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HR Recruitment: Now Trending

Monday, November 3rd, 2014

The 7 Top Emerging Trends in Recruitment Today

by Eric Friedman

From pop culture to news, we’re all interested in what’s currently trending, and the world of HR recruitment is no different. Emerging technologies, tools, and processes are changing the recruitment paradigm and forcing us to reevaluate our strategies. We all want to keep up, but changing strategies every two seconds can be in and of itself a bad strategy.

Jumping on the bandwagon just because something is trending is never the best way to go. When evaluating trends, think about whether the new approach meets your specific recruiting needs. Taking the time to really evaluate the latest developments so you can apply the ones that best fit will help you stay ahead of the recruitment game and secure the top talent your company needs to be successful.

Here are the seven main emerging trends in recruitment that are definitely worth evaluating:

1.     Social Talent Networks. With the expansion of social media, companies are using platforms like LinkedIn, Twitter, and Facebook to promote their brands and create a talent network where they can engage with potential candidates, as well as fans, employees, and even customers. These viral service communities connect many people to your brand and can effectively attract candidates.

2.     Applicant Tracking Systems. Tedious though they once were, applicant tracking systems are quickly becoming easier to use and more valuable to both recruiters and candidates. Emerging ATSs that can manage the entire recruitment process are excellent data platforms for all of your recruiting and analysis needs. Through ATSs, recruiters can now do more, from conducting pre-employment testing to filtering candidates, as well as combining biometric data and proprietary algorithms to better match candidates to jobs.

3.     Division of Labor. Companies are looking for more highly specialized skills in their candidates, and they’ve taken their search global. The competition for top talent among companies has led some to divide the talent acquisition responsibilities between recruiters, who are specialized exclusively in identifying, pursuing, and assessing potential candidates, and hiring managers, who are primarily responsible for the hiring process and work with recruiters on talent sourcing.

4.     Video Resumes and Interviews. Video allows candidates to present themselves more thoroughly than any paper resume can. Through a video resume, candidates can showcase their personality much more clearly, plus they can prove that they’re able to work with technology and understand its potential. For recruiters, video can cut down on the time and cost associated with recruiting by allowing them to pre-screen candidates instead of spending time on the phone or in a face-to-face interview.

5.     Improved Candidate Experience. Job seekers have to jump through a lot of hoops these days to land a job. If candidates find it nearly impossible to apply for a job on your career website, or if they never hear back from a hiring manager or are treated poorly during their interview process, it reflects badly on your company. Hands-on management that improves the candidate experience has become paramount to acquiring top talent.

6.     Get Mobile. Smartphones are changing the recruiting game and will continue to do so for the foreseeable future. Failing to have a mobile-friendly website with a full-on career page, including job applications that are easy to read and fill out on a smartphone, is basically recruitment suicide. Mobile recruitment solutions can facilitate and speed up recruitment, and are more visible to the increasing number of candidates who use their smartphones to search for jobs.

7.     Assessment Science. Pre-employment assessment tests help recruiters determine which candidates have the necessary skills, knowledge, behavior, and the best cultural fit. Based on scientific studies, these tests are usually engineered using I-O psychology to assess the skills needed for each job. The increased use of pre-hiring assessment tests proves that they’re a useful tool and validates the trend’s skyrocketing popularity.

Analyze your recruitment process in detail, and determine whether any of these trends could help you do better. You may already be implementing some to an extent, but maybe the time has come to expand your efforts or combine them with other strategies. Remember, improving the recruitment process will help your company outperform its peers and excel in your market.

Have you incorporated any of these emerging trends into your recruitment strategy? Which ones do you think are game-changers, and which are more likely to fizzle out?

ERIC FRIEDMAN

Author

Eric Friedman is the founder and CEO of eSkill Corporation, a leading provider of online skills testing for pre-employment assessment and benchmarking. Eric has degrees in Psychology and Business, and a fascination with matching people with roles they’re best at, and that they enjoy.

A company built on exceptional talent from Internet technology, test development, and iterative product development, eSkill leads as an independent assessment company helping HR departments with relevant and accurate job-based tests.

To learn more about Eric and eSkill, visit the company website at www.eSkill.com, or contact him on LinkedIn.

The Multigenerational Workforce

Thursday, March 13th, 2014

by Eric Friedman, eskill Corporation

Companies today are seeing the most multigenerational workforce in modern history. Four generations comprise today’s workforce: Traditionalists (born before 1945), Baby Boomers (born between 1946 and 1964), Generation Xers (born between 1965 and 1980), and Millennials (born after 1981). And they’re working together in a wide range of positions across an array of industries and companies. Just take the number of millennials managing retirees with 40+ years of experience who are returning to the workforce—an age and experience gap never seen before in the workplace.

Each generation represents a different culture and set of values, which HR departments should understand in order to ensure that their workforce is productive and managed effectively. First, let’s look at the main characteristics of each generation.

Traditionalists are a generation influenced by the Great Depression, the roaring 20s, and the two World Wars. They are patriotic and loyal, with a deep faith in institutions and organizations, which makes them more likely to stay at one company for their entire careers. Many have either been in the military or come from military families, so they hold a great respect for authority.

In the workplace, they’re motivated by doing a job well, they’re concerned about who will do the work if they don’t, they understand the need to work long hours, and they tend to put work ahead of home life. They believe in paying their dues and proving themselves in order to advance their careers.

Baby Boomers have a different set of values that were shaped by their influences: the television media boom; the Vietnam War and the Watergate scandal; the human rights and women’s movements; and the era of sex, drugs, and rock n’ roll. All of these experiences shaped them into becoming a more idealistic generation, with a deeper sense of fairness and equality, yet still maintaining a sense of competitiveness. They’re not as loyal as Traditionalists and they tend to question authority much more. They’re optimistic, since they grew up with more educational, financial, and social opportunities than their parents.

In the workplace, their main motivator is money and upward mobility. They’re likely to work for one company as long as they’re moving up and getting promoted. They’re not afraid to work long hours, they’ll often put work before home life, and they also believe in paying their dues to move up.

Generation Xers are the first generation to spend less time with their parents and more time home alone while their parents worked. They grew up to be more independent, autonomous, resourceful, and self-reliant. They are also a generation that saw a significant growth in technology—the computer went from the size of an entire building during the Traditional generation to a desktop appliance for the Gen Xers. They’re highly adaptive to change and technology, and, unlike their predecessors, they are distrustful of institutions and are not impressed by authority.

In the workplace, they believe in following their passions in their careers and are motivated by freedom and fun. They place a more equal importance on work and home and feel that they should have more control over their workflow and hours.

Millennials are a unique generation, heavily molded by expanded technology, diversity, and an upbringing that made them believe they were special and worthy of praise. They were also raised on technology, more so than any other generation before them, and are very cyber-savvy. They are more realistic, they appreciate diversity, and are more globally concerned than earlier generations. They’re also multitaskers, which can tend to make them seem easily distracted.

In the workplace, they are much more likely to switch jobs—even careers—often, and are motivated by their own personal fulfillment. They are willing to put in the hours, but not necessarily in the office; telecommuting is big with them. They expect constant praise and feedback from their managers, and to be involved in corporate decision-making. They also crave change and challenges, so they thrive in those kinds of situations.

Understanding the core differences in values, motivations, and priorities of each generation can help companies manage this diverse workforce. Each generation has a different level of engagement and expectations when it comes to their careers. A good way to look at it is that having many different experiences and values on staff can contribute to a more complete picture, because you can accomplish tasks and develop strategies that go beyond just one way of thinking.

Here are some ways to help manage your multigenerational workforce more effectively.

• Establish a workplace mentoring program to encourage younger employees to learn from the experiences of older employees, and for older employees to be more open to new perspectives.
• Consider offering different working options like telecommuting, reinforcing the importance of getting the job done over how it gets done, and providing the kind of flexibility employees of different ages can take advantage of.
• Understand that different generations learn and absorb information differently, and try to accommodate their needs by providing information in different ways, like PowerPoint presentations and handouts for older employees and more interactive web-based tools for younger ones.
• Provide skills training, leadership development, and career advancement opportunities that can help younger employees guide their careers and older employees learn new skills.
• Facilitate open communication, since this is of the utmost importance to make sure that everyone, regardless of age or tenure, feels heard and knows that they are part of the team.

ERIC FRIEDMAN

Eric Friedman is the founder and CEO of eSkill Corporation, a leading provider of online skills testing for pre-employment assessment and benchmarking. Eric has degrees in Psychology and Business, and a fascination with matching people with roles they’re best at, and that they enjoy.

A company built on exceptional talent from Internet technology, test development, and iterative product development, eSkill leads as an independent assessment company helping HR departments with relevant and accurate job-based tests.

To learn more about Eric and eSkill, visit the company website at www.eSkill.com , or contact him on LinkedIn.

Best Tweet Gets the Job? Not so Fast.

Tuesday, August 3rd, 2010

A kooky recruiting story has been getting pretty big play this summer, but the punchline isn’t necessarily what it seems. Mike McKay of media giant Saatchi was looking to hire a copywriter, and told the Atlantic Monthly that he was going to select his next employee based on a clever tweet. Unlike some bloggers proclaiming that the winner now has a $70k-a-year job, it actually appears that the winner simply did that: Won a contest.

Presumably, the Chosen One (Jonathan Pelleg of Austin, TX) will get interviewed at the very least, with the possibility of getting the job only emerging after some sort of selection procedure and conversations with management…right?

But as a sourcing strategy, it’s certainly clever and likely being duplicated already. It certainly is by job seekers, it seems.

What Are Employees Saying About Your Company?

Monday, March 15th, 2010

Anything good? Everything bad? On the heels of the long-celebrated – and notorious – F***edCompany.com, several workplace critique sites have popped up in the last few years. The latest to catch on are Glassdoor.com, and JobVent, both of which attempt to quantify ratings of the work environment. Like others, these sites rely on the comments and attitude ratings of current and former employees. JobVent actually makes an attempt at scoring the organization’s desirability as a workplace, whereas Glassdoor cultivates its registered users to cull more accurate ratings. Recently in the news, Jobs of the Damned is focused on collecting material for a book on bad bosses.

Like the ubiquitous RateMyProfessors.com and the broader issues associated with merchants and service providers profiled on Yelp, some question the reality behind the ratings, thinking that isolated and overly irritated employees will dominate postings and unfairly characterize a firm as a bad place to work. On the other hand, each of the sites named above contains glowing reviews of many employers.

So will the new transparency affect recruiting efforts at less-than-positive workplaces, or will this trend fade away like F’ed Company? And does your organization deserve its online profile?

Twitter and Facebook Recruitment Hazards

Thursday, December 3rd, 2009

by Mark C. Healy

According to a recent Workforce Management piece, recruiting on the likes of Twitter and Facebook could lead to allegations of discrimination and get you into legal trouble. Quoting various attorneys, author Fay Hansen suggests that the social networking world is both too young and White, leading to a risky recruiting process; moreover, she suggests that recruiters are relying too much on their Tweets.

The logic is a little suspect. Unless hiring under the terms of a consent decree, most organizations aren’t under any specific limitations in their sourcing efforts. Moreover, discrimination claims come from applicants, who presumably responded to a posting or advertisement. As such, it would be hard to sue a company on the grounds of discriminatory sourcing if you, in fact, applied at that company.

Few recruiters report that they recruit exclusively through social networking sites. However, plaintiffs could possibly use the strategy as evidence of intentional discrimination in a disparate treatment claim. At the very least, spending time sourcing on such sites but ignoring traditional candidate pools is simply limiting your strategy.

A more relevant concern not mentioned is using Facebook and MySpace profiles to make decisions about candidates. It seems that this is a widespread practice, though no rigorous studies can pinpoint its prevalence or how fast it’s growing. Nonetheless, this is often an undocumented process, something a recruiter does in the margins of a hiring initiative, though many candidates don’t maintain much of a social networking presence.

Judge for yourself by clicking over to Workforce Management here and be sure to check out the rather opinionated comments.

Welcome To Our New Website

Thursday, November 19th, 2009

Rocket-Hire is excited to announce the launch of our revamped website!

Besides providing the usual stuff about who we are and what we do, our new site maintains our mission of providing useful information and expert commentary about the use of pre-employment assessment tools within the modern recruitment and hiring process.

Our new site offers several easy ways for readers to share our views and opinions:

Blog-
First and foremost is our new blog feature.  Our blog supports our core mission of providing expert, unbiased information about everything related to pre-employment assessment tools.  It will also help support our mission to bridge the gap between the science behind assessments and their practical application.  To these ends, we plan to use our blog as a forum to share our thoughts and opinions about news and trends that are shaping the future of technology-based hiring and pre-employment assessments.  We are excited about sharing our opinions on news and hot topics from our field, and we invite others who are interested in these things to join in the discussion.
Make sure to try the RSS feature, which will allow you to sign up to automatically receive our blog posts.

Twitter-
Rocket-Hire is now on Twitter, so be sure to sign up to follow us.  We will be tweeting news and information we want to share, including notification of new blog postings.  We are excited about keeping in touch with you!

Articles and research-
The new site will continue to provide us with a way to share our latest articles, research and whitepapers. Over the past 8 years, we have been writing articles for the Electronic Recruiting Exchange and other media outlets, cranking out lots of useful whitepapers, and publishing our own research.  Our new site provides an easy way for you to access all of our various writings.

We look forward to keeping in touch with you. Enjoy the new site!