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Posted by Reid Klion

Reid Klion is Chief Science Officer of pan. Involved with pan since its founding in 2000, he provides psychometric and science-based oversight in the development of technology-based personnel assessment systems and is involved in internal and external consultation on assessment system design, psychometric issues, test content, and test implementation. He is active in industry, scientific, and regulatory affairs and plays a leadership role in a number of professional organizations. He currently serves on the Board of Directors of both the Association of Test Publishers and the International Personnel Assessment Council. A member of the American Psychological Association and the Society for Industrial and Organizational Psychology, Reid is a graduate of Hobart College and received his doctorate from Miami University.

In the aftermath of the most severe economic downturn since the 1930s, there are signs of improvement including companies holding higher levels of cash, unemployment rates trending downward, and consumer spending increases. This means organizations will eventually be faced with the need to increase staffing levels to meet rising demand.

Many employers have avoided hiring thus far, both to manage costs and avoid prematurely adding to the workforce. However, when hiring resumes, the need for increased staffing could be substantial. It is critical for human capital leaders to invest in the resources required to wisely expand their workforces in an increasingly competitive job market.

Strategic Workforce Planning

The process of strategic workforce planning in its simplest form involves two important steps: clarifying vision and self-study.

As organizations grow, it is beneficial for human capital leaders to help the company clarify its vision and direction. They must facilitate discussions to help reach important decisions about future employee roles and competencies that will be required to realize longer-term initiatives. Unless recruitment, selection, and development processes are aligned with the overall vision, the organization will have little chance of success in achieving its goals.

Leaders must also engage in self-study by examining the strengths and weaknesses of current human capital using metrics such as turnover rates, sales, employee engagement and customer satisfaction data. If the answer to questions about these metrics is “we don’t know” or “we can’t get the data,” this is a warning sign. Not knowing where you are means there is little chance you’ll be able to reach your destination or even know if you’ve arrived. Organizations must be educated on the importance of collecting and using accurate workforce performance metrics.

Operational Improvements

Even if wide-scale change in the workforce is not envisioned, it may be time to look at current hiring processes. This could include completing job analyses, using validated pre-hire assessments and providing great candidate experiences.

It is important from both a hiring and compensation perspective to review information about various job roles to ensure it is consistent with work tasks. Job analyses define the critical knowledge, skills, and abilities that are required for successful performance in a position. This information must be up-to-date and comprehensive so human capital leaders will have a road map in determining if a particular applicant is well-suited for a specific position.

With a good grasp of the key competencies required for success in a job role, the next step is identifying best-fit individuals and one of the most effective ways is the use of psychometric assessments.

There are two basic types of assessments: those that measure what an individual can-do and those that measure what an individual will- do. Assessments that measure can-do, or someone’s best possible performance, are tests of cognitive abilities and job skills while will-do assessments typically measure attitudes and work preferences. Unlike clinical tests used by psychologists and social workers, the assessments used by human capital leaders look at factors that are directly related to the skills and competencies required for a specific job position. Used in this way, organizations can be sure the people they bring on are well-suited for their roles.

A common concern when using assessments is exposure to increased legal liability.  However, any method used to make hiring decisions—résumé reviews, interviews, background checks, etc.—is considered to be a test and held to the same legal standard as the use of assessments. Avoiding assessments to protect the organization from legal issues not only creates a false sense of security but also rules out one of the better methods for identifying qualified candidates. 

Finally, selling the organization as a place candidates will want to work is extremely important in the recruitment and selection process. The most attractive candidates will likely have multiple employment offers, and human capital leaders need to ensure that their organization stands out with a seamless hiring process. Candidates also have the potential to become future customers or influence buying decisions, so a good experience during the recruitment and selection process is vital.

Looking Forward

Human capital leaders need to face the reality of increasing staffing levels head on. Therefore, it is time to help organizations determine how they want to function in the future. Will the organization simply do more of the same or implement a systematic, research-driven approach to identifying individuals who have the greatest potential for success?

Human capital leaders have an opportunity to prove that implementing best-practice talent acquisition processes can help improve their organization’s bottom line.

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Posted by Megan Fixter

Starting an internship at any organization is often intimidating. Interns step into a foreign company culture, with policies and norms that are not taught in the college classroom. Preparation for full time employment happens in the workplace through well-rounded and mutually beneficial internship programs. It is the responsibility of the organization to create an enriching onboarding experience that provides interns with expectations and goals that prepare them for the months ahead.

Throughout the past few years I’ve had the opportunity to hold a variety of internship positions. I’ve interned at a nonprofit organization, an innovative start-up, a marketing agency, and now at iCIMS. For me, these experiences were largely categorized by the way I was onboarded into the organization. Each onboarding process, or lack of, was a reflection on the quality of the internship. I found that if the organization was willing to actively invest their time and resources into getting me up to speed on company policies, I left the internship feeling fulfilled. Formal training made me feel like an actual employee of the company, instead of a disposable college student.

You may think an informal process is the best way to get an intern immersed in your organization because it forces them to jump right it on their first day. Some may call this the sink or swim approach. Personally, I call this lazy. Interns look to an organization to learn things. They don’t necessarily have the skills to swim right away. I have found that a formal onboarding process was the easiest and most rewarding way to begin an internship.

I was interested in iCIMS long before I was even hired as a Customer Marketing Intern. Once I was connected with the organization, I received numerous personalized emails from the human resources department informing me about open positions at the company and upcoming events.  These interactions kept me engaged and eager to learn more about the organization. Even the interview process was unique. I had the opportunity to meet with a variety of employees in the marketing department. It seemed like they were willing to work hard to find the best candidate for the position. These initial interactions laid the groundwork for the month to follow. 

As I prepared for my first day at ICIMS I did not feel as if I was going in blindly. I had no idea what to expect at my previous internships. But here I was directed to a New Hire Onboarding Portal upon accepting my new position. Through the Portal I was able to complete my W4 and I-9 forms from the comfort of home. I had a chance to read through the company handbook, which answered questions that I had about the dress code and parking. The fully branded content got me acclimated to Ike and to the iCIMS culture that I was soon going to be a part of.

It was so refreshing to walk in to iCIMS the morning of my first day and have a computer and desk set up, just for me. I’ve had experiences where the IT department was scrambling to set up my laptop or create my email address as I waited patiently. This is a sign of poor communication and also a breakdown in task management which could have been avoided by an automated onboarding process.

My first few weeks at iCIMS were jam packed with meetings, power points, and trainings. It was exciting to learn about the different areas of the organization. These weeks were facilitated by a detailed schedule that described what I’d be doing and when and where I would be doing it. Each session was necessary to catching me up to speed on all things iCIMS. Quickly I began taking on my own responsibilities and became a contributing member of the Customer Marketing team. In my pervious internships I rarely got to a point where I felt like I was an asset. I believe this is because other organizations neglect to take the time to prepare an onboarding process for their interns. By cutting corners in the initial stages of an internship they ultimately miss out on a chance to reap the benefits of a productive and happy intern.

By no means am I an expert on internships. I simply wanted to share my various onboarding experiences with you. If you’re considering creating an internship program at your organization remember to spend time establishing your onboarding process. Interns may not be full time employees, but the impressions you make on them will last long after the internship is over. 


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Posted by Eileen Kern

iCIMS has rolled out Video Cover Letter as part of our own hiring process, and as an organization we couldn’t be more excited about the results we’re seeing. Our very own technical recruiter, Nicole Tucker, gave a quick snapshot of her experience with Video Cover Letter in a recent interview available on VentureBeat:

Technology will continue to play an even bigger job in the recruitment process. At iCIMS, we are currently using video cover letters, and the results have been very impressive so far in terms of quantity and quality of candidates. Job seekers now have the opportunity to represent themselves beyond a piece of paper in order to make a stronger impression on recruiters and show they are dedicated to investing time and effort.

Video is also proving to be an exciting topic in the recruiting world at large. According to a recent Aberdeen report, there is a notable correlation between the use of video recruitment tools and an organization’s ability to achieve recruiting KPI:

With a strategic, business-driven approach to video, 81% of organizations were able to achieve organizational key performance indicators (KPIs). Additionally, organizations were two or three times more likely to improve recruiting (time to fill, cost per hire, hiring manager satisfaction) and business metrics (customer retention and customer satisfaction) after implementing video.

Video can support organizations throughout different stages in the hiring process, including cultivating engagement, screening, interviewing, and onboarding processes. An organization contemplating the introduction of video into its recruiting strategy should consider the following possibilities:

Create Videos that Promote Your Company Vision

Video advertising is hardly a new concept, and many employers include videos within their career websites or job posts to describe company values and illustrate other reasons a job seeker may be interested in working with their team.

These videos may inspire a job seeker to connect with your company or to apply for a position, and on a larger scale will help you make a positive impression on today’s job seekers—who could become future employees, customers, or partners.

Ask Candidates to Submit a Video

Candidates now have the chance to shine as well when they submit video materials to supplement their employment application.

Candidates benefit from the chance to stand out by presenting their unique qualifications, and employers benefit from saved time and money as part of their hiring process. Additionally, both candidates and employers may use previously-submitted videos as a starting place to drive future conversations.

Chat Face-to-Face with Real-Time Video Interviews

Employers are also turning to video technology as for long-distance and high-convenience interviewing when in-person interviews may be costly or logistically impractical.
Live video interviews provide the conversational benefits of an in-person interview, allowing a candidate and one (or more) key stakeholders to speak fluidly among each other. Additionally, an interviewer may easily reference notes or supporting materials during the interview to keep the interview on-topic and effectively dive into the candidate’s qualifications.

To find out more about the role video can play in increasing candidate engagement as well as in streamlining screening, interviewing, and onboarding processes, download our Free Whitepaper titled Video Technology and the Modern Recruiting Process.



Video and Compliance

The Equal Employment Opportunity Commission has stated that, provided an employer utilizes video as part of an EEO-compliant hiring program, “EEO laws do not expressly prohibit the use of specific technologies or methods for selecting employees” and thus are compatible with technologies such as video.

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Posted by George Ehinger

George Ehinger is Chief Marketing Officer at a leading provider of cloud based pre-hire assessments, reference checking and interview guides. is an iCIMS partner with full integration to the iCIMS Talent Platform. You can follow George on twitter @chequedmktg or Linkedin: /georgeehinger/

Stop the interviewing! Right now. Cancel any that you have your calendar, tell the candidate to leave, whatever it takes.

I mean it.  Before you spend another minute interviewing you need to be sure that this critical step in your hiring process isn’t falling prey to the bias and subjectivity that haunts nearly all interviews.

It’s not that the interview in and of itself is a bad process – you’re just doing it wrong. In fact, most everyone is. Even Google.

In a recent interview, Google’s senior VP of People Operations, Laszlo Bock, admits that Google used to be just as ineffective at hiring as the rest of the world.

Years ago, we did a study to determine whether anyone at Google is particularly good at hiring. We looked at tens of thousands of interviews, and everyone who had done the interviews and what they scored the candidate, and how that person ultimately performed in their job. We found zero relationship. It’s a complete random mess, except for one guy who was highly predictive because he only interviewed people for a very specialized area, where he happened to be the world’s leading expert”.

Laszlo continues on to say that the brainteasers and pseudo-psychological questions that they - and many others - often utilized actually offer nothing in the way of objective data.  In other words, the interviews that Google was using, and that most are still conducting, don’t tell us how the candidate will really perform in the position or work environment.

So, what changed? Simple: Google started using job-relevant data to create structured, consistent interviews. They started asking the right questions and getting answers that actually matter.  With behavioral data in hand, they’ve been able to align their interviews to a refined set of requirements based on the job.

What’s more, with improved consistency, stakeholders are able to more effectively collaborate on hiring decisions. When recruiters, hiring managers and executive management are able to make conclusions based on the same data, it eliminates the common “apples to oranges” false comparison that many firms unknowingly face.

All of this results in a more streamlined hiring process that generates better hires. While Laszlo is correct that big data can never replace human judgment or inspiration, it can (and should) augment it. Consider leveraging behavioral science based assessments to advance your interview process, if not all of your hiring activities, and improve your firm’s crystal ball for top talent.

At we offer a suite a Predictive Talent Selection™ tools that enable companies add data to the hiring process, reduce bias, and ultimately make better hiring decisions—and yes, interview better too!
Happy hiring,



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Posted by Holly Demuro

As a thought leader in talent acquisition and a leading provider of social recruitment tools, iCIMS fields a lot of questions from recruiters pertaining to the use of social media in recruitment. Surprisingly, one of the most common concerns employers express involves advertising jobs on Facebook: Specifically, could Facebook job advertising damage the company’s employment brand reputation if the jobs end up posted near objectionable content?

Here, I think recruiters can take a lesson from marketing. The fact of the matter is, with such massive competition to attract the best talent, recruiters have, by necessity, become marketers for the company’s employment brand. Recruiters’ customers are job seekers and your products are the jobs you are trying to fill.

In the world of marketing, concern about the dangers of social media and brand reputation is certainly not new; it has existed since the first emergence of Web 2.0 in the mid-1990s. Back then, advertisers were desperately trying to figure out how to capitalize on a growing trend of un-moderated consumer interaction with peer-to-peer sharing, content syndication, self-publishing, and social media interaction. Since then, we have seen additional risks emerge within the world of Web 2.0: Rating- and review-oriented sites allow individuals to post potentially negative reviews, functions like the ability “Like” brands on social media allows companies brand content to display on personal feeds, which risks appearing near inappropriate content. Early on, there was no way for advertisers to know what uncontrolled interaction and uncontrolled content was going to do to their reputations.

The overwhelming prominence of social media in the modern world meant that, ultimately, marketing departments who wished to remain competitive in an increasingly social world had no choice but to take the leap into social media. In the end, businesses learned a new way to grow their customer base!

So, what about Objectionable Content? Questionable content was indeed a big fear for some. Still, many marketers pushed forward as common sense reminded them that Internet users see ads and content all the time, they are smart enough to look at each piece of content as its own entity.  Think about it this way, if a person posts a You Tube music video to their Facebook profile and shortly thereafter posts a photo of the family dog, do you assume the family dog is a rock star? Of course not! Also, the wisest marketers realized that the benefit of free word-of-mouth advertising far outweighed many of the risks.

Even though most users are aware of distinction between separate pieces of content and engage with each piece as a distinct item, many social media providers understand that business still needs to be cautious when it comes to their brand reputation.  Accordingly, social media providers such as Facebook have taken steps to keep social content as clean as possible with policies and content standards.
Still, some may question – Why bother with Facebook when I feel much more secure with content on Linkedin?
Simply, Statistics show that Facebook is, by far, the most popular and most engaging social network available today. That means, people pay attention to other people’s status updates and they are more likely to click on Facebook posts, see your job, and apply.

Furthermore, it’s often said that birds of a feather flock together. In the world of social media, that means that your smart employees are likely to have smart friends. You want those friends to take an interest in your job postings because you want smart people to fill your open positions. If you want to reach them, you need to grab their attention where they live - and that is on Facebook.

Still not convinced, download out Whitepaper on the Value of Recruiting on Facebook to learn more.

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Posted by Angelo Gagliano

Improving process in the work place has been an extremely rewarding job for me over the past 17 years. In my personal resume cover letter I have a sentence that reads “Inefficiency makes me cringe and I am very passionate about getting things done the best way possible.” There are a number of systematic approaches such as Six Sigma that define a structured flow for process improvement, but my own methodology came from more organic means.
Looking for inefficiencies
When I describe my job to people I simply say: "I work with groups to find ways of automating or removing manual steps from their processes". At my core I am a coder/developer; that is I write code with the expectation that multiple people will be able to spend less time on mundane tasks and more time on the business. Over time I have been able to establish a reputation as being able to get things done and I am often asked to help with projects to ensure things are being done as smoothly as possible. While it always feels good to be asked to help, I try to be proactive in finding new projects by engaging people in the company.
I have found throughout my career that many people accept their day-to-day routines in the office for different reasons, but generally they do not think their ideas and solutions are possible. Usually no one takes their issues and concerns seriously or the company just does not have the right people in place to help improve their process. All of these often lead to employees not expressing their true concerns or suggestions because they don’t see value in wasting their time on something that will not go anywhere. However, this is where having the right person in place makes a difference.
Mapping out existing Process
As my bag of tricks and tools of the trade have increased to help fight inefficiencies, my overall approach has remained consistent. I always start with observing and documenting the current workflow and process of whatever it is I am trying to improve. Creating a process map helps ensure that we are all on the same page before we begin any work. The map can include simple text descriptions or flow charts that you can create in a tool such as Microsoft Office Visio. You can never underestimate the power and effectiveness of having a visual representation of something. For many people it is difficult to grasp the full process without seeing it mapped out. Once the entire process is mapped out, you can track and compare the process from start to finish in order to show that you have either removed steps, decreased time to accomplish steps, or that you are getting more accomplished with minimal to no increase in time.

The observational step is one that sounds obvious but is one that is so often overlooked. For me, I find it important to try to shadow the end user (the one following the actual process) and putting myself in their shoes to truly understand what it is that they are doing. This does not mean I need to know the technical details and background of everything that it takes to do their job, but the more I understand and am able to speak their language the more impact I can have on suggesting improved ways of accomplishing their tasks. This also helps me to understand why they (or maybe their managers) came to follow the process they have now. Most importantly, during the shadowing process I often find that the end user will say something like “I don’t know why we do it this way” or “if we could do it this way”. This is an unconscious way of the end user speaking up about their dream world. Those are key phrases to look out for as they generally tell me exactly what I need to do to improve their process.
Listen to those who do the work
It does not matter where the request for process improvement comes from, but you have to talk and work with the people who need to follow the process. They are the ones who do the work day after day and that if they have an idea or a suggestion to improve their process, it is probably going to be better than what anyone else could come up with. Sometimes I need to remind them that they are the ones that know their current process the best, which helps them see that someone is taking their concerns seriously. It allows them to open up more and articulate what they see as being the best approach to fixing their issues.
Look at the whole picture
Investigating process improvement for a single person or team is good, but understanding how multiple groups can benefit simultaneously can have a greater impact. If I am going to suggest changing something for one group, I have to understand how this could impact other groups. While investigating how this change will affect other groups, I may find that there is no impact, another group may have to do more or less, or I may be able to come up with a solution that solves problems for multiple groups. As you can see, there is a lot of upfront time that must be spent before jumping in.
Be an Advocate
Considering that there is a good chance my analysis will lead to spending time and possibly money on improving processes, I must be able to have the support of management. If I have their buy in and I know that my recommendations will be met with little to no resistance. It helps make my job easier. I have to be advocate for change in order to obtain support. I need to let people know that I’m committed to creating change for their benefit, so they know they can come to me with their ideas. This creates a support system of resources (people) that I can work with to ensure success.

Process improvement is a great resource for every company. It can help cut costs, improve efficiencies, and even increase company moral and employee retention. At the end of the day, everyone can appreciate organization and streamlined processes. It all starts with a dedicated resource that is focused on process improvement, whether it is one person, or an entire department. Most people can tell when a process is outdated or simply not working, but with the help of someone like me, we can arrive at a solution that saves time, money, and a lot of hassle for everyone. Although people may be resistant to change at first, once they see the full benefit of process improvement- everyone wins.


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Posted by Michael McKerns

Mike McKerns, SPHR is the Founder and CEO of Mamu Media, LLC and the Editor-in-Chief of their branded and custom magazines. He partners with HR thought leaders to help them and Mamu Media’s clients share timely and relevant HR related news with their target audience. Connect with him via email or on twitter @mamumedia.

At the close of the 20th century, pundits predicted that the new century would herald huge changes to all aspects of society. Many studies (including those done by the U.S. Department of Labor, IBM, and countless HR experts, economists, and scholars) singled out workplace demographics as one area likely to experience dramatic shifts.

Just a decade and a half into the 21st century, the business landscape has already been reshaped. Globalization trends have sharply increased the use of remote teams of varied backgrounds and cultures, for example, and workplaces are more diverse (in terms of age, ethnicity, and sex) than ever. The next few years are likely to bring even more changes, in light of the following forecasts:

? By 2020, the workplace will encompass five generations of employees.
? Over the next 15 years, 10,000 Baby Boomers will retire each day.
? By 2020, Millennials will make up about half of the U.S. workforce.
? The use of contingent workers (spurred, in part, by a recession and implementation of the Patient Protection and Affordable Care Act) has expanded at tremendous rates in recent years and will continue to do so in the near future.
? Worldwide employee turnover is predicted to jump in 2014 and hit a high of 23.4% four years later.

In light of those staffing forecasts, management and HR departments must be more prepared than ever to negotiate issues that arise within an increasingly diverse workforce. Internal communication, in particular, poses many challenges at all levels of an organization. Effective communication—what you say, how you say it, when you say it, and to whom you say it—is critical for employee engagement and can have a profound impact on how employees feel about their company, workplace, manager, and colleagues and how they fulfill their responsibilities.

Long ago, employee communication took place primarily through face-to-face meetings. Technological innovation led to the use of printed materials (e.g., memos, newsletters), then the digital revolution introduced portals and e-mails, which have recently been joined (and in some cases supplanted) by blogs, wikis, social media, and videos.

On the surface, this all sounds great. More options means better opportunities to connect with multiple generations, right? Not necessarily.

True, communicating with employees via multiple media (both hard-copy and digital) might seem to yield huge benefits for the company, managers, and staff alike. But having too many active channels can actually cause problems if they aren’t unified into a coherent and consistent internal employee communications program. This can be particularly true when the workforce includes people from diverse background and varied communication styles.

I once worked for a company that shared information with employees through five completely different electronic platforms—each with multiple methods of notification. Often, when trying to locate some information that had been communicated to me earlier, I grew so frustrated that I’d abandon the search if the information I sought wasn’t mission-critical.

So what can you do to avoid a similar scenario and insure that internal communications at your company are effective?

First, identify all the strategies already in place for internal employee communications. This one may be an eye opener, because there’s a chance you’ll discover some forgotten or underutilized resources at your company. Sometimes the preferred solution for communications particular to a local or regional branch may not even be known at the corporate office. A West-coast HR group, for example, might record a Webex seminar on California-specific compliance issues, or an overachieving sales manager in Iowa might create her own newsletter to highlight deals she won in the Midwest.

Next, evaluate each strategy’s quality and relevance. I’ve written about the power of good design and its ability to help a message reach its intended audience. Although I referred specifically to external marketing materials, the points I made apply to internal communications as well. Don’t cut corners when it comes to getting the message out to your employees. Putting together a flyer in Word or converting PowerPoint slides into a YouTube video, for example, just won’t cut it. If you take the time to make sure your communications have both good content and good design, you increase their ability to reach employees.

Finally, bring it all together under one roof. This is the cornerstone of an effective communications program. Definitely make use of multiple channels: e-mail, printed materials, websites, videos, face-to-face meetings, wikis, blogs, social media, etc. But save all communications in one well-designed site that is easily searchable. If your employees can’t find the information when they need it, it’s not doing them (or your organization) much good.

For a large organization, reorganizing (and possibly completely overhauling) internal communication practices can be a huge undertaking. It will seem less daunting, however, if you approach it with the end goal in mind. By increasing employee access to information, you encourage employee engagement and build company advocates, making it possible for everyone to work more productively—an outcome that translates to great bottom-line results.


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Posted by Gina Baxter

Does your company have a compelling value proposition for passive candidates? If so, maybe it's time to reevaluate it. If not, maybe it's time you create it! In 2005, W. Chan Kim and Renee Mauborgne wrote a book called Blue Ocean Strategy. To summarize, Blue Ocean Strategy touches upon the creation of new ideas to increase profits and maximize corporate growth. Therefore, to do this, organizations must institute change and do the unthinkable -- create or reinvent a new market. Now, you might ask what HR can do to implement this strategy. Well, the end goal would be to create a corporate culture to support and link this thinking across departments. But, for starters, let's take a look at some tips on how to integrate this strategy to hire and retain your industry's top talent.

Tips to Develop a Blue Ocean Strategy for HR

1. Generate and Sustain High Performance– Create a structural approach for your key players. Do not just aim to beat the competition, but train your employees to be market leaders. Keep your hiring managers committed. Do not allow your organization to be bounded by your work environment. Instead, look for ways to link your hiring managers together to support your corporate goals. Build strategies to differentiate your organization to potential passive candidates. Leverage best-in-breed technologies to help you get to where you want to be. Remember, you want to get those jobs filled before the job is even posted!

2. Reconstruct Your Employment Brand– I was once told by a recruiter that 90% of her job was to know who she was trying to hire and how to motivate those candidates. As a marketer looking to HR, I thought this was brilliant. Why not build your strategy from what you know? Then, go out and capitalize on it. Take advantage at career fairs to showcase your employment opportunities. If your company is not well-known already, find new ways to create demand to your draw interest to your table. Give life to your brand!

3. Analyze Your Candidate's Experience Cycle- In every step of your candidate's experience, your organization has the opportunity to improve. After all, nothing is perfect. Ask yourself a few questions ... Is the application process easy? Does the current execution set the stage for strong employee retention? ... Or even, what can we do to create interest from new candidates on the job hunt? By asking these questions and many alike, you will identify any obstacles within the hiring process and be able to build and implement strategies for the future.

Human Resources professionals must partner with key players of the business to create a culture focused on growth and value innovation. As advisers to your organization, it is in your hands to create the means to hire the right candidate at the right value. Test the waters and you won't be disappointed in your results!


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Posted by Sharlyn Lauby

Sharlyn Lauby, SPHR, CPLP is the HR Bartender, whose blog is a friendly place to discuss workplace issues. When she’s not tending bar, Sharlyn is president of ITM Group, Inc., which specializes in training solutions to help clients retain and engage talent. Her off-hours are spent searching for the best hamburger on the planet, fabulous wine that cost less than $10 bottle and unusual iPad apps.

Every business is global today – regardless of where your offices are located. We shouldn’t shy away from thinking globally. Global is good. Our organizations can create opportunities with customers and suppliers in places we couldn’t have imagined before.

As Human Resources professionals, we also have to think of our businesses as global entities. If our colleagues in marketing and sales are making international deals, we then need the ability to attract talent from all over the world. Creating a global recruiting strategy might seem like a daunting task, but there are a few things every business can do to get started.
The world is using social media for recruitment. Social recruiting has been around for a while but now, more than ever before, companies are using social tools not only to hire top talent but to stay engaged with potential candidates as well. It makes strategic sense that given the number of people using social media in their daily lives, employers have developed a stronger corporate social presence.

In fact, companies choosing not to have a social presence could be sending mixed signals to their audience. For example, an organization can pride itself for having innovative products but conversely doesn’t use innovative tools (like social media) for recruiting. Or perhaps in the case of a company that promotes their global marketing efforts but doesn’t take advantage of the global reach social media has to offer.

Finding global candidates means understanding global social networks.

While social media is being used globally for recruitment, not every country embraces the same social media platforms. For example, last year social media users in the U.S. only grew 7% while in India they grew 52%. Although Facebook continues to lead the pack in comparison to its social media counterparts, it isn’t always the first place U.S. businesses think of when it comes to social recruiting (LinkedIn is number one).  Companies also need to consider popular local channels such as V Kontakte in Russia and QZone in China to connect to hidden talent.

Speak the country’s language

After doing your homework to find the best platforms to reach your target audience, the next step is to create a message that will resonate with them. Companies are realizing the benefits of multi-lingual customer service and now the importance of presenting your employment brand in the candidate’s language.

Applicants are going digital

Almost 15 million people have used social media to find a job. This presents an untapped opportunity for recruiters worldwide. As more companies incorporate social recruiting into their strategy, job seekers will want to make their professional profiles more employer-friendly. Recruiters can use this current gap to create talent networks and build relationships with candidates for the future.

Global Recruitment Advice from Top-Performing Brands:

Companies will face new challenges and complexities when transitioning from local to global recruiting. Because of this, a strategic global recruitment plan is essential to meet international compliance laws, expand unified talent pools internationally, and support growing recruitment needs through in streamlined, automated processes to ultimately win the war for top talent.

Although it seems like a daunting task, many companies have effectively implemented this task by utilizing iCIMS talent acquisition suite. To learn how top brands like United Airlines and Enterprise Holdings have successfully executed their global recruiting strategy, download iCIMS newest ebook, Global Recruitment: Strategic Advice from Top-Performing Brands.

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Posted by Andrew Schrage

With the emerging influence of technology and automation in the workplace, it's still people who make companies great. It follows that small businesses must attract and retain the most talented and driven workers in order to compete. If you are searching for strategies to strengthen your workforce, consider these five methods used by successful small businesses to hire and retain top-notch employees.

1. Clear Expectations
At the heart of any enduring relationship are the elements of effective communication and trust. By accurately representing the position you are hiring for in detail, you begin the process of prequalifying candidates based on their genuine interest and eligibility.
The hiring process can unfortunately be a tense, rushed experience on both sides. It's essential that care is taken in thoroughly expressing your company's expectations in regard to work ethic and professionalism, and also in scoping beyond a candidate's qualifications to learn more about their background and goals. When everything is transparent and out on the table, making the investment in a new hire is more likely to bear measurable and long-lasting results.

2. Customizable Benefits
Any company worth its salt offers employee benefits including health insurance coverage, paid time off, and some sort of 401k or retirement plan. Besides ramping up packages to be competitive, some small-business innovators are bringing flexibility into negotiations, allowing individuals to tailor a benefits package to better meet their needs.

Your company may not have the latitude to offer a comprehensive package that can stand toe-to-toe with big corporations, but you can offer a range of benefits tailored to different employee preferences. So whether someone values low-cost family health insurance coverage, the opportunity to earn additional paid time off, or more generous reimbursement for education or childcare expenses, there's a personalized solution to satisfy each individual.

3. Inviting Environment
No matter how you slice it, the world of business has undergone major changes over the past few decades. Dress codes are more casual, hours more flexible, and overall the cultures are increasingly modern and progressive. Just look at Internet giant Google Inc. for inspiration, where a more relaxed environment that provides workers with uncommon freedom has resulted in an explosion of creativity, collaboration, and production.

While you may not provide an onsite swimming pool or allow workers to bring pets to work, you can still create a more inviting location by introducing programs that your employees value and remaining flexible in your policies. Consider that your employees spend half of their waking hours working for you - they are likely to appreciate small details like natural light and air flow, free healthy snacks and drinks, and frequent fresh air breaks, in addition to bigger incentives, such as on-premise childcare and work-from-home opportunities.

4. In-House Promotions
If you are offering what essentially amounts to a dead-end job, workers will be more focused on searching for alternative opportunities than striving for achievement. By choosing to promote from within you send candidates and employees a message that you believe in hiring people with the potential to grow along with your company, while introducing a powerful incentive to perform and impress.

Promoting internally also strengthens your culture by forging strong interpersonal relationships; peers work as a team to climb the corporate ladder, while also serving as mentors to new employees. The realization that management is on the lookout for rising stars has the potential to inject healthy competition into the office dynamic and gives your staff an edge that sustains engagement.

5. Professional Development

Workers with talent and drive are prone to seek opportunities in which they can acquire new skills and expand their reach. And small businesses that invest in professional development not only retain ambitious employees, but also keep their workforce on the cutting edge in technology and technique.
By demonstrating that you are committed to internal training and development, and that you also support ongoing education opportunities through company reimbursement, you can capture and hold the gaze of workers hungry to prove their worth and expand their level of expertise.

Final Thoughts
Employing a workforce is the biggest expense for many small businesses, making it essential to find and hold onto capable and committed people. By initiating relationships with clear expectations, supplying an attractive work environment, and focusing on developing talent from within, you can hire and retain a staff that puts your business in the best position to succeed.

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