Monthly Archives: November 2015

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…

Employer Branding – Is Candidate Resentment Affecting Your Profits?

Employer BrandingWhen it comes to recruitment, above anything else, aligning candidates to your business’ values and culture is so important. This requires assessing someone’s own values, beliefs and behaviors against your own values and culture to evaluate what constitutes as a good ‘fit’ in a candidate.

In Mark Murphey’s Hire for Attitude reports he states that of the 20,000 new hires 46% of them failed within 18 months and of these, 89% left because their attitudes did not align to that of the company. Only 11% failed because of a lack of skills.

It is clear from this report, and so many of our own case studies, that finding a candidate with the same values and vision as your company is so much more important than simply acquiring the right skills. Skills can be taught, behavior can’t.

So how do you find these candidates that are so aligned to your own values?

First, you must define your culture, your values and your beliefs. This sounds obvious, but so many companies we see struggle to put into words what they are all about. And if you can’t put it into words, then how will your candidates know if you are the right fit for them?

Never forget that the recruitment process should work both ways.

While candidates are working hard to impress you, you need to be working just as hard to engage and excite them. Now that you’ve defined your values, you need to live them and help candidates understand who you are. There are two key areas to work on to do this: the overall recruitment process and the interview situation. Refining these things leads to improving the candidate experience.

It can be good…

Whether candidates are appointed or not, maintaining a positive reputation can put you in a good light in the talent industry and ensure you have a pool of talent available for future hiring campaigns. CareerBuilder reported that 56% of candidates who felt they had a positive hiring process experience said they would seek employment with the company again in the future, 37% would tell others to apply there, and 23% would be more likely to purchase products or services from that company. So candidate experience not only affects your hiring, but your business as a whole.

Or it can be very bad

On the other end of the scale, a poor candidate experience can be extremely detrimental to your brand. Global brand PepsiCo have measured the impact candidate resentment can have. Their model estimates that if 100 applicants apply for one role and PepsiCo hires 5,000 people annually, then each year 495,000 candidates will be rejected. If each one of the candidates had a negative experience, and most likely told 1 friend, then that makes 990,000 people with a negative view of PepsiCo. Assuming that around 8% of people who know of the poor experience would stop purchasing the brand’s products and an average customer is worth $20 per year to PepsiCo, then each year of poor candidate experience is responsible for $1,584,000 loss of revenue.

Let that number sink in for a moment. The negative candidate experience is most likely the cause of a lack of communication and positive experience. So in reality this loss of over $1 million is as a result of no effort at all.

In fact, as high as this number is, Russell Beck, an expert in Talent Management, innovation and recruitment thought leadership, presents his theory that the revenue loss should be much higher, meaning poor employee branding and a bad candidate experience could be costing businesses millions every single year.

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…

5 Employer Pain Points That Video Interviewing Addresses

Video InterviewingRecruiters, HR Professionals and Hiring Managers are all involved in the hiring process but not all share the pains of the other. Each faces challenges in their position the other does not fully understand or appreciate. Video interviewing offers a one size fits all solution to handle the difficulties faced by those in the hiring profession.

Pain Point #1: Scheduling Hassles – HR Professionals and recruiters both feel this pain. Scheduling and rescheduling phone interviews with candidates can take as long as the actual phone interview. Taking just minutes to set up, automated virtual interviews allow the candidate to interview on their schedule no matter what time of day or night. HR professionals/recruiters are free to focus on other responsibilities as a result.

Pain Point #2: Discrimination – Everyone involved in the hiring process wants to ensure their company’s hiring standards are fair and diverse but the HR professional has the greatest concern of all for this. Video interviewing is seen by some in this role as a tool that further facilitates bias however automated interviewing’s use of a structured interview process where all candidates answer the same questions, ensures no prejudiced questions creep in. Video interviewing is also able to screen candidates back into the process who might have unfairly been dismissed solely on the basis of their resume. Through a recorded video interview, minorities are able to dismiss pre-conceived biases surrounding their race, gender, age and so on. Additionally, recorded video interviews provide a great record of an organization’s non-discriminatory hiring practices.

Pain Point #3: Too many candidates, so little time – Organizations receive around 120 resumes for every open job position which leaves recruiters and hiring managers little time to screen them all. In fact, according to the Ladders.com, recruiters spend an average of only 6 seconds reviewing each resume. Even when whittled down to a manageable number, recruiting professionals might still need to conduct a dozen phone interviews and from that the hiring manager may select up to five candidates with whom he/she will spend hours interviewing. Video interviewing decreases time wasted on numerous phone screens and unnecessary face to face interviews.

Pain Point #4: Inadequate collaboration – Panel interviews are conducted so hiring managers may collaborate on their interest in a candidate because collaboration can’t adequately be achieved with phone screen notes. In-person however, the panel’s time is greatly burdened, especially if they determine in five minutes that the candidate is not a fit but are forced for etiquette’s sake to continue with the interview. Some video interviewing vendors allow you to compare candidates’ video responses side by side so that a more accurate picture develops and the hiring managers can save time by targeting candidates who best fit their organization.

Pain Point #5: Shallow candidate pool – Despite the increased number of resumes per position, hiring managers continue to complain that they can’t find adequate talent. Video interviewing allows managers and recruiters to interview job candidates outside their geographic region and for less expense than phone screening. This not only expands the candidate pool but reduces travel costs associated with flying in 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 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 Google’s Hiring Practices Are Ahead of the Curve

Google's Hiring ProcessGoogle is a name synonymous with innovation. From its search engine and advertising to its phones and online apps, the brand is one that seems to be forever forward-thinking, and this is apparent in its hiring strategies as well. Google candidates come from far and wide to try to become a part of the company, but many don’t know what they are getting themselves in for when it comes time to interview. What makes Google’s hiring practices so innovative?

Famous Interview Questions

For starters, the questions themselves are often unexpected and seemingly off the wall, but they serve a purpose. Famous examples include, “Why is a manhole cover round?” and “How many piano tuners are there in the entire world?” Now, these seem nonsensical, but what they do is show how a candidate thinks. Although Google is getting away from asking these types of questions, they allow the interviewer to see the candidate walk through a problem. Even if there is no right answer or if there are multiple right answers, the idea is to see the candidate in action.

People Are Paid Based on Talent

Many companies will try to distribute pay fairly evenly across specific departments or for similar titles. Google, on the other hand, bases pay on talent more than anything. So, if you are a programmer and your coworker is a programmer and both of you were hired on the same day, you might expect to make about the same thing. Working at Google, you and your coworker would be judged on your talents and what they bring to the company. Suppose your coworker was able to solve a difficult code issue that no one else in the department could do. In Google’s eyes, he’s more talented, and therefore more valuable.

Management Butts Out

Another problem that many employers and employees face is the role of management. Many managers forget what it was like to be an employee very quickly after being promoted, and this can lead to them sticking their noses into everything, slowing down productivity. At Google, the thinking is that people were hired to do their jobs based on their ability, and therefore, management should be involved as little as possible. If management is hiring the right people, there should be no need to micromanage.

Get the Team Involved

Google also uses committees to decide on candidates instead of allowing individuals to take care of things. The reason for this is that a single person may be having a really bad day or a really good day during the interview or when making the final decision. This can cause changes in perception of the candidate that may not be fair. By utilizing a group of people to make the decision, this eliminates potential bias. It also allows people who work at Google the chance to decide whether the candidate is someone they want to work with on a daily basis. Being stuck working with someone you don’t like is no fun!

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…