iCIMS Hire Expectations™

ADDIE is a leading instructional design model, and at iCIMS we use this as the backbone of our training approach.  Teaching technology has the potential to be boring and ineffective, so the proper instructional design of training initiatives is essential to making sure the content sticks.  The ADDIE method is not only used for custom training sessions but also for our standard webinars, FastTrack, and New Hire training.
 
ADDIE consists of five phases:

Analysis: During the Analysis phase, iCIMS works with the customer to understand their training need.  During Analysis, we identify the goals and objectives of the training, become familiar with the training audience and determine the project timeframe and deliverables.
 
Design: During the Design phase, we sketch out the plan for training.  Using principles of adult learning, we outline the curriculum and chunk it into major components.  Once the customer has agreed on the overall design of the training, we move into Development.

Development: During the Development phase, we further the Design phase and fully develop the training curriculum.  Here is where we determine all of the details and nuances of the training we will deliver.   

Implementation (Delivery): Implementation happens when we deliver the training to the partner or client. 

Evaluation: Finally, after the training has been delivered, Evaluation occurs.  Feedback is solicited from the customer and used to assess the value of the training. In this way, we can learn what worked and what could have been more smoothly designed and/or delivered.

Over the years, iCIMS has found this method allows our customers the greatest flexibility to focus on the topics that are most important to them. Further, the interactive nature of the design and delivery provides for a high information retention rate, making this the most effective instructional design model for our industry.

In addition to learning the iCIMS Talent Platform using the ADDIE method, customers may also benefit from our experience and implement the ADDIE model themselves. ADDIE can be used to improve learning at all levels. For example, during the onboarding process, your new hires must learn about your company culture, departmental processes, and the technology employed by your business. Employing a standardized methodology for conducting new hire training and orientation can benefit your business by producing better trained, more productive employees.  Not only does this benefit your profitability, but such standardization can also improve employee retention, thus reducing long-term costs.

Overall, ADDIE is simple and offers many benefits. If you would like to learn more about the ADDIE model of instructional design, please visit the following sites.

When social media sites first catapulted into popularity well over a decade ago we classify them as having a simple purpose—connecting people. Social media sites were first created with the intention of bringing people together in venues where they could interact freely, sharing their lives through a blend of sights and sounds. Although we still use social media to connect with people worldwide today, we have recently witnessed a transformation from serving as a leisure activity to being a necessary professional tool responsible for transforming the world of recruiting today.

“Social media is changing how HR professionals do their jobs, most dramatically in recruiting,” contends Alexander Stone of SHRM. The number of employers using social media for recruiting candidates is rapidly rising.  2011 survey results showed that 56% of respondents cited using social media to search and communicate with job applicants. In 2008, an even fewer 34% reported using social media for HR purposes. In comparison to the 77% who utilize social media for their recruiting efforts today, we have witnessed quite a spike in social media recruitment activity.

So, what makes social media so appetizing appealing to HR professionals? According to research conducted by SHRM, HR professionals have shifted focus to social media for recruiting purposes for a few reasons:

• Ability to recruit passive job applicants who might not otherwise apply (80%)
• Ability to target job candidates with specific skill sets (69%)
• Increase employer branding and recognition (67%)

In fact, four out of five HR professionals are using social media as a recruitment tool primarily for its ability to attract candidates who would not typically apply. Social media sites have become such an important piece of the recruiting puzzle that they are being integrated into applicant tracking processes. This automation allows recruiters to automatically post job openings to social media sites, mine candidates through their social profiles, report on the success of each channel in providing the best candidates, as well as granting candidates mobile access to job openings and applications.

With that being said, studies have reported that HR professionals prefer some social media sites over others:

• LinkedIn (94%)
• Facebook (54%)
• Twitter (39%)
• Professional or association sites (29%)

Since social media has penetrated the world of HR we are presented with the question, “what does the future hold for the relationship between social media and HR?” Although the bond between social media and HR has only been recently formed, we can predict that social media features will become a permanent part of recruiting and recruiting software systems. Accessibility will increase presenting career opportunities at candidates’ fingertips. Recruitment software vendors will need to accommodate their software to social media trends and innovations as we continue to see a larger dependency on social media for recruiting, onboarding, and engaging employees. Ultimately, in order to stay competitive in the war for top talent, HR professionals need to stay ahead of the curve and leverage social media as a powerful tool within their recruitment processes.

For as long as I can remember, industry experts claimed that the healthcare industry was basically guaranteed to remain a consistent and strong job market forever. The thought was there will always be patients and patients will always need healthcare providers.  Now, I see that rationale is not quite as sound as we all once believed. 

The Federal Sequestration, automatic budget cuts implemented on March 1, 2013, included a 2% reduction in Medicare payments to healthcare providers. If you don’t think 2% is all that significant, you are sadly mistaken.  For many hospitals, for example, Medicare is the largest single payer, at times accounting for more than half the facility’s total revenue. In those terms, 2% is a monstrous reduction. 

A joint study by the American Medical Association, The American Hospital Association, and the American Nurses Association predicted that the Federal Sequester would undoubtedly result in a decline in healthcare job growth. The impact will not only affect hospitals and physician’s offices, but will have a trickle-down effect including other healthcare vendors, such as suppliers and IT providers. 

Unfortunately, we are already seeing the predicted downturn. According to the Bureau of Labor Statistics, healthcare made a “relatively weak” contribution to the job market in both March and April 2013. Further, the American Hospital Association thinks it may get worse, estimating that these budget cuts could lead to 766,000 fewer healthcare jobs by 2021.

All this at a time when healthcare reform hurtles forward and an estimated 32 million new patients will have access to healthcare in 2014. In short, more providers, supplies, and ancillary staff will be required to address this massive influx of patients at a time when Medicare reimbursement will be significantly decreased. CFOs in healthcare are worried, and with all this in mind it is no surprise. This means, every department, in every healthcare organization, will be required to cut costs.  Human resources and recruiting departments will be no exception. 

Today more than ever, healthcare recruiters need to take serious action to reduce the costs to fill job vacancies. For any newbies reading this post, I am referring to a standard metric, or measurement, called cost-to-fill. The costs-to-fill are the cumulative total of costs associated with recruiting, such as time dedicated to sourcing, sifting through resumes, and interviewing as well as direct costs associated with travel, relocation, costs of employment advertising, and onboarding. In addition to this, one must consider the cost of the vacancy itself. When a job is vacant, either someone needs to pick up that slack in the form of more expensive overtime or the vacancy simply results in additional losses in revenue. In short, vacancies are expensive. 

No matter how you slice it, the key to bringing down costs-to-fill is automation. If healthcare providers want to survive, even thrive, they must eliminate the inefficiencies associated with humans performing processes that can be easily automated such as sifting through hundreds, even thousands of resumes to identify the a particular skill set. Unfortunately, healthcare has always been notoriously slow in terms of adopting information technology. The growing acceptance of electronic medical records, however, does seem to indicate that healthcare is beginning to warm up to technology. Still, automating processes in order to create efficiency does not end in the exam room. 

Automation through recruitment technology is the key to reducing recruitment’s cost-to-fill. For example, automated candidate screening reduces the number of unqualified candidates that a recruiter reviews in order to find those that meet the organization’s needs. Other features include social recruitment and automated job board posting to healthcare specific job boards that broaden and target the recruiter’s reach. At the same time, recruitment technology facilitates and streamlines the communication between recruiters, candidates, and hiring managers.  The combination of broad, yet targeted reach through employment advertising and improved communications ultimately reduces time-to-fill, which subsequently impacts cost-to-fill. 

Gone are the days when email folders and filing cabinets could be considered as viable systems for searching and screening candidates. Operational efficiency is among the best ways to improve an organization’s bottom line and remain competitive. Manual recruitment techniques, filled with high resume volumes and no effective way to accept, review, and manage those resumes is a dangerous inefficiency. Without recruitment technology in place, a healthcare organization cannot maximize human capital efficiency.

If you would like to dive deeper into this topic to learn about the costs associated with manual processes and the return on investment associated with automation, download our Free Whitepaper titled: Healthcare Recruitment: Facing the Sequester.

As we reflect back at last year’s hiring data, iCIMS wanted to provide a glimpse at where our clients were finding their most qualified applicants across the different sourcing tools available today. In order to provide the most current and comprehensive data, we analyzed our 1,500+ clients’ source effectiveness reports. These reports assess recruitment advertising sources and the volume of candidates coming from each. Additionally, the report highlights the quality of such sources by displaying where candidates were in the recruitment process by source (ie: Did a lot of candidates come from a given source, but all were automatically disqualified?). On the flip side, the reports show if certain sources produce candidates who move farther along in the hiring process. We took the calendar year of 2012, and compared that to our previous study done in of 2011.  The results were accurately tracked by leveraging the automated source tracking feature of the iCIMS Talent Platform. This feature takes away the risk of candidates falsely identifying their source by automatically locking in the true origin of a candidate to ensure accurate reporting. The organization’s that benefit from the iCIMS platform range in size from companies of 10 employees, to global corporations well over 100,000; ensuring our report was applicable for a full range of organizations. In total, the data provided insight from over 1.5 million job postings, 30 million applicants, and 400,000 hires.

Of the 400,000 hires, 25% came from external sources (highlighted in the graph below) ; the other 75% came from referrals, internal hires, company career sites, and undefined sources. This data is very similar to the data collected last year (29% and 71% respectively), and confirms that iCIMS clients are better leveraging the tools at their disposal to make jobs visible via their corporate and in-house portals, as well as through employee referrals to bring in qualified applicants.

Though we are thrilled to see a high number of new hires coming in from these types of sources, the data also reveals the impact of external sources in the hiring process. Of the identified external sources of hire, Indeed.com, CareerBuilder, Monster, Craigslist, Linkedin, and Simply Hired, emerged as the top branded external sources of hire with sources such 3rd party recruiting agencies,  job fairs, and campus recruiting also making the list. Indeed alone accounted for more hires than all other branded sources combined and stood far out from the pack, delivering 27% of all external hires. Career Fairs also saw substantial uptick from last year leading us to believe that the economic climate is beginning to look up, and more recent graduates are finding jobs from these sources.

As we look back at where new hires came from in 2012, a few things are clear. The first is that our clients have continued to utilize the tools that are available through the iCIMS Talent Platform to effectively source out and recruit the best candidates. The second is that the external sources that were being used last year are still being used today, but in higher volumes, and lastly the sources may be the same, but the number of new hires has increased by over 25% leading us to even further suspect that many companies are starting to expand their recruitment strategies.

When you think of recruiting in retail, you need to think about customer experience first. The entire success of a well-oiled retail machine comes down to the shopping experience. Of course, price, product and store location are parts of the equation, but nothing beats a great customer experience. Unfortunately, for brick and mortar business, recruiting is extremely challenging. High employee turnover, which means that many employees leave voluntarily, can reach 100% is some cases. In fact, the department of labor reported that 570,000 separations took place in the retail sector during September 2010; which is insane! As you can imagine, there are many reasons for such turn: pay, management, job duties, etc.  So right now you may be saying “Poor HR;" not so fast! The real pain is felt with the VP of Store Operations.

The VP of Store Operations wears many hats. Ultimately, their job is to carry out the strategies formulated by the CEO to meet corporate goals. There are many KPI’s that help determine whether or not a store is passing or failing, which falls directly on the VP of Store Operations. The largest metric is Same Store Sales. Same-store sales is a business term which refers to the difference of revenue generated by a retail chain's existing stores over a certain period (often a fiscal quarter or a particular shopping season), compared to an identical period in the past (usually in the previous year). Most of the positive or negative impact of this metric relies on the staff at the store level. For instance, higher average purchases and/or more frequent customer visits; cross selling into a broader product range or upselling to more expensive ones cannot happen without a great team. Now you know why staffing keeps the VP of Operations up at night more than anyone else.

So the next question is what can be done? The good news is that Talent Leaders within this sector are forward thinking and constantly preparing for this scenario.  Obviously, the most common strategy is to have evergreen positions posted everywhere your budget allows. I know the argument here is quality vs. quantity. I’m a big believer in this case, the more candidates, the better. We have also seen in-store kiosks work and now the emergence of social media will certainly help get the word out. In my humble opinion, I firmly believe a strong employer brand is the most important component when it comes to store recruiting. Most people may not view retail as a career path, so to be able to communicate the company’s image as seen through the eyes of its associates to potential hires will ultimately determine success. Since many customers can qualify as potential employees, I think a task force comprised of Internal Marketing (those chasing customers) and Talent Acquisition (those chasing candidates) is the perfect combination to deliver the perfect message. After all, no customers, no sales….no staff, no store experience.

One of the first things that a job seeker will do in their quest to find their dream job is to simply run a Google search of their desired job title, plus a location. If you were to perform a search like this, there will be too many results to go through (Googling marketing jobs in New Jersey yields about 40,100,000 results).  Most of the results on the first page are populated by job board sites and websites such as Craigslist. These websites use a technique called Search Engine Optimization (SEO) to increase their page rankings to show as the top results in Search Engine’s Results Pages (SERPs). With Google only displaying 10 results per page, competition for these spots can be very intense.

Ranking high in the SERPs has a few distinct advantages. The first is that it makes it much easier on your company’s recruiters if the job applicants are finding your company. If a person is looking for a job similar to the one you have open, they can find your position on Google and not be distracted by filters and other positions available on a job board site. Then, a recruiter can look through those who have applied and find the most qualified candidates. A second important advantage is that being featured in search engines is a free service. Instead of paying to be featured on job boards, you can organically drive traffic to your careers page and hire candidates free of charge. A third advantage is that positions that used to be difficult to fill are now simpler to find a perfect match for. If you have a job opening, there is a perfect match for the job out there, and there is a pretty good chance that they use Google. Therefore, by making your job optimized for Google searches, you have a better chance of that particular candidate seeing your open position.

Many people wonder how Google decides what websites to put in the top results for a specific search. One important factor is the text embedded within the URL. A URL with a lot of code and no keywords will not rank well in the SERPs, (ex. /OA_HTML/OA.jsp?page=/oracle/apps/irc/candidateSelfService/webui/VisVacDispPG&akRegionApplicationId=821&transactionid=1807264944&retainAM=Y&addBreadCrumb=S&p_svid=2023686&p_spid=2076008&oapc=7&oas=dYL4lUX5GPZ70dNkn--a1g), because nothing in that URL was typed into Google. If your URL looks like this, “jobs/2172/marketing-associate/job”, Google can easily see that this is a job for a marketing associate.  A URL strong, such as this one, is more likely to show in the top 10 results in Google because the webpage URL has been optimized for SEO.

Another key factor in SEO is the on-page content of the page. If the job is titled, “155412- Mkt. Assoc.”, Google will have trouble indexing it. On the other hand, if you were to title your job “Marketing Associate in Your Town, New Jersey – 155412”, Google would easily be able to identify that text and help make your page rank higher.

Are you able to effectively capture a candidate searching in the search engines? Customers who purchase iCIMS Recruit coupled with iCIMS Career Site SEO are in a better position to achieve the top spots in the SERPs. Customers can purchase packages of 5, 10, 25 or more microsites to drive highly relevant and high quality candidates to their open jobs. Allow your jobs to be visible to more potential employees by utilizing Career Site Search Engine Optimization.

If you have not already heard the buzz, state requirements for E-Verify are growing by leaps and bounds. E-Verify has been required nationwide for the employment of federal contractors and subcontractors for a while now. Many states also require E-Verify for new hires made by large employers.

Other states are implementing laws that expand on existing requirements. For example, as of December 1, 2012 Virginia joined the list of states with mandatory E-Verify requirements. In January 2013 four more states, Georgia, North Carolina, Pennsylvania, and Tennessee, are implementing or expanding E-Verify requirements. Further, many congressional Republicans are calling for E-Verify requirements covering all businesses in all states – public and private.

To see a color coded map showing the latest state-by-state E-Verify requirements, click here.  

Perhaps, we should step back. If your firm does not do any federal contracting and is not in a state with expanded requirements, maybe you do not really understand E-Verify. Perhaps, you don’t think E-Verify is something about which your firm needs to worry. There, you are wrong. E-Verify is definitely something all employers (large or small, with or without government contracts, public or privately held) need to keep on their radar!

What is E-Verify?

E-Verify is an electronic database maintained by the Department of Homeland Security that compares employee’s I9 information to information maintained by the Department of Homeland Security and the Social Security Administration. 

According to U.S. Citizenship and Immigration Services:

“The Immigration Reform and Control Act (IRCA) of 1986 prohibits employers from knowingly hiring illegal workers. To comply with this law, employers must collect information regarding an employee’s identity and employment eligibility and document that information on Form I-9. An employee must provide certain information on the form, such as name and date of birth, as well as present supporting documents.

While Form I-9 requires employers to collect information, there was no way for employers to verify that the information employees provide is valid or that the documents presented are genuine—that is, until E-Verify. E-Verify offers employers a powerful tool in protecting themselves against those who try to cheat the system.

By adding E-Verify to the existing Form I-9 employment eligibility verification process, a company can benefit from the peace of mind of knowing that it maintains a legal workforce”.

Beyond just peace of mind, the number of states requiring E-Verify for all employers/employees is growing each day.

How Can I Prepare for E-Verify?

E-Verify is not something any employer can ignore. Even if E-Verify is not effecting you today, it will soon and you need to prepare now. Here are some things you can do to begin preparing now: 

• •         Consider proactive voluntary E-Verify enrollment. Think about the costs and benefits associated with proactive enrollment and consult your corporate council to help make a decision that meets your organization’s needs.

• •         Assume E-Verify will happen and plan now: Create a formal E-verify implementation project plan that includes a company-wide roll out with updates to policy and procedure guides, updates to your onboarding software, manager and HR staff training, etc.  

• •         Audit your existing I9 Records: Auditing your existing I9 records will help you to identify areas of weakness and early take action to correct any problematic processes related to compliance.

• •         Weigh the benefits of using an electronic I9 and E-Verify Software: An I9 and E-Verify software will keep your records organized while streamlining compliance with features like error checking, audit trails, reminders, remote hiring capabilities, instant E-Verify responses, and more.

• Watch E-Verify news for all states in which your company conducts business: This is not as much of a challenge as one might think. Google Alerts are a beautiful thing! If that does not satisfy, you can also find valuable information on I9 and E-Verify News page provided by iCIMS’ I9 and E-Verify partner, Tracker Corp.

With the rate at which E-Verify requirements are expanding, even employers not previously impacted by E-Verify must take a proactive approach and begin preparing now so you don’t get caught off guard when the time comes. Remember, too, iCIMS and our partner, Tracker Corp., are here to help as you navigate the complex waters of employment compliance.

The intent of the HCAHPS (Hospital Consumer Assessment of Healthcare Providers and Systems) initiative is to provide a standardized survey instrument and data collection methodology for measuring patients' perspectives on hospital care. This initiative in healthcare recruiting has become an essential part of our hiring practice. If ever there was a time to hardwire a culture of excellent patient care—to ensure that your organization is meeting its mission, protecting its bottom line, and enhancing its reputation—that time has clearly arrived.

Identifying the right skill set is not always the most important factor in hiring the right candidate. What is important is asking if this candidate will fit into one’s culture. Will they change the way a patient receives care?  Identifying the right behaviors that attribute to higher HCAHPS scores become the challenge today. Competences like ‘compassion, adaptability, multi-tasking, and flexibility’ are important behaviors to evaluate for HCAHPS, especially when it comes to nursing candidates.

The Studer Group released an article on “Four Reasons Why Those 27 Survey Questions Will Change Healthcare Forever.”

• HCAHPS provides accurate “apples to apples” metrics.

• Results are tied to quality and clinical outcomes.

• It gives consumers an easy way to compare hospitals.

• HCAHPS pay-for-performance is coming

Identifying these competencies allow a recruiter to screen candidates in a way that hiring managers will understand the true value you deliver to them during an interview process. Hospitals need employees who understand the importance of patient centric care.

To be at your best as a top Healthcare recruiter, you must understand how to impact the HCAHPs scores indirectly. Here are a few bullets to help link these together.

•  Take the time to learn what is measured. 

•  Know your organizations scores and where you are falling short. 

•    During your candidate screening, ensure you are asking questions that revolve around specific survey questions. For example: How do you treat patients with courtesy and respect? Give me examples of how you’ve changed your communication style depending on the patient/situation? How do you explain medications and treatment to patients and their families?

•  Communicate your strategy to peers, hiring managers, and executives

•  Always share your success

The question now lies, how will HCAHPS scores transform the way you select top talent? 

I was recently chatting with some HR professionals regarding the age-old question over whether active or passive candidates are better recruits. In my opinion, the recruiters preferring passive won the debate. Their argument was simply a matter of control. Sourcing for passive candidates puts the recruiter in the driver’s seat as they look for candidates with specific experience and/or skill sets.

Obviously there were other reasons why recruiters prefer passive candidates, but this was the most compelling (and the idea that prompted this post). When one realizes the value of recruiting passive candidates, the question becomes how to find the best passive candidates with the least time investment. Applying most sourcing methods, recruiters are rummaging through resumes on major job boards or spending hours searching LinkedIn.  These methods are great, but not necessarily efficient when resumes are old or potential candidates do not reply.

What’s the best way to find the strongest passive candidates, you ask? That is a great question with a very simple answer… compile and then source from your own talent pool of ‘warm’ candidates.

So, how does one compile and source their ‘own’ pool of warm candidates beyond searching LinkedIn contacts?

To answer this, let’s start by defining warm candidates. A warm candidate is, at the very least, aware of your company’s employment brand.  It is pretty obvious that the most efficient use of your time will be to focus on the warm candidates rather than pursuing those who are just not interested. You must keep in mind, LinkedIn contacts are not necessarily warm passive candidates by this definition. 

Keeping your talent pool warm is a little like dating. Your talent pool is your ‘little black book’. But, just because a person is in the little black book, it is not a guarantee that they will remember you. To keep candidates warm, you must stay in contact with them. Drop them a line every once in a while and show them the best of your employment brand through some old fashion marketing nurture campaigns. Basically, ‘date’ them.

The next step is to compile a talent pool full of warm candidates. How does one accomplish that? First, consider all the candidates that are already in your ATS. Perhaps, they were not a good match in the past, but maybe as time has gone by their skills or education have advanced. These candidates have expressed interest in the past and therefore they are warm candidates.

In addition to what you already have in your ATS, you absolutely must open the door wide to new talent.  To do this, your company’s career page should encourage potential candidates to submit their information even when jobs matching the candidate’s skills are not currently available.  Next, consider all those people you meet at job fairs, networking, and career development events. Even if you don’t have openings that match their skills right now, you will eventually. Any time you meet someone that seems to possess talents, skills, or experience that may eventually be useful to you, take the opportunity to talk up your employment brand (without being too much like an overly aggressive recruiter) and ask to exchange contact information, just in case.

To further develop your talent pool, encourage current employees to recommend friends or former colleagues based on talents. Make sure that current employees understand that you are interested in more than just who is currently looking for a job – you want traits, talent, and passion vs. simple availability. For example, ask employees, “who do you know that that has great project management or communication skills?” That will get the employee thinking more broadly. 
 
In short, there is a lot you can do to compile and source from your own pool of warm talent. The most important factors are simply this:  First, allow interested parties to send their resume or contact information to you – even when you are not actively recruiting their particular skill/experience. Finally, when the warm candidates start coming in – keep them warm by recommending opportunities or simply showcasing your brand. The biggest mistake a sourcing pro can make is to let talent slip through their fingers because they are not thinking in terms of future recruiting needs.

Last week, iCIMS formally announced a new and exciting partnership with Workopolis, the largest online recruitment provider in Canada. Each time the company enters into a partner relationship with any outside vendor much thought and consideration is put into how clients will be impacted. With the Workopolis decision, iCIMS saw this vendor as an ideal candidate to work alongside based on the shared values that both companies are committed to delivering including ease-of-use, flexibility, and scalability. The alignment is particularly fitting as both organizations successfully serve companies of all sizes, from small businesses to enterprise clients.

Now, let’s discuss how everyone will benefit from this relationship! First, iCIMS will now be able to leverage the power of the Workopolis brand in Canada, with Workopolis becoming the exclusive Canadian distributor of the iCIMS Talent Platform and its related solutions and services. To bring this arrangement full circle for Workopolis, the iCIMS Talent Platform will replace the existing “1.0” ATS that is currently being provided to Workopolis customers. Both iCIMS and Workopolis are capitalizing on one another’s best-of-breed abilities to take their individual organizations to the next level.  iCIMS will be more visible in the Canadian marketplace and Workopolis will obtain the innovative 2.0 talent acquisition functionality that the company needs to ensure that customers can stay ahead of the competition in the war for top talent. Both organizations are receiving a boost to their credibility as leaders in the talent acquisition world.

While each company is greatly anticipating what the future will hold as the two recruitment technology experts join forces, let’s not forget about the clients. Now that iCIMS will be providing products to larger number of Canadian clients, the company is creating a Canadian data center. Additionally, iCIMS is in the process of establishing French language support. Furthermore, existing customers will be seeing tighter integrations between the iCIMS’ Talent Platform and Workopolis Jobs.

Overall, this partnership was put in place as a way for each company to utilize the other’s strengths and allow them to continue providing a best-of-breed experience to clients. For more information regarding iCIMS’ partnership with Workopolis, please click here to read the press release.