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Utilizing more than a decade of human capital management, sales and leadership experience, Greg Moran is President and CEO of Chequed.com. Greg is also author of Building the Talent Edge: A Field Managers Guide to Recruiting the Best (Spring 2005) and Hire, Fire and The Walking Dead (June 2006, W Business Books).

Previously, Greg served as Founder and VP of Sales for PeopleAnswers America, a leading provider of behavioral assessment software to mid market and large companies in North America. Before PeopleAnswers America, Greg founded and served as President of Pinnacle Technology Solutions, an executive search, staffing, and human capital management services firm. Also, Moran served as Vice President of Best Resume/Career Management Services in Latham, N.Y. During his tenure, he co-authored Job Hunting: The Ten Best Steps to Success, a job search workshop and audio/video tape series.He is a rising thinker in the field of human capital management, having been quoted in numerous national publications including Business Week, The Wall Street Journal, and Inc. Magazine.

We are in the throes of a global economic transition and recovery. And, while this creates new business opportunities, it also creates new human resource challenges. According to a Bersin by Deloitte research report: Predictions for 2014:  Building A Strong Talent Pipeline for The Global Economic Recovery – Time for Innovative and Integrated Talent and HR Strategies, during times of growth, companies should focus on:

  • Sourcing, recruiting and competing for talent
  • Building global leadership
  • Reengaging the workforce we have

The report goes on to say that externally, organizations need to focus on building and communicating a strong and relevant employment brand, and to treat every employee as a brand ambassador.

And, don’t forget about potential candidates. They can also work as brand ambassadors. How? It’s simple. Build a passive candidate sourcing database from their references.

Enter…Automated Reference Checking

The Bersin report continues that more than two-thirds of the companies it talked with says that they are currently experiencing some type of “HR transformation.” The reason points to the fact that now, more than ever, the value of HR is measured by its ability to source, attract, retain and build talent – not simply its ability to deliver service to employees.

As a result, one of the biggest trends for 2014 is the continued growth and focus on talent analytics. This brings together analytics around recruiting, leadership, performance, engagement skills and more.

And, a vital component of hiring new talent is checking their references. However, more research shows that while nearly all organizations check references, fewer than 25 percent of those phone calls produce any valuable feedback. In fact, traditional reference-checking often causes delays in the hiring process which not only leaves open positions, but also costs companies time and money. It can even put your firm’s brand at risk if performed incorrectly.

The good news is that reference-checking has evolved. There is now a way to get actionable and valuable feedback from references, while uncovering new passive candidates – automated reference-checking. And, it not only captures valuable feedback for potential new hires, it also builds sourcing pipelines and improves your reference-checking efficiency, all while helping to build your recruitment brand.

The bottom line is that sourcing for passive candidates puts you in the driver’s seat as you look for candidates with specific experience and/or skill sets and it also gives you the opportunity to showcase your brand. And considering that most employers ask for three references, you should be able to build up a healthy passive candidate sourcing database in no time; your recruitment brand will thank you too.

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Being part of the recruiting team here at iCIMS is really exciting for a few reasons. First, iCIMS is one of New Jersey’s fastest growing companies. In just a few years, iCIMS has added hundreds of employees and they are expected to add another 120 within the year. Second, I get to use the latest talent acquisition solutions to help with my sourcing and recruiting efforts.

While most of our recruiting efforts come from job postings, social media, and employee referrals, one of the most important efforts comes from college recruiting. Career fairs provide a prime opportunity to interact with students, bring brand awareness, and make many new connections. From planning to the actual event, here are some tips that we live by!
 

1) Create a Plan

At iCIMS, we spend months planning for college recruitment season. We have frequent brainstorming sessions where we choose our target schools, develop “teams” of the best iCIMS employees to join us, and discuss which jobs we want to focus on while at the event. Additionally, we have the task of choosing the way we market ourselves while there, from picking out the tchotchkes to hand out, to what banners we want to use, to the brochures and information pieces laid out. Once everything is decided, it is time to prep the team, charge the iPad and laptops, pack up the supplies, and hit the road!

2) Go Team!

Having the right team in place is crucial for a success. We carefully select who will be on the career fair teams, which is often hard because we have so many great volunteers. Whether it’s a Monmouth alum from iCIMS’ Sales team helping us recruit at the business school’s events or bringing a Scarlett Knight from iCIMS’ R&D department to a Rutgers tech career fair, we try to bring alumni from the schools who are representative of the opportunities currently available at iCIMS. We hand out special branded t-shirts to the dream team members, give them a break down of the opportunities, the logistics of the career fair, “the elevator pitch,” etc. Once everybody is prepped and caffeinated, we get ready to shake some hands!

3) Keep it Simple

We are a green company, so we are always trying to think of ways to reduce our carbon footprint. We actually don’t collect a single resume at the career fairs. We either have applicants sign into our Talent CRM, iCIMS Connect, at the fair or we hand out an Ike sticker with the career page link on it to encourage them to apply directly online. After a long day of meeting and greeting at the career fair, our work continues. We will run a report to see if any attendees have applied to positions at iCIMS and start to qualify the applicants and take next steps, like sending them a request to submit a Video Cover Letter. It’s important to follow up with the candidates and to be in touch with them shortly after they apply. This gets them interested and excited, as they are usually overwhelmed at these events and may feel they would otherwise be lost in the pile! While on the career site, they will also get a better understanding of who we are and especially our company culture. While this approach is new for us, we have seen a lot of success with this tactic.

Career fairs can be very overwhelming and exhausting for both the recruiters and students. It’s important, even after giving the same spiel a hundred times, to let your passion and excitement for the company show. Be friendly, be welcoming, and be yourself. The students we meet can feel our enthusiasm and it’s contagious. Remember, you could be shaking hands with your future colleague!

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These days it seems “reality” is everywhere. Reality television shows exist about everything from bachelors to housewives to duck hunters, their stars staring down on us from the magazine racks at the grocery store checkout. Most of these shows are clearly staged and scripted for the highest level of drama and shock value. Even when we know they aren’t exactly “real,” we can’t get enough. But why? Are our actual lives not exciting enough?

The truth is many of us are out there in the “real world” doing things every day that are pretty interesting. Those familiar with the staffing industry know that it can be a pretty exciting and dynamic world to be in. While everyone of a certain age has probably looked for a job (or several) in their lives, and may have even worked with a staffing agency, few have had any insight into what it’s like on the other side. Until now. Enter the Real World Staffing documentary, a raw inside look into the world of staffing from RecruiterEco and Mez Media.

But do we really need another “reality” experience? And about a staffing firm?

The documentary isn’t about just any staffing firm. The film gives an inside view into the world of Terra Staffing Group, a wildly successful Seattle-based agency with Terra’s VP of Sales and Marketing and industry veteran, Jenifer Lambert, as its star. The documentary will be the first of its kind, and many in the industry, including the staff at iCIMS, are anxiously awaiting its premier.

iCIMS and RecruiterEco have been working together for the past 5 years. With iCIMS providing technology solutions to help HR professionals target, source and recruit top talent and RecruiterEco providing an online community where over 130,000 of those professionals gather for the latest recruiting buzz, working together has been a no-brainer. When Jonathan Weiner and Jim Shaki of Mez Media approached us about sponsoring this project, we were excited to support them but had no idea what to expect. A year later we’ve seen the project come full-circle and we couldn’t be prouder to be a part of it.

Real World Staffing will premiere February 21, 2014 in Charlotte, North Carolina at Jenifer Lambert’s Power Retreat. Until then I guess you’ll have to entertain yourself with bachelors, housewives and ducks.

For more information on iCIMS visit www.icims.com.

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Any employee who has gone through the dramatic economic downturn that began in 2008 knows, for the last few years, the mantra has been, “keep your head down, keep working, and be glad you have a job.” During this period, employers instituted round after round of layoffs and the remaining employees continued to absorb more work with no pay increase. This has led to workplaces across the globe being filled with staffers who are not engaged or actively disengaged, frustrated, overworked, underpaid, and prime to make a move. Now, combine that powder-keg work climate with recent statistics and projected trends for economic growth, and businesses may be in for an explosive disruption in talent acquisition and retention plans. 

According to all indicators, competition is heating up for skilled labor and salaries are on the rise. Couple that with recent findings from Glassdoor that one in three employees indicate they have plans to look for a new job, and the writing is on the wall; we could be headed for one of the fiercest, most competitive job markets ever.  Given the pent up demand for new hires, employers will be scrambling to find, filter, communicate with, and onboard the best talent to support their strategic business objectives. This is why we at iCIMS are taking steps to improve the candidate experience and have dubbed 2014 “The Year of the Candidate.”

To support our candidate-friendly vision, iCIMS is “putting its money where its mouth is.” From a technology perspective, iCIMS has developed candidate-friendly features such as social apply capabilities that allow candidates to apply using their social media profile, like LinkedIn, in order to minimize data entry. Understanding that job seekers are increasingly mobile, iCIMS developed amazing mobile career portals that allow job seekers to apply for a job from anywhere, anytime. To support this mobile experience, candidates can also quickly and easily upload their resume from their Google Drive or Drop Box accounts, then iCIMS automated parsing capabilities draw pertinent information from the candidates uploaded resume to auto-populate the candidate’s profile, again reducing candidate’s data entry.

But, we did not stop there! We have now re-launched iCIMS Hire Expectations Institute (HEI), a thought leadership website dedicated to education and innovation in talent acquisition. This completely revamped website offers the latest information about industry trends, new tools, and best practices to help employers get to know the candidates, hire the right candidates, and create a great candidate experience. Best of all, for the first time, iCIMS Hire Expectations Institute will also cater to job seekers. For job seekers, the Hire Expectation Institute will provide a single source for resources that help job seekers get to know the recruiters, develop professionally, and leverage modern technology to enhance their job search.

Talent acquisition has become the most dynamic aspects of Human Capital Management (HCM). When we talk about talent acquisition today, we use words that didn’t even exist just a few years ago: mobile, SEO, video, social media, gamification, and talent networks. As competition continues to heat up, savvy, innovative organizations need to keep up with evolving trends and job seekers need to be prepared with the best ways to leverage these modern technologies. The Hire Expectations Institute is the best tool to help employers and job seekers stay ahead of the technological curve.

For more information check out our press release about the new and improved Hire Expectations Institute.

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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 organization has a culture. Culture is defined as a collection of commonly-held traditions, beliefs, and behaviors by a group of people. Culture is a part of every company and, in many workplaces, it’s never documented. In order for a company to achieve its business goals, they must recognize and leverage the talent within the company. That means being able to create a culture that is empowering, supportive, and, in turn, allows people to do their best work.

It also means having a culture that is diverse and inclusionary. Lew Platt, former CEO of Hewlett Packard, summarized the business case for diversity and inclusion best. “I see three main points to make the business case for diversity: 1) A talent shortage that requires us to seek out and use the full capabilities of all our employees. 2) The need to be like our customers, including the need to understand and communicate with them in terms that reflects their concerns. And 3) Diverse teams produce better results.”

The question becomes, how do we create a culture that does all of these things? Well, the first step is hiring the right people. The people that align with your cultural identity. Here are four steps to consider:

STEP 1: Understand Your Cultural Identity

Organizations need to have an unfiltered understanding of their culture – not the culture they want to be, but the culture they really are. As a human resources professional, one of the biggest mistakes I’ve seen companies make is to have meeting rooms full of posters that they say represent who they are as an organization only to discover employees don’t embrace those same qualities.

A company’s cultural identity is tied to the personal leadership of its employees, the emotional intelligence of its leadership, the trust employees share with each other, and the business’ ability to be agile and change.

STEP 2: Incorporate Your Identity into Your Career Website

If companies want to hire employees that align with their culture, they have to share what their culture is all about. A company’s cultural identity should be clear when a candidate looks at the company’s career site.

Organizations can use images and video to give candidates a sense of the organization. For example, I know companies that have demonstrated a commitment to diversity and hiring people with disabilities. It is part of their cultural identity and their career websites reflect that.

Images aren’t the only aspect. Your culture comes through in the wording of job descriptions, job openings, and the communications you send out to talent networks and communities.

STEP 3: Share Your Culture with Candidates

Today’s candidates want to see your cultural identity before they ever apply to your company. They are also looking for confirmation of your culture when they interact with recruiters and hiring managers.

This includes the exchanges taking place during career fairs, interactions on social media, and conversations during screening and interviews. Each contact between a candidate and the company either confirms or denies your cultural identity.

When an organization understands and embraces their cultural identity, sharing corporate culture becomes a natural part of the conversation. If a recruiter is trying to “sell” a culture, it’s often very obvious – the candidate knows it and the recruiter knows it as well.

STEP 4: Include Your Culture in Onboarding

Organizations do not have to lose their cultural identity during orientation and onboarding. For those parts of the process that have been automated, make sure they still incorporate a piece of your cultural identity. Obviously, the company can bring their culture to life using video introductions. But organizations have a great opportunity with mentoring and coaching activities.

One of my former bosses called mentoring “an opportunity to tell you where all the landmines were” and how to maneuver around them. Those landmines were are part of the company’s culture and, to be successful, you need to know where they are.

Cultural identity reflects many things: trust, leadership, accountability and working relationships. It’s what companies stands for and the way for companies to excel is to hire individuals that share those same cultural values.

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Natalie Trudel is the lead author for the Employee Performance Management Blogwhose posts offer practical advice and great resources on performance management and HR. When she isn’t writing, Natalie is the Marketing Manager for CRG emPerform, which offers leading online performance management software (and happens to be one of our newest partners!).

All year long, Santa watches over the children of the world, taking notes on their behavior, their growth, and the effort they’re investing in trying ever so hard to be good. Nobody knows exactly how he gets this job done, but the outcome is clear: the good receive presents, the bad receive stockings full of coal, and both get to end the holiday with a valuable lesson in the books and a clear plan for the year ahead.

If you’re an experienced HR pro, this whole scenario might sound familiar…Is it possible that Santa Clause is actually an all-seeing HR manager in the giant workplace otherwise known as childhood? Maybe. Or maybe we’ve had too much eggnog. But in either case, HR pros have a lot to learn from Santa’s methods. Here are a few of the most important take-aways.

  1. Santa never stops paying attention. He doesn’t just form rushed opinions and snap judgments two weeks before toy season. He watches and takes careful, fair and accurate notes all year long. This doesn’t change just because his “employees” scramble to bring out their best behavior during the final countdown.
  2. Santa knows the difference between high performance and high growth.Bad children who make an effort to sweeten up during the year sometimes deserve as much praise—or even more—than good children who haven’t changed much from last year to the present.
  3. Santa understands that effort should be meaningfully rewarded. He offers praise and approval that are worth working for, not just meaningless lip service. Like Santa, great HR managers know that a strong review should be backed by appropriate raises and bonus compensation.
  4. Santa leaves children with a clear performance approval plan that can guide them during the year ahead. Actually, no he doesn’t. But effective HR managers do. After the celebration is over, the work doesn’t end—it begins.
  5. Santa understands the value of a strong performance management platform. Or at least, we assume he does. After all, Santa does have a list and he checks it twice. But in a world where HR is a year-round gig, a paper list just won’t cut it. If Santa’s list is ever eaten by reindeer or if Mrs. Claus nudges him into the 21st century, chances are he would be using emPerform to set, track, and align performance goals and automate his methods.

Santa sounds like the perfect HR manager right? Maybe not. We can’t help but feel like HR might have some things to teach good old Saint Nick and those lessons would revolve around timeliness. Sure, Santa does a great job, but only once a year. What about the 364 days in between Christmas? We are not proposing a year-round Christmas bash (although we wouldn’t object), but maybe Santa should drop some lines throughout the year and provide feedback and coaching on an ongoing basis so everyone involved is crystal clear on expectations and can remedy bottlenecks more quickly. HR definitely knows the value of that!

If you’re in the mood to automate your ‘list’ this year, check out emPerform – talent management software guaranteed to bring loads of cheer.

 

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We turn to our smartphones and tablets for almost everything, and these mobile devices are well on their way to becoming the primary means for accessing the Internet. Whether searching for a place to eat, investigating what the weather is like outside, or even looking for a job, people are increasingly turning to the small screen for help. 

However, the rise of mobile adoption by job seekers presents a new set of challenges for employers. Having a mobile presence is imperative for an organization to be perceived as modern and forward-thinking in order to obtain top talent.

• All iCIMS-hosted Career Portals are mobile-optimized to automatically accommodate the appropriate viewing experience whether the candidate is on a desktop, smartphone, or tablet. In addition to the device-friendly experience available, candidates can now upload their resumes or documents straight from their device, Google Drive account, or Dropbox account.

A mobile-friendly application process can increase your conversion rates by providing the candidates with a simple application experience. According to a 2012 Career Builder study, one in five employers who have mobile career sites reported that at least 20% of their applications came through mobile devices. Career Builder research also shows that 40% of mobile candidates abandon the application process when they are notified that they are about to encounter a non-mobile friendly apply process. Since candidates are more likely to abandon sites that aren’t mobile-optimized, it’s critical for organizations to embrace mobile to attract top talent. Simply Hired recently reported that 86% of job seekers would use their smartphone for job searching if the capabilities were available. When asked, here’s how those job seekers indicated they would use mobile for landing a position:

• 55% want to receive alerts
• 45% want to apply for jobs
• 45% want to be able to track application status
• 23% share information via email
• 19% share information through social networks

The writing is on the wall: job seekers are eagerly embracing mobile as a way to search and apply for jobs. If employers want to win the war for top talent they must provide a seamless experience between their online site and their mobile presence to attract potential candidates.

Want to learn more? Download our Whitepaper, Top Talent is Mobile to read more about mobile recruitment.

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Every December, I like to set aside some time to think about my personal and professional goals for the coming year. While this might sound like a traditional New Year’s resolution, I like to think about it more in terms of kaizen. Kaizen, which means “good change,” refers to continuous improvement. As a core concept at iCIMS, this idea resonates with me personally as I look to 2014.

And certainly, as my department is expected to grow in 2014, we are all considering the role kaizen plays in the successful sourcing, recruiting, and onboarding of talent. Everyone plays a role in making improvements and streamlining processes to attract top talent, whether it be through creating an appealing candidate experience, improving communication among stakeholders, or monitoring key performance indicators to track improvements. This is especially true for recruiters and other HR personnel, who may discover that they are empowered to set the tone for HR organizational improvements in 2014. 

Goal: Bring in Game-Changing Talent with a Great Candidate Experience
 
Your best candidates may be juggling multiple offers or interested in multiple companies, so it is vital to make a great impression at every stage in the hiring process. 

The following are some questions to get you thinking as you set candidate experience goals for 2014:

• What are you doing to get in front of applicants at the early stages of their job research?


Are you actively promoting or incentivizing your employee referral program to get current employees on board? Are you posting your jobs on job boards or websites (based on location, industry, etc.) that the right kind of talent might frequent? Do you have a clear recruiting social media strategy?

• Once you have an applicant’s attention, what are you doing to keep it?


Do you offer applicants a simple application process, even if they are searching from a phone? Do applicants have the option to submit a resume or sign up for a talent pool, even when there are no current openings in their field?

• Do you give candidates clear opportunities to showcase unique skills and talents?

What kinds of questions or tasks can you present that will allow the candidate to demonstrate why he or she is a great fit for your company? What opportunities (such as video cover letters, writing samples, code tests, etc.) can you give candidates that will let them stand out early in the hiring process?

Goal: Improve Communication among Key Stakeholders

For successful talent acquisition, communication among stakeholders is key. No matter how successful your current processes are, organizations always benefit from communication improvements. This is especially true in the world of HR, where the first result on Google for the innocuous search phrase “hiring managers and recruiters” is currently an ERE article titled “How Recruiters Can Tame Frustrating Hiring Managers.”

Again, while there are many areas for potential improvement in communication, it may be easiest to take a step back and focus on addressing the most important communication concerns first. Many communication issues may be resolved easily with better technology or clearer internal processes.

Some questions to get you thinking as you set communication goals for 2014:

• What are your standard operating procedures for communication, and could they be improved?

How well are your standard operating processes for communication expectations documented, and are all stakeholders aware of their responsibilities? What processes (such as approvals, tasks, feedback, reminders, etc.) can be easily automated with supporting technology? What solutions (such as mobile approvals, etc.) can allow stakeholders to move the process forward efficiently?

Goal: Take Advantage of Benchmarks and Real-Time Reports to Recognize Efficiencies and Identify Bottlenecks

Ultimately, the best way to determine if you are improving and achieving your goals is through the collection of benchmark data and the analysis of your key performance indicators. While reports may not be the most glamorous part of an HR job, they provide valuable information to set the tone for future improvements. They also can help identify where to begin when planning your agenda for the coming year.

Some questions to get you thinking as you set reporting goals for 2014:

• How are you tracking your successes?

How are you utilizing the information available to you within your talent acquisition technology (such as source effectiveness, email campaign effectiveness, and onboarding productivity)? Would you benefit from personalized reports to support your specific responsibilities and goals?

• How are you tracking and addressing areas for improvement?

Do you have specific processes or standard operating procedures for dealing with bottlenecks within your talent acquisition process? Do you have a clear sense of how to implement or pitch better HR processes or technologies, as merited?

In order to provide additional insight and statistics regarding the potential for HR process improvements in 2014, iCIMS recently released an eBook with tips for HR in the coming year. Looking to improve and want to learn more? Download our free eBook 14 HR Tips for 2014.

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Ok … I admit it … I was wrong.
 
But, you don’t know what I am talking about, so let me back up and explain. 

Months ago, when I learned that iCIMS was building a new product, Video Cover Letter, I was skeptical of the value the product would bring to the hiring process. Since a good part of my job here at iCIMS relates to swimming through statistics and industry trends, I was well aware that prominent industry analysts and researchers were saying that video would be the next game-changer in recruiting. 

For example, the Aberdeen Group claimed organizations that incorporated video into the recruitment process experienced:

• 67% reduction in travel costs
• 47% shorter time to fill
• Improved cost per hire

While these statistics are great, I’m a hiring manager. I certainly don’t mean to sound crass, but honestly, I wanted to know what Video Cover Letter was going to do for me and my department? 

Once Video Cover Letter was ready for beta testing, iCIMS began using it internally for our recruiting. The results were staggering. In addition to saving our recruiter’s and hiring manager’s time in screening, Video Cover Letters have improved the alignment and communication between the recruiters and hiring managers. How? Well, in retrospect, It’s pretty obvious. 

Many recruiters out there may have noticed that sometimes it can be a challenge for us hiring managers to clearly explain what we are looking for in a candidate. It’s difficult for a hiring manager to come up with the right words to explain intangible attributes that make for a good fit within our department. This communication problem, results in delays in hiring. Meanwhile, my staff and I are struggling to compensate for the vacancy and no one wins. 

Video Cover Letter fixed that by giving us hiring managers tangible examples we can point to as we work with our recruiters. Now, when I see a great Video Cover Letter, I can tell the recruiter “this is what I am looking for, that is what I mean, find me more like this”. As a result, the quality of candidates the recruiters are sending me has improved exponentially and the recruiters are less frustrated with my sad attempts at communication.  I’m no longer skeptical. I’m completely sold on the fact that Video Cover Letter is a game-changer. 

Now, I take every opportunity (like this blog post) to tell my story to recruiters. Most are extremely interested to hear the hiring manager’s perspective and they are excited about a chance to improve their working relationship with the hiring manager. Still, recruiters are very conscious of their responsibility to EEO compliance and they worry that Video Cover Letter may be problematic for their organization. But, that’s no problem for me! I am always ready with an answer – straight from the EEO’s mouth! 

Here’s what EEO has to say about using video in recruitment: 

“The EEO laws prohibit covered entities from recruiting and selecting new employees in a discriminatory way. The EEO laws do not expressly prohibit the use of specific technologies or methods for selecting employees, and therefore do not prohibit the use of video... The key question under the EEO laws is how the selection tools are used...”

EEO’s statement makes a lot of sense, if you think about it. Technology in and of itself cannot discriminate.  Discrimination happens when narrow-minded people fail to see the benefits of diversity. That narrow-mindedness can occur at any time during the recruitment process, from the phone screen to the face-to-face interview, and it can happen with or without technology. It would be a terrible mistake to overlook so many benefits and blame an inanimate technology for human failings.  

In short, I now thoroughly believe Video Cover Letter is THE recruiting game-changer and I am very glad to say that my initial skepticism was completely wrong.

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Effective recruiting is what turns an average company into a great company, and HR professionals can turn not only to other professional organizations for best practices, but also to other institutions that seek to recruit top talent. 
 
Fraternities and sororities, for example, have to be proactive recruiters in order to support their goals and make their organization well-known, successful, and effective on college campuses. The question is, what can HR learn from Greek organizations?  In many ways, recruitment for Greek Life illustrates a number of best practice techniques that are similar to how the most effective companies source for new talent.  

Rush Week/Sourcing

Rush week is the single most important time for Greek Life.  Every single Greek organization presents their events and activities for the week to the entire student body in hopes those interested will come.  Knowing how to effectively market and get the word out about the events is crucial to getting potential candidates to “apply” for a fraternity or sorority.   Many promote their events through social media, word of mouth, and guerilla marketing tactics.  This ensures the greatest reach to potential new members. 

Professional organizations can look to how Greek organizations approach sourcing to develop some of their own sourcing techniques.

 Make it Easy for Applicants to Find You: By utilizing a recruitment software, you can automatically post your jobs to your career sites and job boards so potential candidates view them.  
 Keep Applicants Interested on Social Media: You can announce new positions on social media in order to identify and engage pools of talent who might be interested in working for you.  Social media is the latest trend, and having the technology to post jobs automatically to multiple social media outlets puts you one step ahead of the competition.

Recruitment Chair Acts as Fraternity/Sorority HR Department

The recruitment chair is a potential new member’s main Point of Contact when rushing a fraternity or sorority.  They are also the person who determines which potential member will receive a bid, similar to how a hiring manager decides which candidate will get the official job offer.  The fraternity/sorority recruitment chair is responsible for making potential candidates feel comfortable and introducing them to the fraternity/sorority culture and values.
  
Sound familiar?  This responsibility is very similar to what the best recruiters do on the job every day in their respective human resources departments.

 You Are the Face of Your Organization: The recruiter is often the first point of contact for a potential hire, as well as the first person to communicate and their organizations’ values.
 Accurate Record-Keeping is Key: Recruiters might interact with dozens of candidates each day. It is important for recruiters to keep careful notes on candidate impressions as well as stages within the hiring process in order to make sure that the best potential employees are identified efficiently. 

Integrating New Candidates into Your Organization/Onboarding

Bringing a new person into your organization, and introducing them to “the way you do things” can seem like a daunting task, but in reality it’s fairly simple.  In Greek Life, new members go through an onboarding process that introduces them to the ideals and history behind their respective organization.  Therefore, upon completion of the process, they are ready to be full-fledged members of their fraternity or sorority.
  
In reference to hiring candidates into a company, the full onboarding process can be automated.

 Make Sure Your New Hires Get up and Running Quickly: With an online onboarding portal, you can easily display information on company culture and mission, host electronic paperwork, and give new hires an introduction to the values of your organization.  Transition your new hire into a prepared employee by educating them about your organization before they even walk in on their first day. A strong onboarding program will ensure your new employees are confident and ready to be productive from day one!


It’s amazing to see how recruiting best practices within the Greek community can also serve as guidance for professional recruiters. By taking advantage of these tactics, you can effectively recruit the best candidates, whether that be for membership in a Greek organization, or the best candidates for a job at your organization.

 

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