It’s natural to be skeptical of the place of technology in the recruiting world. After all, how can an automated process replace the human touch — particularly in an era during which the candidate experience means so much? The short answer? Recruiting automation should not be considered a substitute for but instead a supplement to the immensely valuable personal component offered by recruiters.
Creating a sustainable talent acquisition pipeline doesn’t have to be a cumbersome task, but it needs to be well executed if it’s to be effective. As a talent acquisition professional, your job is to help create a sustainable pipeline within the organization and its future success has everything to do with its future leaders. However, you must ask how do we build a sustainable pipeline of internal talent so you don’t always have to hire from outside?
Experience? Check! Technical know-how? Check! Soft skills? Check! All of these things matter when it comes to assessing a candidate’s qualifications. But there’s one slightly more mercurial thing to consider when filling vacancies: is the candidate a cultural fit?
We spend a lot of time talking about what recruiters should be looking for when evaluating job applicants. However, as any hiring manager who has suffered through an egregiously bad hire will tell you, one oft-overlooked, equally important aspect of sourcing top talent involves not looking for indications that a candidate is right for the job, but instead looking for signs that a candidate is a poor fit.
Hiring managers are often so preoccupied with identifying the best and brightest candidates that they overlook terrific talent hiding in plain sight: their current employees.
Bad hires cost your company a lot in terms of money to morale. And while the occasional bad hire is unavoidable, it’s possible to minimize the mistakes and maximize good hires with the right approach.
While much of the hiring discussion today centers around the mobile movement, email still maintains a very important place in the recruiting sphere. But if you’re dealing with response rates which are less than ideal, you may be going about things the wrong way.
The word “transparency” may seem like the latest in a long line of flashy corporate buzzwords. And while some of these catchwords indeed seem to exist purely for the purpose of driving you crazy with their ubiquity, this one in particular has great meaning for your recruiting efforts and organization at large.
Let’s take a closer look at why transparency matters, and what you can do to transform this buzzword into an integral part of your corporate culture.
Recruiters have always played an integral role in matching the right candidate with the right job, but the rise of the digital age and the ever-increasing value placed on the candidate experience have elevated their potential to something far greater.
Twenty-first century recruiters are far from mere cogs in the HR wheel; rather, they have the unparalleled ability to directly impact not only how candidates feel about a company, but also overall takeaways about the brand itself. The most successful recruiters are keenly aware of the duality of their positions as both human resources agents and marketers.
Let’s take a closer look at the strategic integration of these two worlds and what it means for today’s recruiters.
We’re living in an age which not only offers access to more recruiting data than ever before, but also more sophisticated metrics aimed at transforming this data into actionable insights. If tracking and understanding recruitment ROI has until now seemed like the domain of nerdy number crunchers, think again. In fact, if we acknowledge the role of recruiters as marketers — which we absolutely do — then marketing metrics can be carried over to the HR world to help you start to truly understand your ROI.
Let’s take a closer look at three ways to start making strategic sense of your recruiting efforts.