Author Archives: ZFR

The Key To Hiring Fast And Hiring Right…

 

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For growing companies, fast growth can be exciting, but it also comes with risk. You don’t have much time to agonize over every new hire.

And yet, bringing in the wrong people could send your growing company into a tailspin. You need to set realistic timelines and follow a hiring process, says John Preston, director of global talent acquisition at Zero Fee Recruiter.

Here’s how to keep your hiring pipeline moving quickly when you need it most.

Know What You Need

Having a clear idea of what the new role entails and the needed competencies will be key to hiring quickly, Preston says. Instead of focusing on the job description, identify some key metrics:

  • Define the mission of the role
  • Identify the objectives the role should achieve
  • Clarify these annually and quarterly
  • Determine what core skills are required to make that happen

This homework will give you a much clearer picture of what you’re looking for in a new candidate, Preston says. From a sourcing perspective, it will also help generate better information for keywords.

 

Start A Free Trial @ www.ZeroFeeRecruiter.com – Call Sales - 1-844-286-9986

 

The Smartest Way To Hire – Free Qualified Candidates

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THE POWER OF PASSIVE CANDIDATE RECRUITING

It’s a fact that passive candidates make up 81% of the entire global workforce. You need a flexible, automated tool that helps you reach these candidates and simplify your hiring process.

Start Searching the Database Now – www.ZeroFeeRecruiter.com - 1-844-286-9986

“TODAY, MOST JOB SEEKERS ARE PASSIVE. WITH UNEMPLOYMENT AT RECORD LOWS MOST PEOPLE WHO WANT A JOB HAVE A JOB.”

Start Searching the Database Now – www.ZeroFeeRecruiter.com - 1-844-286-9986

More candidates. Higher quality.

Access millions of resumes on ZeroFeeRecruiter with thousands of new ones added daily. Save time by proactively finding the best candidates.

Intuitive and easy to use.

We’ve created the best experience to help you find the perfect candidate match.

Take the Pain Out of Resume Search

Start Searching the Database Now – www.ZeroFeeRecruiter.com - 1-844-286-9986

How to use targeted job posting and a resume database for recruiting

Job boards still remain the most popular channel for jobseekers, and because 73% of these jobseekers will use job boards to find new opportunities, recruiters can take full advantage of a resume database to tap into those potential candidates who are not actively seeking employment.

While there are 15+ free posting job sites out there, thousands more offer a combination of paid and free job posting services with a much better understanding of their resume database. Paid job postings could produce more candidates in a shorter time frame, and that can translate into making the right hire for your role.

“So… which job posting boards should I choose?”

  • Job boards that offer a flat rate challenge you with no guaranteed results and lots of unqualified candidates.
  • Job boards that offer a performance-based rate (pay per click, pay per application or even pay per hire) may offer you better results and much more value for your money.

SOURCE QUALIFIED TALENT 10X FASTER

Access 300+ Million Passive And Active Job Seekers With One Submission

Digital, social and mobile technologies have forever altered the way companies need to interact with potential employees. Organizations need to engage with passive candidates in order to build relationships, share their brand and sell their vision instead of waiting for them to stumble upon the company’s job posting. We call it engagement recruiting.

·      75% of job applications come via mobile phones. Mobile geo-targeting is central to the Zero Fee Recruiter recruitment technology.

·      Location matters more than ever in a candidate driven market.

·      Location based recruiting has proven to be a benefit for employers to have their employees live nearby, it increases retention rates and creates a more productive workplace.

·      Improve the Candidate Experience and Engagement by 85%+

In order to thrive and succeed in this world of accelerating change, modern recruiting professionals need a new generation of marketing software to help them cope with the sheer pace and complexity of engaging with candidates in real time across the web, email, social media, mobile devices and a variety of other channels. Recruiters / Hiring Managers need to interact seamlessly with these exact passive candidates they need and understand the analytic insights on how to allocate their budgets for maximum return.

·   Discover qualified candidates 10x faster

·   Edge out competitors with passive candidate recruiting

·   Automated location based candidate marketing

·   Any industry and Any discipline from director level to hourly.

ZFR has developed the industry’s leading passive candidate platform, the broadest ecosystem of candidates, and the deepest expertise to make this all possible.

www.ZeroFeeRecruiter.com – 1-844-286-9986

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How To Hire For Emotional Intelligence

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Modern office environments revolve around adaptability, communication, collaboration and the ability to learn new skills quickly. These are difficult requirements for candidates to fulfill, which is why it can be tough to find the right team members, even if your organization is willing to invest in training. When hiring, instead of focusing too much on factors like education and experience, it can be beneficial to your organization to hire new employees with high emotional intelligence. It’s a strategy tech companies like Google are beginning to use to help avoid bad hiring decisions, which can be costly for businesses.

WHAT IS EMOTIONAL INTELLIGENCE?

Emotional intelligence was originally introduced by psychologist Daniel Goleman, who described a number of qualities that make up this trait in an individual. Emotional intelligence is generally seen in individuals who have self-awareness, self-regulation, motivation, empathy, and social skills. Broken down, this means that emotionally intelligent people have the awareness and motivation to regulate their responses and actions, while being empathetic toward others and able to excel in social situations.  Emotionally intelligent people have natural curiosity and know their strengths and weaknesses, which allows them to harness their abilities to help themselves and others grow and thrive.

WHY IS EMOTIONAL INTELLIGENCE SO IMPORTANT IN THE WORKPLACE?

At first glance, emotional intelligence may sound like a soft skill that’s not all that useful to your business. But the truth is that people with high emotional intelligence relate well to others and have intangible qualities that help them excel in a team environment and often helping to avoid and resolve conflict—something almost every company needs.

Travis Bradberry of Forbes outlines the reasons that hiring emotionally intelligent people gives companies a competitive edge:

“Decades of research now point to emotional intelligence as being the critical factor that sets star performers apart from the rest of the pack. The connection is so strong that 90% of top performers have high emotional intelligence.”

Every company wants these star performers, but not all recruiters and hiring managers know what to look for. If you’re feeling lost on how to evaluate emotional intelligence, you’re not alone. To help you get started, here are some tips for detecting emotional intelligence in candidates.

1. Use emotional intelligence in your job descriptions to attract the right candidates

You can’t hire the right people if they don’t apply, of course. Companies like Adobe and Zappos have designed their onboarding materials very carefully to appeal to the candidates they’re looking for, using techniques like a relational process and adding emotional intelligence to employment materials.

2. Use initial screenings to your advantage

There’s no reason to bring in a candidate who obviously does not have some of the qualities you’re looking for. During the phone interview, look for indications of emotional intelligence, such as positivity, grace under pressure, and looking at success from a team perspective, rather than individual achievements.

3. Tailor your interview questions

You know by now that there’s no reason to use the same, worn out interview questions used at every company—it’s better to tailor your questions so they make sense for detecting the skills you’re looking for. Carolyn Sun at Entrepreneur has come up with a list of interview questions designed to separate emotional intelligence out of the pack that could be very useful in assessing candidates.

4. Use references for clues

Forming lasting friendships in the workplace is a common behavior of emotionally intelligent people, and speaking to references can give you insights about how they fit into teams at their previous companies. You’ll get insights not just from references in management roles, but from peer level colleagues who worked closely with your applicant.

5. Create a culture that is appealing to emotionally-intelligent people

Once you’ve found the right emotionally-intelligent candidates, you’ll need to offer them more than a salary and benefits. These top performers will expect a lot from their employer in exchange for their skills, and you’ll need to provide an engaging environment that is transparent and respectful to employees. Clear growth paths, opportunities for learning and collaboration are all helpful in promoting engagement and long-term retention of emotionally intelligent employees.

LONG TERM BENEFITS OF HIRING FOR EMOTIONAL INTELLIGENCE

If you find the right fit for your company—someone who is emotionally intelligent and engaged with your business’s goals and values, there is immense long-term benefit in hiring for this trait. Emotionally intelligent people help businesses grow, promote team unity and can be great choices for leading the company down the road. All you have to do is find them, engage them and respect them.

What 2018 Tells Us About Hiring in 2019

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Looking back at the state of the labor market in 2018, the U.S. workforce experienced historic gains.  Unemployment fell to a near 50-year low, more than two million jobs were added, and wage growth began to accelerate. As employers look ahead to 2019, retaining their skilled talent in this labor market should be of critical importance. But who are the job switchers?

Many call it a millennial trend, but job hopping for career advancement is quite common across all age groups. According to our latest Workforce Vitality Report, switchers in 2018 included those aged 16-24 (34.6 percent), 25-34 (23.7 percent), 35-54 (18.1 percent), and 55 and above (12.3 percent).

Job switching was most prevalent in the West (8.6 percent), followed by the Northeast (5.8 percent). However, switching in the South and Midwest was relatively slower at 3.5 percent and 2.1 percent, respectively.

While the rate of people switching jobs has slowed slightly, wage growth for switchers has steadily increased (4.8 percent in 2018). This wage growth is consistent with a tightening labor market, demonstrating that employers are striving to retain talent.

Workers Are Leaving Small Biz for Larger Companies

Small business hiring has begun to slow while large business hiring has picked up, according to our National Employment Report. In September of 2018, large businesses added 75,000 jobs, compared to small businesses with an increase of 56,000. In October of 2018, the gap widened even more as large businesses increased with an added 102,000 jobs and small businesses increased with 29,000 jobs.

Why the shift? Large businesses often have greater flexibility in their budgets to provide stronger wage increases and more robust benefits. The data shows that employment growth has decelerated rapidly at businesses with fewer than 50 employees, and these small firms are facing higher turnover rates as workers are increasingly finding better opportunities at larger firms.

Additionally, job holders at small firms are seeing wages rise by 4.3 percent on an annual basis compared with growth in excess of five percent at larger companies. Entrants into small firms are also facing slower wage growth, which makes it more difficult to attract new workers.

Can Perks Help Business Owners Keep Their Employees?

Although money is still a primary motivator for job seekers, workers also express the desire for attractive benefits and perks.

New reports have shown that some job switchers are open to a larger set of benefits than a direct wage increase. Some of these new benefits include extra time off for a wedding, money to put toward adopting a new pet, help to pay off student loans, and flexible work from home schedules. A recent article from Fit Small Business described the coolest new company perks to watch for in 2019 as ranging from “Pawternity” to Egg Freezing and Fertility Treatments. Money isn’t everything — and offering more robust benefits can help to lure job seekers on the prowl.

Looking back on the dynamics of the U.S. labor market in 2018, it is apparent that employers will likely be hard-pressed to attract and engage the skilled workers they need in 2019. Talent retention is critical, and business leaders should prepare to offer the best salary, benefits, and other perks they can.

7 Secrets To Employee Retention That Will Maintain Loyalty

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Developing a culture and work environment where employees are motivated to produce their best results and want to stay for the long term, is possible. As an employer, it takes the finely tuned combination of a progressive approach and participation in the race to an ever changing finish line. According to strategic planning consultant Leigh Branham, SPHR,

“88% of employees leave their jobs for reasons other than pay”

The consequence of successfully retaining staff over the long term is substantial to your company. If you’ve done the maths, you’ll have already calculated these statistics. What are key secrets to improving the rate of retention within a company and how can you develop sticking power with your staff?

1. REVISION OF JOB TITLE

Something as simple as making a change to a person’s job title can provide adequate incentive for staff to feel rewarded and recognized. A professional focused on climbing the career ladder will appreciate the opportunity to enhance their job title whenever possible.

As an example, someone with the job title “Marketing Manager” may leap at the opportunity of making the change to “Vice President of Marketing”. A modification to the scope and responsibilities of the role may or may not be associated, depending on the nature of the title change.

2. SCOPE AND RESPONSIBILITIES

Proactively recognizing an employee’s readiness to perform a wider scope of duties and willingness to gain increased responsibility is one of the ultimate ways to reward an employee. Importantly, discussion about such change need not be limited to the annual review process.

Top performing staff, even new hires, are hungry to climb the career ladder and can often be enticed to jump ship if they‘re offered a more compatible work culture and environment elsewhere. To avoid this occurrence, regularly assess the progress and accomplishments of employees and track the personal and professional goals of each. Working hard to continuously improve the quality of your communication with employees will encourage them to have frank and honest discussions with you in an environment where they feel safe to do so.

3. DYNAMIC ALLOCATION OF WORK

When it comes to allocating work among employees, consider how the allocation takes place. It’s an easy trap for managers to continually assign the latest and greatest projects to their top performing staff, thereby not affording other staff the opportunity to learn new skills and develop in their practice.

Mixing up the combination of employees who work on each project allows them to build relationships with people whom they may not ordinarily come into contact with. The more connected people feel within an organization, the stronger relationships they foster and the greater the loyalty they will develop.

4. ENCOURAGE A CONTINUOUS LEARNING ENVIRONMENT

Encouraging staff to participate in opportunities for further education demonstrates that your company recognizes the value of education and learning new skills. If financial restraints limit your company from funding external staff development, consider permitting time-off for the purposes of dedicated study leave. Engage your tribe by providing them with opportunities for education as a team through in-house training and continuous education programs within the broader workplace.

5. FLEXIBILITY

Employees want to work for a company that recognizes the responsibilities they hold outside of the workplace. Believing their manager appreciates the work they do and trusts them to get it done, no matter the timing or location, is key to improving morale in the workplace and subsequently retaining staff for the long haul.

Employees are continuously expressing the significant value they place on flexible work practices and this is particularly the case when it comes to young people. They want to work for an employer who believes in their ability to act in the capacity of a successful independent professional. In turn, they expect to be trusted to work remotely on occasion and to manage their own time effectively.

“You’re no longer getting a nine-to-five, clock-in, clock-out worker. You’re getting someone who considers your brand an extension of her own personal brand.”

Parents with children, both male and female, also appreciate the benefits of flexible work practices. Having the flexibility to structure start and finish times around childcare responsibilities is just one example. Employees with elderly parents and carer responsibilities appreciate the option to work remotely during times of emergency or when needing to take elderly parents to medical appointments, for example.

6. OPPORTUNITIES FOR PROMOTION

Hiring from within promotes authentic opportunities for progression and provides a genuine career path for employees. It enables your company to:

  • Provide motivation to existing staff who recognize they may not need to look elsewhere in order to advance their career.

  • Retain valuable skills and all the training invested into individuals over time. Ultimately, this has direct impact on the company’s bottom line.

  • Retain high achievers who want to know they have a future with their employer. These types want to work for successful companies where they can step up the corporate ladder.

Promoting from within also entails discussing short and long term goals with employees and identifying how these align with what the company has to offer. Regular meetings to discuss such ambition are essential for keeping this dialogue open. Where possible, promotions should be generous and publicized across the organization to provide staff with recognition they deserve.

7. RESPECT

Something as seemingly simple as showing employees respect can go a long way towards creating a culture where people want to work and fostering the loyalty that makes them want to stay. As the saying goes, “People may readily forget the things that you said, but they will always remember the way you made them feel.” When you think back upon your working career, many of the memorable moments are probably the result of negative things your manager has said or done.

“If managers make it a priority to show outward respect for employees on a regular basis, it will lead to a strong and enduring workplace culture as well as positive experiences and memories that they will never forget.”

These are just a few of the many ways you can foster a culture that embraces the value of employees within your workplace. While an increase in salary is undoubtedly appreciated by most employees, there are also an unlimited number of other ways to incentivize staff. The most important method of implementing retention strategies that add value to the particular demographic of individuals in question, is to simply ask.

Top 10 Worst Interview Questions

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We’ve all been there: when preparing for an interview, the first place we’re likely to go is Google. “Typical interview questions”, “most asked interview questions”, “how to answer interview questions”, etc.

But here’s the problem: a lot of these questions are ineffective.

Why?

These commonly asked questions are ineffective and don’t provide opportunities for candidates to reveal what they’re truly capable of. Common questions, like “What is your biggest weakness?” create common responses, which benefit no one.

How do you know when you’re asking useless interview questions?

Here’s an easy test: next time you’re interviewing a candidate, ask yourself, “What exactly is the candidate supposed to say?” With the above question, do interviewers really expect candidates to provide a soliloquy of their biggest weaknesses and shortcomings? Chances are, 99% of candidates will attempt to present to the interviewer a semi-weakness that ultimately ends up being a strength.

This serves no purpose except maybe to see if the candidate took any time at all to prepare for the interview. You can achieve that while also gaining more valuable information about the candidate by asking better questions.

WORST INTERVIEW QUESTIONS AND WHY THEY’RE INEFFECTIVE

Question #1: Tell me about yourself

This question is often used to identify personality traits of the candidate, but here’s the problem: this question is just too vague. To fully understand the personality of a candidate, the question needs to be more specific. Instead of asking the candidate to talk about themselves, ask them about their hobbies and how they relate to the company’s industry.

For example, if a graphic designer is applying for a job at a gaming company, it would be pertinent to ask questions like “What’s your favorite video game art and why?” Then, follow up by asking them what they would do differently. The interviewer could also inquire about the types of games the candidate has recently played as a way of measuring how engaged they are with the gaming industry as a whole.

Question #2: What are your strengths and weaknesses?

While not exactly a downright horrible question, it shares some of the same problems as the previous example: it’s just too vague and generic to inspire an interesting answer from the candidate. Ask this question and you’re likely to get a rehearsed answer which will necessitate further questions to get a more detailed response.

Instead, ask the candidate to elaborate on a specific skill, project, or responsibility listed on their resume. This not only allows your candidate to paint a more complete picture of their experience, but it also allows you to distill any strengths or weaknesses as they go into more detail.

Question #3: Where do you want to be in 5 years?

Asking a candidate this question is akin to asking a high schooler what they want to be when they grow up: you might get a decent answer, but chances are, the person is not likely to be 100% sure.

Many employers use this question to see how interested the candidate is in staying with the company over the long-term; however, many candidates will respond by declaring that they would indeed want to be working at your company.

These sorts of answers are more than likely to be a ploy: sure, they may really want to work for your company, but who’s to say for how long? If it’s loyalty that you seek from the candidate, you’ll get a better idea of how long they will stick around by looking at their work history.

Question #4: What is your current salary?

Ask this question and the room is bound to go dead silent. This question almost always makes for an awkward situation, not to mention it is illegal to ask in some states now.

Instead, ask what their desired salary range is. This will give you a better idea if you and the candidate are on the same page.

Question #5: Why should we hire you?

This type of question elicits a canned response.

All candidates will respond to this question by presenting as many unique value propositions about themselves in the most positive light possible, which in the end, doesn’t add anything to the conversation.

Question #6: Tell us about the type of person you’ve had the most trouble communicating with.

This question will only force the candidate to speak negatively about an individual, or, provide a response like “I get along with everyone”.

Instead, ask the candidate to describe a situation where they had to work through a difficult problem with a team, and encourage them to provide as many details as possible. This way you get to the root of what you are asking (how the candidate deals with tough people situations) without making your candidate feel like they can’t be honest without seeming like a poor team player.

Question #7: What would your last boss say about you?

Ask this question and you’re likely to be bombarded with a series of generic accolades: hard worker, smart, quick thinker, team player, reliable, and on and on.

Simply put, no candidate is going to tell you what their bosses would say about them; instead, rely on the responses when checking the candidate’s references. Although references are also fairly biased, they are usually less prepared for these questions than a candidate. making it easier to tell through inflections in tone or stumbling over words whether they are being truthful.

Question #8: Why have you been unemployed for so long?

There are a bevy of reasons as to why a candidate might’ve been out of work for an extended period of time, and none of them are worth talking about. All that matters is the candidate’s experience, skill set, and how they handle the interview; there’s really no need to dig into personal matters 99% of the time.

Question #9: Why do you want to work here?

Experience, money, opportunity—these are all answers that make an appearance here, and for you, the interviewer, these give you nothing.

Why else would the candidate be sitting before you? They are there to better themselves and to make a living, and you can help both them and yourself by avoiding these types of time-wasting questions.

Instead, ask them what they find interesting about the company or what they look for in a company culture. This way you can see how much time (if any) they spent preparing for the interview and if they are even interested in the company/space and are not solely applying just to get a paycheck.

Question #10: Have you ever been fired? If so, why?

While asking this question might reveal character flaws, you’re still unlikely to receive an honest answer as to why a candidate was let go from a previous employer.

Additionally, this question may inspire the candidate to speak negatively about a previous employer, which can bring about unwanted awkwardness and hostility during the interview.

You can get the same information in a more honest fashion by simply going through a candidate’s resume and asking them about their role and thoughts about each one.

CLOSING THOUGHTS

As a final thought, remember that the goal of an interview is to gauge how a candidate might help your company become more productive and a better place to work. However, this doesn’t mean that there isn’t room for general questions designed to gauge a candidate’s “workplace fitness”; but this does mean that all questions asked should inspire the candidate to provide you with unique and honest answers.

5 Essential Steps To Building An Effective Talent Pipeline

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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.

Why Your Ideal Candidates Aren’t Solely On LinkedIn

There’s no doubt that social media has made recruitment a much smoother process. Talented candidates are now just a click away, with hundreds of thousands of CVs available to hiring managers on sites such as LinkedIn. But is all this technology actually resulting in more high quality hires?

Around 49% of recruiters believe the quality of their candidates has improved since they began using social media for recruitment purposes. A figure as high as this certainly suggests that social media is helping narrow the skills gap. But it doesn’t necessarily follow that all other forms of recruitment should be rendered immediately obsolete.

In fact, a study by Jobvite found that the most successful hires traditionally come from employee referral. Whilst LinkedIn provides a wealth of information on each candidate, it seems that trusted referrals are still the most reliable method of recruitment. Of course, there’s nothing to stop you from implementing both strategies. Knowing which platform will yield the best results for a particular job, workplace or industry can be a huge advantage to time-constrained recruiters and increases the chance of finding the perfect man or woman for the role.

THE POWER AND LIMITATIONS OF SOCIAL MEDIA RECRUITMENT

According to Jobvite’s studies, 92% of all recruiters use some form of social media to find high-quality candidates. Of this number, 87% conduct candidate searches on LinkedIn. But how exactly has one social media engine managed to become so ubiquitous in the recruitment industry?

Well, for one, LinkedIn is the only social media platform designed solely for job seeking purposes. Whilst Facebook (55%) and Twitter (47%) boasted the second and third highest user rates respectively, they have only really become powerhouses since LinkedIn hit the big time in 2006. As the trendsetter for modern recruitment, there’s obvious reasons why LinkedIn is so favored. Currently, the site has over 300,000,000 users, opening up an incredibly diverse talent pool for recruiters to tap into. In theory, such a large database of candidates should make recruiting easier, though of course you still have to go through the arduous process of separating the wheat from the chaff.

In today’s job market, the truly passive candidate is a dying breed. Global aggregates suggest that around 85% of the workforce are at least open to talking with a recruiter. With pretty much the entirety of LinkedIn clambering for a job, the chances of you finding the perfect fit for your company comes down to how much time and effort you put into screening them. Suitable candidates may be overlooked due to incomplete or elusive profiles, when, in reality, they are well matched to your criteria. Whilst 48% of jobseekers claim to be active on social media on a daily basis, they aren’t necessarily networking or updating their profiles at the same rate.

IMPLEMENTING A MORE HOLISTIC APPROACH TO ONLINE RECRUITMENT

It would be a massive oversight to believe that LinkedIn is the only answer to online recruitment. Whilst it may be the current forerunner in the industry, it is certainly not the only way to whittle down potential candidates. As has already been mentioned, employee referrals are still the most commonly used method of hiring and, for the most part, more personal ways of connecting with candidates seem to take precedence.

As a rule, jobseekers tend to be wary of unsolicited messages. Even on LinkedIn, where social interaction is to be expected, an email out of the blue can appear ominous to the recipient. Even those actively seeking job opportunities are likely to remain cautious if they are contacted by an unfamiliar company or agency. For this reason, you can’t rely on the power of social networking alone. A tandem strategy, where social media reinforces the work of other recruitment platforms, such as niche job boards, could be the way forward.

At its core, social media is a sharing platform. Whilst LinkedIn can be used independently by recruiters, its main function is to provide more exposure for positions that are already listed on external job boards. Many job owners view social media as the enemy, but there is no real reason why the two can’t overlap.

Job boards are still responsible for around 18% of all external hires. Comparatively, social media only accounts for around 3% of them. However, sites like LinkedIn were reported to drive more traffic to job board listings, with 7 out of 11 recruiters experiencing increased interest in their adverts after sharing them on social media. From this evidence, it seems that social media and job boards are most effective when used to support one another.

Whilst talented professionals definitely exist on LinkedIn, your chances of finding them through the social media platform alone are still relatively slim. When it comes to successful recruitment, hiring companies are much better off pooling their resources and sharing the workload between a number of different platforms.

Crafting The Perfect Job Description

Relating to a candidate’s unique personal experience is a challenge that many employers face.

For candidates of Black, Asian, and Minority Ethnic (BAME) descent, the job search can be an especially daunting experience.

Whilst most candidates focus on the role, the individuals who have faced discrimination in their personal lives worry that they’ll face challenges in their professional ones.

They hope their CV’s won’t be tossed aside because of their names.

They wonder if hiring managers will recognize how they can contribute to the organization, rather than where they come from or how they look.

If your goal is to create a more diverse workforce by reaching out to the BAME community, there’s one piece of the puzzle you may be overlooking: the language in your job descriptions.

That’s right. The language you use subtly sends candidates underlying messages about your corporate culture, employees, and outlook on your workforce. This “between the lines” messaging can undermine months of Diversity Hiring efforts in a matter of seconds.

As a controversy surrounding the BBC earlier this year shows, communicating your message requires some nuance.

To make your job descriptions more inclusive and appealing to BAME candidates, here are 3 key steps to follow.

STEP #1: IDENTIFY YOUR COMPANY VALUES.

What are the values that connect your employees? How would you describe their mindset when faced with difficult or challenging situations?

Without knowing your organization and employees personally, it can be difficult for BAME candidates to understand how they’ll fit in with the culture. They haven’t met your employees personally, which is why when it comes to culture, the wording you use to describe your workforce is paramount.

Whilst reading your company’s description of the role you have available, words such as “rock star” and “elite” carry a connotation that could come across as intimidating and exclusionary.

If your candidate gets the sense that they will be over-looked as an employee due to the company’s subjective view of a “rock star” candidate, in spite of their talent and contributions, then they will be less likely to apply in the first place.

A truly diverse workforce embraces the unique outlooks, skills, and experience of candidates who use their perspectives to work toward a shared goal. Communicating your organization’s values in the job description will allow you to connect with BAME candidates who share those values without risking that your wording sends an exclusionary message.

For example, instead of writing “We are looking for a rock star Software Engineer,” which is vague and subjective, describe what values that individual holds. If you want someone who keeps ahead of trends and possesses vast subject matter knowledge, then a line such as “We are looking for a Software Engineer who believes that knowledge is key to innovation within the IT industry.”

STEP #2: ARTICULATE YOUR “WHY.”

Why do you want to attract BAME candidates? Are you looking to gain a different perspective? Do you wish to advocate for the community? What’s your motivation as an organization?

Share your motivation and history with candidates in the introductory section of the job description. This will help the candidate relate to your organization and identify how their unique experience is an asset to the role and your company.

The more you can help candidates connect their experience and outlook with your company’s needs and goals, the stronger of a rapport you’ll be able to establish through the job description they read.

This motivation can also be presented in the form of a mission statement. What is the mission of your hiring efforts for this role? How does that mission relate to the experience of a BAME candidate?

STEP #3: REPLACE CLICHÉS TO CENTER IN ON QUALITIES.

Read your current job descriptions. If you see commonly used clichés such as “outside of the box” and “fast-paced environment” littering your recruitment messaging, then it may be time for a rewrite to clean things up. You may write them with good intentions, but what you mean and how candidates hear them in context of your company and the role could be miles apart.

Break through this doublespeak. What are you really trying to find out? Focus on input. What are the qualities that lead to the outcome you’re looking for?

If you want to attract employees who think “outside of the box,” for example, the quality you’re actually looking for is creativity. Creativity is the quality that people who do think outside of the box possess, and it is an identity marker that doesn’t depend on subjective context.

Candidates who fit the bill do not need to understand the inner workings of your organization in order to recognize if they are creative or have a creative approach to their work. This is a quality that self-aware, high performing professionals know about themselves.

Similarly, instead of “fast-paced environment,” what you’re really looking for is someone with a sense of urgency with good time management skills.

Ask top performing employees: What qualities do you feel have contributed to your success in this role? What qualities do you admire about the people you work with?

Then listen. Just listen and record their answers.

What you’ll see, is a pattern emerge across top performing employees and the employees who have earned the most respect from their colleagues, direct reports, and managers. You can then use this insight to write better targeted job descriptions that accurately reflects your organization’s formula for success when it comes to your people.

BONUS:

ENCOURAGE EMPLOYEE FEEDBACK

Get current BAME employees involved during the recruitment process. Ask for their feedback. How does the job description read to them? What do they notice? Having experienced your organization first-hand, does your message accurately reflect the reality of working there? Out of these conversations, you may find that your biggest attractant as an employer is something you hadn’t thought of before.