Workflow, Workflow, Workflow is what the developers & product folks should be solving for.
If we are to improve on our Productivity and Efficiency with ATS’s which is ultimately what we need to solve for:
• Understand your own IT’s capabilities and respect it.
• Don’t strangle the user with unnecessary processes
• Automate at every opportunity
• Innovate
• Don’t wait
• Get a front end CRM (Surgar) to really capture the critical data….before it goes into the ATS. This will make for better “data integrity” & Business Intelligence for Recruiters, Sourcers and more importantly the reporting
Tuesday, July 29, 2008
Thursday, March 6, 2008
Sourcing Tools Strategies "What's Effective & What's Not"
Here are the common "you find us" sourcing tools, listed in order from least effective to most effective:
1. Job fairs
2. Ads in newspapers
3. Job boards
4. Billboards or "we're hiring" banners
5. College hires at on-campus career events
6. "Walk in" applications at physical locations
7. Corporate career sites (a passive approach where you hope that candidates surfing the web will find your site and have the interest and patience to follow through and apply)
8. Employment branding (an excellent approach that causes everyone — the best as well as the rest — to want to work at your firm, which results in your firm's getting on "best place to work" lists or having best practices talked about in business, functional, and industry publications)
key "we find you" sourcing tools are listed below, from least effective to most effective:
1. Cold calls. Recruiters identify the best through periodic calls.
2. Mystery shopping. Recruiters identify the best by buying products or asking questions of other firm's employees (which works best in public-facing jobs).
3. Credit lists. Recruiters find people who precisely fit your target demographics based on their job title, income, location, and diversity.
4. Public records. Similar to credit lists, public records searches can identify specific individuals who fit a very narrowly defined demographic.
5. Mentor recruiting. With this method, your recruiters seek out top performers and ask whether they have mentored others at your targeted firms. You then use the mentor relationship to recruit the "mentees." (A variation tries to get top performing "mentees" at your firm to draw away their mentors from other firms.)
6. Intern to hire or temp to hire. Although interns or temps may have been initially recruited using a "broad net" approach, converting them to permanent hires requires a "we find you" relationship building process to assess them and eventually sell them on a permanent position.
7. Technical contests. Skills and problem-solving contests, generally online (e.g. TopCoder), attract and identify those with the best solutions.
8. Scholarship awards. Top prospects are identified based on their scholarship applications.
9. Professional association lists. Recruiters mine these lists to identify potential candidates based on where they work and their seniority in the field.
10. Internet name generation. Using this approach, recruiters find individuals who write and speak by using "Google type" Boolean strings, Internet searches based what they write and say.
11. Hire to learn or hurt. Target the best employees working at competitors based on their ability to bring a targeted skill to your firm.
12. Name generation firms. Pay researchers at vendor firms to identify the names of target candidates based on titles and firms they work at.
13. Boomerangs. Using this approach, recruiters proactively seek out top former employees in an effort to get them to return to your firm.
14. Event recruiting. Send employees to identify speakers (as well as those who ask questions and make comments) at seminars and professional events.
15. Benchmark recruiting. Find the best people while researching best practices at competitor firms.
16. "Magnet" strategy. Hire the well-known in order to attract other top people, even in other job families. (Hire Tiger Woods and the rest will come...)
17. Referrals. Proactively ask top employees, former employees, and friends of the firm to find and refer others like themselves.
18. Most wanted lists. Senior managers identify the best in the industry at the beginning of the year. Recruiters and managers then sell them on switching firms throughout the year.
19. Social Networking. LinkedIn, Ryze, MySpace, Facebook
20. Recruiting 101. Good old fashion networking, pick up the phone and collaborate. Know you’re audience and be credible quickly. Most importantly know your business.
1. Job fairs
2. Ads in newspapers
3. Job boards
4. Billboards or "we're hiring" banners
5. College hires at on-campus career events
6. "Walk in" applications at physical locations
7. Corporate career sites (a passive approach where you hope that candidates surfing the web will find your site and have the interest and patience to follow through and apply)
8. Employment branding (an excellent approach that causes everyone — the best as well as the rest — to want to work at your firm, which results in your firm's getting on "best place to work" lists or having best practices talked about in business, functional, and industry publications)
key "we find you" sourcing tools are listed below, from least effective to most effective:
1. Cold calls. Recruiters identify the best through periodic calls.
2. Mystery shopping. Recruiters identify the best by buying products or asking questions of other firm's employees (which works best in public-facing jobs).
3. Credit lists. Recruiters find people who precisely fit your target demographics based on their job title, income, location, and diversity.
4. Public records. Similar to credit lists, public records searches can identify specific individuals who fit a very narrowly defined demographic.
5. Mentor recruiting. With this method, your recruiters seek out top performers and ask whether they have mentored others at your targeted firms. You then use the mentor relationship to recruit the "mentees." (A variation tries to get top performing "mentees" at your firm to draw away their mentors from other firms.)
6. Intern to hire or temp to hire. Although interns or temps may have been initially recruited using a "broad net" approach, converting them to permanent hires requires a "we find you" relationship building process to assess them and eventually sell them on a permanent position.
7. Technical contests. Skills and problem-solving contests, generally online (e.g. TopCoder), attract and identify those with the best solutions.
8. Scholarship awards. Top prospects are identified based on their scholarship applications.
9. Professional association lists. Recruiters mine these lists to identify potential candidates based on where they work and their seniority in the field.
10. Internet name generation. Using this approach, recruiters find individuals who write and speak by using "Google type" Boolean strings, Internet searches based what they write and say.
11. Hire to learn or hurt. Target the best employees working at competitors based on their ability to bring a targeted skill to your firm.
12. Name generation firms. Pay researchers at vendor firms to identify the names of target candidates based on titles and firms they work at.
13. Boomerangs. Using this approach, recruiters proactively seek out top former employees in an effort to get them to return to your firm.
14. Event recruiting. Send employees to identify speakers (as well as those who ask questions and make comments) at seminars and professional events.
15. Benchmark recruiting. Find the best people while researching best practices at competitor firms.
16. "Magnet" strategy. Hire the well-known in order to attract other top people, even in other job families. (Hire Tiger Woods and the rest will come...)
17. Referrals. Proactively ask top employees, former employees, and friends of the firm to find and refer others like themselves.
18. Most wanted lists. Senior managers identify the best in the industry at the beginning of the year. Recruiters and managers then sell them on switching firms throughout the year.
19. Social Networking. LinkedIn, Ryze, MySpace, Facebook
20. Recruiting 101. Good old fashion networking, pick up the phone and collaborate. Know you’re audience and be credible quickly. Most importantly know your business.
My eRecruiter
I'm finding that younger candidates — the Generation Y's — do everything through leveraging their networks. They are always connected, either through their mobile phones, text messaging, instant messaging, blogging, and social sites or simply by using email. They find information, look for employment, discuss national issues, compare professors, and arrange dates by using their web of friends.
Job board popularity peaked several years ago and only niche boards will endure. General boards like Monster will offer employers private-labeled job boards and add services such as advanced screening in order to survive. Just as the Internet and the economy of 2002 for the most part killed the job fair — leaving only a few trade-specific, diversity, or college job fairs — the same pressures will act on job boards.
The new breed of recruiter relies on technology to build and tap into networks.
Talent Strategies, not Traditional Workforce Planning
As a natural part of this more thoughtful approach, organizations I am working with are focusing on developing strategies around their talent needs. They are looking at what kinds of talent they will need over the next year, or even five years, and then comparing that assessment with the abilities of their current staff. Once they understand the gap, they then decide what talent to hire, to layoff, or to develop or transfer internally
What's Hot
- Referrals through Social networking Sites, like LinkedIn, FaceBook, Ryze, Meetup groups, and of course MySpace.
- Front-end tools: Broadlook (Diver), Capital IQ, Zoom info to name a few.
- Talent Strategy/Work Force Planning
- Retention
What's Not
- Job Boards
- Recruitment Process Outsourcing
- Contingency and Retained Search
- Turnover
- Reliance of ATS as recruiting tool
If you are a decentralized TA Organization, work out a system for who owns what. If you all agree together then the areas of dispute will be limited. The rule I use is that the central or corporate function should set standards and establish corporate-wide systems. Local offices should participate in that process and have great autonomy on the day-to-day stuff. They can supplement broad image and branding activities with local advertising within the bounds of an agreement you all make with one another.
"In general, most of the corporate recruiting world is quite awful."
"If you talk enough about what you do in a passionate way, it will weigh on people and convince them to follow."
"I once cut off my recruiter's Internet connections and budget for using agency's just to shock them into realizing the value of personal contact and relationship recruiting."
Forecasting and workforce planning. The team developed talent acquisition forecasting and workforce planning models to identify hiring needs as much as six months in advance.
Service level agreements. The team designed and implemented written service level agreements between the recruiting function and hiring managers
Prioritized mission-critical positions. So that recruiting could focus its time and resources on the most critical positions, the talent team worked with management to identify each of the "mission critical" positions in the organization.
Competency model for recruiters. The team developed an extensive competency model for recruiters
Aligned recruiting with the business processes. The team established a company-wide process to align recruiting processes (identification, acquisition, interview and selection process)
Sales research. The team developed strategies and approaches to systematically gather what is essentially market research or sales research information about each candidate.
Pre-need hiring. The team developed and implemented a "Teller Pre-Posting" program to meet management's request for more efficient and expeditious redeployments and internal transfers
Email a friend. Like many corporate recruiting websites, The LinkedIn site allows people that are looking for a job to forward any job to a friend that the user thinks they might be interested in.
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