Posts Tagged: talent management


How to Write Job Descriptions That Will Identify the Right Candidate

December 28th, 2016

When responsible for managing staff, one of the most important tasks is hiring new employees or contract talent. Choosing the wrong person can have negative consequences. In turn, if your job description does not accurately describe the job requirements, you may not attract the right person for the job, or high quality talent. So what is important in a job description for today’s best candidates?

Convey Your Company’s Culture

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Company culture is very important when it comes to interviewing and recruiting a potential employee. Your want to attract candidates that will be a good fit for the company and will enjoy coming to the office every day. You may think that you have found the perfect candidate based on their education, experience and skills, yet, if this person is not a culture fit, he or she may not be productive or perform to their full potential. Communicate the corporate mission, work-life balance and other important aspects of the company culture in your job description. If you offer remote work opportunities, flexible schedules or an on-site gym, include each on the job description, it can make a difference between competing opportunities.

Make it Interesting

Candidates spend significant time looking at job descriptions and hopefully tailoring their resume to that description. Many candidates will simply move on to the next employment listing if they are reading a boring job description. Make your job listing stand out by being creative. Use a unique font or text color. If you can, add a short video to the job description. The video could talk about the positive aspects of the role along with some perks of the company.  It could also feature employee testimonials talking about why they love working for the company and where the company is headed in the future.

Focus on What Is Most Important

A job description should be short and simple. Do not drive away potential candidates by listing every single desirable qualification. The ideal candidate may not have every skill that on your list. Language that is exclusionary may cause the perfect candidate to not bother applying for the position. So, choose what skills are most important and list them in the job description. Stick to about five or six key qualifications. The same goes with job duties. Do not list every duty associated with the job. It does not provide insight into what tasks are the most important and can drive potential candidates away. Instead, choose five or six of the most important responsibilities for the position.

Do you need help writing job descriptions or identifying talent for hard to fill roles? Give us a call at (877) 746-8450!

5 Trends That Will Redefine Your Recruiting Strategy in the New Year

December 21st, 2016

Out with the old, in with the new—talent acquisition marketing strategy, that is.

2017 is promising to be a very busy year for recruiters, as the job market picks up and recently finalized trade agreements have the global economy in full swing. Despite the job-related optimism, many talent leaders are still struggling with a general lack of resources and an undefined employment brand strategy.

So what can you expect in hiring and recruiting strategy for 2017?

Talent is Key for C-Suite: When it comes to company success, recruiting leaders are key to their organization’s efforts. More than 83 percent of talent acquisition leaders hold talent as their number one resource, and 75 percent of recruiters say that their team is one of the top reasons for company growth and new success.

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Focus on Sales, Operations, and Engineering: A majority of recruiters expect to hire more employees in the coming year, and the bulk of that number will be in sales. To stay relevant, recruiters will need to find innovative ways to recruit talent pools in the sales, operations, and engineering industries.

Hiring Source Diversity: Recruiters often say that employee referrals are their biggest source of top quality hires. This makes sense, given that referred employees are quicker to hire, more committed to their jobs, and better performers over the long term. To keep the talent pools full, however, recruiters will still need to maintain their presence with staffing firms, on social networks, and marketing your employee and personal brand across all platforms.

Employer and Employee Branding: Not everyone has an unlimited recruiting budget—and when money is tight, the best course of action is often to spend conservatively. With more than 50 percent of recruiting budgets allocated to recruitment agencies and job boards and just 17 percent slated for technology, it seems recruiters may have some wiggle room when it comes to being a bit adventurous with the budget. Since investing in the employer branding strategy is at the top of 53 percent of recruiter’s wish lists, 2017 might be just the right time for a bit of non-traditional recruitment spending.

Automation and Data: Since hiring demands continue to grow while recruiters struggle with a limited budget and even fewer human resources, automated screening processes and data-driven hiring strategies seem to be the next logical step toward talent acquisition efficiency. Larger companies report that big data is their number one trend for the coming year, touting minimal human bias, higher screening accuracy, and efficient soft skill assessment as distinct advantages in the recruitment process.

Do you need help with your 2017 recruiting strategy? Give us a call at (877) 746-8450!

Why Retention is Crucial to Your Recruiting Strategy in 2017

December 14th, 2016

With a job market that’s on the upswing and employers looking to hire more workers in 2017, it seems recruiters have a busy year ahead. For at least the next few years, one of the most important elements in your talent acquisition and recruitment toolkit will be talent retention. The reason? Basic supply and demand.

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Starting in 2007, companies were forced to deal with the recession and the related fallout from a struggling economy. Employers had to make some tough decisions regarding eliminating employee benefits to cut costs—often cutting back on employees as well. The recession left employers holding all the cards while employees struggled with fewer perks, nonexistent benefits, and heavier workloads. With employees feeling privileged to simply have any job at all, the idea of employee retention as a recruiting strategy was not even on an employer’s radar.

As we approach 2017, the tides have shifted. To avoid a massive skills shortage, recruiters and employers alike have to start thinking of ways to keep top-notch employees in the positions they worked so hard to fill.

With increased demand for talent, companies have started revisiting their perks, compensation, and benefits offerings. Along with developing more attractive compensation plans, employers are shifting their focus toward talent retention in an effort to avoid suffering a skills and labor shortage in the foreseeable future.

A Renewed Focus on the Long Term

Along with an improving economy comes a new set of challenges for recruiters and employers. Companies that can’t hold on to their employees will suffer market-based shifts in the availability of top-quality talent every time the job market fluctuates—making consistency and productivity nearly impossible to attain.

To maintain growth in a thriving economy, companies should focus on the following hiring and talent elements:

Retention of Quality Candidates:The talent pipeline is a talent acquisition team’s greatest asset. From the moment a viable candidate visits a recruiter or signs on to a career page, maintaining that connection is vital to retention efforts.

Holding onto Key Employees: This should go without saying, as quality employees are the backbone of every organization.  A high volume of potential candidates simply can’t replace the tenure and experience of a seasoned employee. At the same time, high-potential leaders are the most sought after during times of high demand, and turnover in these situations is somewhat inevitable. This is an area where retention strategy can make a huge difference in whether you keep a valuable potential leader or are faced with starting over from scratch.

Retaining Lead Personnel: When an organization has trouble retaining its top personnel, company morale suffers and overall productivity takes a nosedive. An innovative retention strategy is essential for companies who want to avoid losing top leaders to the competition.

Do you need help attracting and retaining key talent? Give us a call at (877) 746-8450!

What Millennials Can Bring to Your Talent Pipeline

December 7th, 2016

Talent acquisition comes with a unique set of traits to look for in potential employees. Some of the more obvious ones are dependability, loyalty, and a strong work ethic. With millennials, you might have to look even further at what they can offer. This group of candidates is defined as 18-34 years old, and now make up 75.4 million people. They outnumber the “Baby Boomers” slightly, so they are the largest group in the workforce today.

This is a wide range of possible employees. Many are just entering the workforce right out of high school, while others have completed college, their masters, or have been employed for quite some time. All of them have certain traits that will be beneficial to your talent pool as recruiters who are looking at this prime age of workers in many different fields of employment. So what can this group of candidates bring to your talent pipeline?

Three millennials walking past a dark stairway in Seattle

Ambition: Millennials are a “can do” generation. They like to get things done, contrary to reports of them being lazy or aloof. The Council of Economic Advisers reports that around 61 percent of millennials have attended college, as compared to only 46 percent of Baby Boomers. Their ambitions are high, some due to the fact that they have excessive college debt to pay down. Either way this helps to have an attitude that will allow them to achieve great things in their careers, since they desire success. Plus they know what’s it’s like to work through a down economy, during the years 2007-2009, when the oldest of the generation was just 27-years-old.

Tech expertise: “Digital natives” as this generation could be called, grew up during the beginning of the internet boom. This makes millennial candidates very tech savvy, so working in a high tech workplace and adapting quickly isn’t an issue. It can also be an asset from a work culture standpoint, as candidates can really bring different generations of employees together with technology. Many of them love being team players which fosters a solid work environment, and generally function well in a team setting.

However, one of the biggest challenges with mellennial talent is actually attracting and retaining candidates. Millennials desire different perks and environments than past generation, and companies are tailoring their workforce strategy, respectively. Check out some of our previous blogs to learn what companies are doing to attract and retain highly sought IT talent.

 

 

8 Candidate Traits to Thoroughly Vet

September 14th, 2016

As a recruiter, it is your responsibility to recruit quality employees, whether for your client, or internally. Depending on the size of your company or client, you likely get plenty of resumes each day, or identify plenty of potential talent. So how can you tell early on in the process if a candidate is possibly no the best fit?

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#1 Long Gaps Between Jobs

With the unemployment rate what it has been these days, it is very uncommon to find long gaps between jobs on a candidate’s resume. While it is common to have a gap or two at one point in their career, if you have an applicant with long gaps between jobs, there should be a good reason. Childbirth, education, and being self-employed are valid reasons, however; if there is no explanation for the gap, it is a red flag.

#2 The Applicant is Unemployed

The first thing you would need to do is find out why the person is no longer employed. If the applicant was fired or they quit, they may not be the best person to recruit., but its worth vetting. Dive into their thinking and reasoning to make your decision. If they have been unemployed for a long period of time and out of the workforce, their jobs skills may not be as fresh as other applicants.

#3 Job Hopping

Going from job to job could mean that the candidate cannot commit to a job. When things get tough, the applicant doesn’t stay. Hiring this type of employee can waste the company’s time and money to hire and train someone to replace the individual.

#4 Poor Attention to Detail

One of the biggest red flags when going through resumes is spelling errors. If the candidate couldn’t take the time to proofread their resume, chances are, they won’t be dedicated to their role after hiring. Someone who took the time to thoughtfully and accurately put together their experience indicates more of a quality candidate.

#5 Lack of Professionalism

Professionalism is a must when it comes to recruiting employees. You should look for professionalism in their resume, the first phone call, and the interview. If an applicant shows a lack of professionalism, its crucial to dissect their true personality during interviews.

#6 Social Profile

A potential employee’s social profile can say a lot about them. You can learn a lot about a person by looking at their social profile. If the employee had posted any derogatory or disparaging comments about a job, employer, or former employer, it is a huge red flag. You don’t want to recruit a person who has no problem posting this type of negativity for the world to see.

#7 Discrepancies

If you are reviewing a potential candidate’s resume and LinkedIn profile and find discrepancies, it could be cause for concern. Either they are lying on their resume, they are forgetful when it comes to dates, or they are just plain sloppy. No matter the reason, not the best sign for quality talent.

#8 The Applicant is Overqualified

Some recruiters might find that an overqualified applicant to be a dream come true, however, it really isn’t. If the applicant is overqualified, it could be he or she is looking for a job to hold them over until they can find a better job. Also, they could get bored, and want to move on quickly. Take time to thoroughly vet the reasons for their interest.

Need help identifying quality talent? We can help! Give us a call at (302) 266-0860 

CBI Group, Placers, and Barton Career Advisors Announce Partnership

August 5th, 2013

Talent leaders band together under shared, values-based culture

Delaware-based talent companies CBI Group, Placers and Barton Career Advisors announced today a new partnership under their shared values-based culture, Outside-In®. The companies will work together under the Outside-In® brand and continue to serve the national marketplace offering recruitment, staffing, and outplacement talent solutions.

This partnership unites three companies based on a shared culture called Outside-In®; a mindset that advocates putting the customer first in all scenarios, at all times. The companies’ consider their customers to include clients, internal employees, and even vendors.

“My personal goal is to have Outside-In® be as meaningful to a business and its customer base as the good housekeeping seal might be on a household product” says Outside-In® Companies President and Outside-In® founder Chris Burkhard. “We hope to have our family of companies stand for an incredible customer experience where innovation and employee satisfaction are evident to all.”

Headquartered in Newark and Wilmington, Delaware, the Outside-In® Companies intend to change the way the Human Resources industry provides talent solutions. Instead of operating from a pre-packaged services mindset, the companies provide solutions “from scratch” crafted  specifically to solve the challenges that led the customer to work with a third-party service provider.

“Our expanded partnership with CBI Group and Placers as part of the Outside-In® Companies brings heightened market awareness to the Barton Career Advisors Outplacement business,” said Chris Barton, Barton Career Advisors Founder & Sales Group Lead. “Values are the secret sauce in business performance and I know we are on the right track.”   

As companies whose purpose is to handle clients’ challenges of bringing people in and letting them go, this service-based, cultural mentality is a conscious – and innovative – approach to talent management. To learn more about the Outside-In® Companies and their new partnership visit www.outsideincompanies.com.

The Entrepreneurial Triumvirate: The Role of Teaching

July 31st, 2013

Leaders need to be teachers and trainers. As business gets bigger and more organized, training becomes a function, a department, a group of people that delivers content and curriculum that the company thinks is critical to the orientation and productivity of the employee base. However, I was taught that leaders need to focus on three key functions: Teaching, Leading and Selling. This is The Entrepreneurial Triumvirate!  I just made that up, but it works.

Photo credit: Business Insider

Many new leaders are confused about their role. Perhaps they were good at their job and someone thought they would be good in a leader role. Where does one begin to get good at Entrepreneurial Leadership? Well its starts with this simple premise. What do your people need in order to do their jobs? This is the essence of servant leadership. Sometimes – lots of times – they need to know things to work through how and what to do. Too many times we tell staff what to do versus show them what to do. We must learn to get out from behind our desk and work side by side.

I often see and observe leaders that grow in frustration with their staff and their performance. This comes down to a simple point. A leader’s job is to develop staff. Period. End of story. Leadership begins and ends here. Too many leaders replace or complain about staff competence. This is our job, to develop competence, give feedback, create an environment of learning. To make sure learning happens on the job, in the classroom, with a buddy, on their own. I think you get the idea.

Next time you see a gap as a leader will you develop the person or be frustrated? Remember, your only job is to develop people! Can you be as passionate about developing employees as our friend Jack Black is about teaching future rock stars?

 

Hiring Tens, Nines, Eights… Ones?

April 4th, 2012

It is the contemporary point of view of talent management experts that hiring A players and keeping A players is the way to go in business. A’s outproduce B and C players tenfold and A’s don’t play well with B’s and C’s.

Over the years, I have been taught a similar theory in hiring. We all want to hire 10’s. The challenge is that over time if your hiring process is not a focus, 10’s tend to hire 9’s, 9’s hire 8’s and so on. And if you’re not careful your business could be full of 1’s and 2’s.

We see this in our work with customers every day. It’s never intentional. We tend to hire staff we are comfortable with. We want to hire people that can grow into the job. We want comfort and ease, not a strong push and challenge from our team.

Growth is a also a factor. When we are growing, we skip steps in our hiring. We forget to reference. We hire in a hurry to get to the tasks at hand. We compromise and select from the candidates that are available. We don’t take the time to put together quality job descriptions. We don’t invest in using search firms or focus on building a talent acquisition function or competency in our business.

We do not want an overly arduous process either. If you take too long you will lose great talent.

But if you are not careful in your zest to grow and get the job done, you might just find yourself surrounded by 1’s and 2’s at a time where it takes 10’s to make a real difference!

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