to know what’s in it for them. They don’t apply to a checklist of competencies and achievements but to an opportunity to be a part of an organization’s vision and values, in a role that will give them new experiences and challenges. Make it a job proposition and use the job posting to paint a picture, portray the scope of the role, how it fits in and what difference it will make. Make it realistic too – successful candidates who find the role not matching expectations may not stay around too long. A well-written advert should also cut down on the number of applicants, by attracting those who are most relevant.

Interview experience
In a competitive market the chances are that some organizations will reduce the number of interviews to get their person quickly meaning sought after candidates are unlikely to be available for three or four rounds of interviews. Hiring managers need to be aware of this and should be investing the same amount of time in preparation as the candidates. Do you know how the hiring manager interviews? Or how they sell the opportunity? Check by having them interview someone in HR or the recruitment team, or sit in on one of their interviews. Job applicants now rate their interviews online so stories of cancelled appointment slots, late starts or ill-prepared interviewers can put many off from applying. The time invested in finding the right person can be very indicative of decision making in the wider business.

Keep them informed
Candidates always want to know where they are in the process and have feedback on how they are performing. They may well be pursuing a few opportunities and will look positively on those that keep them informed, acknowledge correspondence, advise them on the length of the process and always give information on the next steps. Lack of communication, and feedback, is usually the number one reason why candidates think they have had a poor experience so everyone involved in the recruitment process needs to be comfortable communicating. Hiring managers in particular need to understand the importance of timely, constructive feedback and be prepared to offer it.

The process of on-boarding should start when the candidate applies for the role. It may be an email, or application through a third party site, but one of the applications received will be the hiring company’s next employee and possibly one that will be bringing some much needed new skills and experience into the organization. Problems in a new role usually occur within the first few months, and will almost certainly be down to an expectation mismatch regarding either the position or company culture. The best on-boarding processes offer a personal, high touch approach involving the hiring manager and any other employees involved in the recruitment process.

Simplicity, speed, transparency and communication are all crucial to a positive candidate experience that engages and attracts the best candidates.

Zero Fee Recruiter is a new and better way to find great talent.

We are the world’s largest passive candidate marketplace. We provide you with only qualified and verified professionals that we have vetted for each position you are looking to fill.

ZFR focuses on passive candidates that we source through our proprietary system, “Reach Out”, and this enables our team to reach candidates that are not actively looking.

We guarantee results! It’s that easy…

Role of Senior HR Leaders in Modern Organizations

Role of Senior HR LeaderOver the last decade, HR has evolved through various phases. It started from protecting the women employees in the industrial environment and gradually changed to hiring, attendance, compensation, and later to motivation, selection, assessments, etc. With time and experience of these professionals in their work, job titles of HR business partner or Senior HR Managers were created. To have a business impact in today’s economy and build sustainable organization, the present senior HR leaders have to focus on some of the critical areas and be the change makers of the organization.

Define the Purpose

Most of the present day organizations are struggling to explain (to the candidates as well as employees) why they exist. The purpose driven organizations have an inspired brand, which moves around distinctive, authentic and inspirational ideology. Experienced HR professionals are expected to design policies which both employer as well as employees are liable to follow. Through these policies they need to define work culture, organizational goals, performance indicators, salary structure, leaves and other such related areas.

Imbibe knowledge on Talent Recruitment

Recruiting right talent has been a tricky business since ages. Senior leaders carry a long, tried and tested experience and are well aware of the good, bad, and ugly of the HR world. However, junior HR professionals might succumb to pressure situations and end up recruiting misfit employees through miscommunication and even redundant job description. This results in higher attrition rate and sour employer-employee relationship. HR leaders should create, market and sell the value proposition, which reflects the true culture and the reason for candidates to join the company. Senior HR’s should keep on training young talent on how to crack the recruitment mystery.

Align employee goals with organization goals

Employees should know their purpose and how it is connected to their job, department and organization’s purpose. To build a successful and sustainable team it requires unified team effort. All the departments and teams should know how their efforts are aligned with the organization. The experience of senior HR leaders is most crucial here to make sure that the alignment is driving the business in the right direction and getting the best results. Along with they can easily handle if some employees are resisting the change.

Focus on building Employee Strength

Being new to the job, junior HR’s might be handling a lot of transactional work, as it is also necessary for them to learn and grow in this profession. One important area that might get ignored here is to build employee strength. This is one area where senior HR managers can step ahead to apply their experience in development and engagement of the employees; and motivate them to achieve the best results. Strength, which is comfortably developed, can be changed into world-class performance.

Implement best tools in the organization

Throughout their work experience, senior HR leaders are aware of how manual management of recruitment and other HR activities is time wasting, money consuming and most frustrating task. This is where leaders should initiate and pass on their knowledge of must have HR tools in the organization to help recruiters achieve their task.

Ethical Recruitment

Ethical recruitment helps recruiters to become trusted employees of an organization, where recruitment is to be made on the basis of merit and not on recommendation. A strict policy and regular trainings from HR leaders is mandatory here to make their organization a trusted employer. Ethical recruiters should build a profile for each post, which are based on a scoring system and not just based on personality. It is important to give the organization a fair and honest view of the candidate, and vice versa.

Zero Fee Recruiter is a new and better way to find great talent.

We are the world’s largest passive candidate marketplace. We provide you with qualified professionals that we have contacted and vetted for each position you are looking to fill. We deliver only candidates that are interested in the position, are available in your location and have agreed to your salary range.

ZFR focuses on passive candidates that we source through our proprietary system, “Reach Out”, and this enables our team to reach candidates that are not actively looking.

We guarantee results! It’s that easy…

4 Ways HR Can Help to Hire and Retain Employees in 2016

Hire and Retain Employees in 2016HR teams are being asked to do their jobs in a very different organizational environment and do them more quickly than ever before.

The world’s biggest firms are bigger than they’ve ever been, and run by more decentralized decision-making.

Their employees work in more countries than before, often do jobs that are more specialized, must collaborate with each other more than they did five years ago to complete the same task (launch an updated version of a product, say), and – given they work in more dispersed, less centralized and hierarchical structures – must compete harder for promotion opportunities too.

A harder job for HR

This makes life hard for heads of HR and their teams who must attract, engage, and retain employees asked to take-on more decision-making responsibility in a more dispersed organizational structure, develop a wider range of skills, and work with a large array of people that they often don’t know or share a common culture with, and with whom they have no formal reporting or management relationship.

It must feel a bit like asking a sheep dog to start herding monkeys; once, each group of employees was fairly homogeneous and would respond in predictable ways, now senior managers want employees to be more independent, more interdependent, and still all adhere to a common plan.

And, while HR teams have a harder job, they are also under pressure to do it more quickly.

Working with and talking to thousands of functional executives this year, CEB staff have heard some version of the same refrain again and again: “It seems more difficult to get stuff done; we just feel really slow.” The size and complexity of firms, and the need for managers to collaborate with so many people, has slowed the making of important decisions just when it needs to speed up.

A fast decision isn’t a worse decision

Often, managers think that if they want to speed up decision-making, they must also be prepared to make worse decisions.

For example, a recruiting decision could be made more quickly but without getting as much internal input or spending as much time ensuring the candidate “fits” with the organization. They think they must trade off making a fast decision to ensure they make the right decision.

But, as much as our work this year has shown that executives worry about how long it takes to make an important decision at their firm, the work has also shown that “fast” for “right” is a false trade-off.

HR teams feel this fast/right conundrum in many parts of their work, but there are eight in particular they can speed-up decisions without getting them wrong. Four will be covered in this post and four in the next post in the series.

4 ways HR can speed up decisions

1. Compete for talent more intelligently — Organizations increasingly need highly specialized roles and skills regardless of the industry they operate in. But many HR teams lack the right data, or the right ability to use it, to find such people and hire them.

They must first take the time to understand and anticipate what types of skills they will need in the future; this will pay dividends later. They must also understand how to use talent analytics cost-effectively to find the people best placed to fill these roles.

And, finally, they should concentrate on non-traditional labor markets they may have overlooked (in an adjacent industry, say).

2. Streamline the recruiting process — The average time it takes for a recruiting team to fill a position has risen substantially in the past five years. Most human resource functions have a big opportunity to speed up hiring without compromising quality.

More complex hiring requirements have complicated recruiter workloads, recruiting processes, and hiring decisions. As a result, the average time to fill an open position is at 63 business days – 21 more days than it was five years ago.

This can mean less savvy firms lose talent to competitors and waste an average of $8.5 million per 1,000 vacancies in lost productivity and additional recruiting work.

Many companies try to combat this by giving recruiters more: more resources, more policies, more tools, and more information. But it rarely works. Instead they should look to streamline the recruiting process itself. Recruiting teams should take three steps:

  • Realign resources for recruitment to focus on speeding-up hiring for current and future posts.
  • Identify and remove hidden process inefficiencies that slow down hiring.
  • Slim down the amount of information and stakeholders that influence hiring decisions, and learn how to manage it better.

3. Don’t ask employees to “own” their careers, partner with them instead — Two-thirds of companies will face an internal skills shortage in the next three to five years, and only 30% of employees are satisfied with the future career opportunities at their organizations. This makes it imperative that HR teams engage and retain the right people to staff the roles the company needs in the future.

To do this, 90% of heads of HR say they want to move away from a promotion-based career culture to a “growth-based” one where employees move laterally to acquire new skills that then puts them in a position to take on a better paid, more responsible role.

Most organizations try to do this by encouraging employees to “own” their careers, and providing sample career paths, access to job boards, and career conversations. But this can often mean that employees don’t develop the skills the firm needs, which produces an internal skills shortage and/or the firm losing employees it wanted to keep.

Instead firms should encourage “career partnerships” that are of value to both the company and employees. Employees should be shown how the skills the firm wants them to develop will make them more employable.

The HR team should market the right position (full-time or project-based) to the right employees rather than using passive channels like internal job-boards, and then make it easy for employees to shift between teams. This keeps employees engaged and provides managers with the right skills at the right time.

4. Don’t base your rewards on competitors’ offers; do focus on meeting employee needs — As organizations compete to hire the same people to take on these increasingly specialist and independent roles, senior managers are understandably looking at ways to control the cost of hiring and retaining good staff.

Almost 80% of firms base how they reward employees from competitors, but that approach is costly and inefficient. For the average 10,000-employee organization to move from the 45th to the 50th percentile of market for total compensation, it would cost $58 million and would yield negligible improvements in voluntary staff retention.

Rewards that instead focus on meeting employee needs can improve intent to stay and performance by double digits because they are far more relevant to employees’ work and lives. This includes things like, financial needs (obviously) but also the need for acknowledgement for a job well done, emotional needs, and family needs (flexible working etc).

Zero Fee Recruiter is a new and better way to find great talent.

We are the world’s largest passive candidate marketplace. We provide you with qualified professionals that we have contacted and vetted for each position you are looking to fill. We deliver only candidates that are interested in the position, are available in your location and have agreed to your salary range.

ZFR focuses on passive candidates that we source through our proprietary system, “Reach Out”, and this enables our team to reach candidates that are not actively looking.

We guarantee results! It’s that easy…

Why Recruitment Needs Management Information

Recruitment Needs ManagementWith millions spent on recruitment every year, the importance of good information to guide you through the recruitment process is paramount.

Do you know how much you are spending on recruitment, do you know where it is being spent, and do you know if the money spent is getting the results you want? Good management information can tell you all of these things. The aim of management information is to get all of the facts in front of everyone.

Good management information can give you all of the facts you need to recruit the right people. For example, you have a recruitment process that has been ticking along nicely for several months with an average time to hire of 30 days, suddenly one month, it’s doubled to 60 days and continues at this pace for the following month. Where have the extra days come from? Is it the approval process, is it poor advertising response, or are you just busy recruiting for more jobs now than you were before?

With good management information you have immediate access to all of the information you need to find the problem and identify the areas in your process that are causing the delay, without having to spend many hours searching for the problem. You would be able to see how long the job took to be approved before recruitment could commence, which parts of the approval process took the time, how long it then took to advertise the roles, how good the response was for each advert, how long was spent screening all of the applicants, how long was spent interviewing and then how long it took to make the final decision.

Having access to all of this information not only allows you to quickly identify the cause of problems, it can also direct you in your decision making, allowing you to make your decisions based on facts rather than intuition and guess work. If your advertising costs are pushing up the cost of recruitment, then you can use the information provided to guide where to advertise. This can be both in general terms and more specific.

Any business trying to put this information together themselves can come across a number of barriers. All good management information starts with good data, and if the data is of poor quality then the information will be of poor quality.

Many companies use recruitment agencies, and it may not be in a recruitment agency’s best interests to let you know where they get their best candidates from because if you knew that, then you wouldn’t need the recruitment agency. Equally their systems are often not well suited to report on cycle times and recruitment ratios.

However, if engaging a recruitment process outsourcing supplier, dedicated to improving your processes, you should expect top notch reporting. It is in an RPO’s best interests to not only show you where your best candidates are coming from but also where you are losing potential candidates.

In the current climate there are many more people looking for work than a few years ago. Being able to target the better candidates can save time and money. Reporting can provide valuable insights in how to save money and improve the quality of candidates you can attract.

Masses of very significant data can be captured throughout the recruitment process, and can be used to gain valuable insights. Make sure that your data is working for you, and that your recruitment efforts are focused appropriately.

Zero Fee Recruiter is a new and better way to find great talent.

We are the world’s largest passive candidate marketplace. We provide you with qualified professionals that we have contacted and vetted for each position you are looking to fill. We deliver only candidates that are interested in the position, are available in your location and have agreed to your salary range.

ZFR focuses on passive candidates that we source through our proprietary system, “Reach Out”, and this enables our team to reach candidates that are not actively looking.

We guarantee results! It’s that easy…

Recruiting for Employee Engagement

Employee EngagementEmployee engagement is a topic that comes up regularly and many companies conduct surveys in an attempt to measure employ engagement.

Unfortunately, it is reported to be low. Per Gallup, the majority of U.S. employees are not engaged despite… They measured employee engagement at 31.5%. Supposedly, this is the highest it has been since 2000.  Per “The Employee Engagement Mindset” by Timothy Clark, only 25% of employees are highly engaged.

We know that highly engaged employees have more productivity, lower turnover, more innovation, etc., and so many companies survey internally to measure their employee engagement and take steps to improve it. Yet, it has not been enough to increase the numbers within our companies.

Part of the problem may be that we are not hiring employees within our organizations prone to engagement or who understand employee engagement.

Huh?  What do you mean? (you may ask.)

“The Employee Engagement Mindset” said it best…the primary responsibility for employee engagement lies with the employee. Secondary responsibility is with the company.  Basically, you could give an employee everything and they still might be disengaged or at least not highly engaged (just moderately engaged).  Fundamentally, employee engagement starts with the employee.

Many employees are waiting for their companies to engage them, waiting for their managers to provide feedback, waiting for to be recognized to do something new in their jobs, etc. These employees do not know that employee engagement starts with themselves.

So, how do we identify potential employees who are tend to be engaged?

A recruiter might ask applicants the following questions:

What is your view or understanding of employee engagement?

Do you want to be a highly engaged employee? Yes / No

What does being a highly engaged employee mean to you and how does it happen?

Where does the primary responsibility lie for employee engagement?

A. With executives

B. With managers

C. With the employee

I see from your resume that you have been doing X for a long time. Why do you do X?  Why do you get up every day and continue to do X?

Not only do highly engaged employees typically care about what they do, but you also might want to delve into the applicant’s background to see if you can identify some or all of the six drivers of high engagement (per Timothy Clark):

  • Connect – Have they had many great relationships and/or deeper connections with others at the companies they have worked for?
  • Shape – Have they shaped their jobs and customized them a bit in the past to fit their own interests and passions?
  • Learn – Are they always learning and gaining new skills?
  • Stretch – Have they left their comfort zone to push the limits in their skills?
  • Achieve – Do they have achievements that they are proud of?
  • Contribute – Have they impacted other people’s lives and given of themselves to help others?

The more of these drivers you can identify, the more prone the candidate is for high employee engagement. Typically highly engaged employees will usually know it starts with them. But some employees are just not aware where employee engagement starts and they need to be coached.

Many people simply exist in organizations, but we should be looking to hire the people who have engaged in the past. Those are the people we need to recruit in order to raise our own employee engagement. Perhaps their current companies are messing up and not taking on the secondary responsibility of employee engagement, because it does take the company’s efforts as well.

With no support from their current employer, people prone to high employee engagement will leave that employer for a company that understands the company has to work towards employee engagement as well.

As recruiters, we should watch out for the applicants who in their pasts seem to have been chronically disengaged and who don’t seem to care about it (or what they do) and are pretty much un-coachable in taking an active role in their employee engagement. Hiring those applicants will only lower our companies’ employee engagement and nothing a company does will make them highly engaged (they just are not prone to high employee engagement and don’t realize it starts with themselves).

Zero Fee Recruiter is a new and better way to find great talent.

We are the world’s largest passive candidate marketplace. We provide you with qualified professionals that we have contacted and vetted for each position you are looking to fill. We deliver only candidates that are interested in the position, are available in your location and have agreed to your salary range.

ZFR focuses on passive candidates that we source through our proprietary system, “Reach Out”, and this enables our team to reach candidates that are not actively looking.

We guarantee results! It’s that easy…

Top Tips for Choosing an Online Recruitment Provider

Choosing an Online Recruitment ProviderYou no longer need to spend a fortune with recruitment agencies, newspapers or job boards as online recruitment service providers can provide a great alternative. But it is important to avoid costly mistakes with whom you choose.

Personnel Today revealed 86% of employers think online recruitment is more cost effective than other methods. Job seekers feel exactly the same as other sources show that 91% prefer online job boards.

But online advertising costs can be prohibitively expensive and the choice bewildering. That is why the low cost online recruitment service delivered by flat fee recruiters is a natural way for companies to reduce their cost per hire.

But before you dive straight in be careful of flat-fee providers who could be flat-out frauds. Here are a few things to check before you choose an online recruitment service provider.

Beware fixed fee providers who don’t charge a fixed fee

Seemingly lower prices can quickly add up with hidden costs. Even worse are suppliers who suggest you don’t pay anything until the job is filled but have is a sting in the tail (read the small print). Finally be careful of ‘guarantees’, which are often about a minimum number of CVs and have nothing to do with quality.

Avoid expensive employer branding

Some companies will recommend (sell) employer branding on your adverts to earn themselves extra commission. Ask for the evidence proving it generates a better response (we’ve never found any). If you’re willing to pay a premium for employer branding, then expect frustrating calls from applicants and sales people throughout your day – it’s like having a target painted on your back.

Ensure your adverts have the best coverage and duration

Some providers say they have a ‘relationship’ with a job site, but this does not necessarily mean your job will be shown on that site. Therefore check they are bona-fide. Also, don’t be duped by a 28-day campaign, which could mean seven days advertising on four different sites, totaling 28 days). Instead choose a company that gives 28 days on every site if you want to get the best response.

Be certain you receive every job application

Some suppliers only show you the applicants they want you to see, possibly so they can promote some of your applicants to other clients. Equally you could be wasting your time with another company’s applications.

Let technology take the strain

Choose suppliers that can intelligently filter applications and use automated telephone and video screening tools to keep your shortlists short. This will avoid your inbox being inundated and reduce the burden of recruitment.

 Overall, be sure to ask lots of questions and take the time to seek out a reputable online recruiting company advertise your vacancy.

Zero Fee Recruiter is a new and better way to find great talent.

We are the world’s largest passive candidate marketplace. We provide you with qualified professionals that we have contacted and vetted for each position you are looking to fill. We deliver only candidates that are interested in the position, are available in your location and have agreed to your salary range.

ZFR focuses on passive candidates that we source through our proprietary system, “Reach Out”, and this enables our team to reach candidates that are not actively looking.

We guarantee results! It’s that easy…