News & Events

Blog

Enter your email address to receive updates via email.

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.

Share this Blog:

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.

 

Share this Blog:

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.

As the labor market continues to become more competitive, companies are shifting their focus to the candidate experience. Organizations have always placed importance on their employment brand and what job seekers think about the business. However, it’s clear that today’s candidates have options and companies need to step up their game.

Smart companies are doing critical self-evaluations of their recruiting processes to ensure they are offering the best candidate experience as possible. One method of self-evaluation is to consider the common complaints that job seekers have when it comes to the hiring process then making sure that whatever they do, these things won’t happen within the organization again.

1) Only talking with candidates when there’s an opening. In today’s market, recruiters should always be looking for talent. The days of starting the recruiting process when a job requisition shows up on your desk are long gone. Organizations are developing talent networks and talent communities to address their short-term and long-term staffing needs. Successful recruiters are adopting Candidate Relationship Management (CRM) strategies to consistently promote the company culture and communicate value to candidates. 

With the iCIMS Recruit solution, recruiters have the ability to search their systems and determine if they are building the talent pipelines they need. This allows them to constantly monitor and adjust their recruiting strategy. The only way to win the war for talent will be by staying diligent when it comes to candidate sourcing and engagement.

2) A lengthy online application process. Organizations should regularly test their applicant tracking system (ATS) to make sure it’s user friendly. This includes trying to apply directly via the company career site, social media platforms, and mobile devices. Recruiters and hiring managers can view the process from the candidate perspective and ask some tough questions.


a. Do we have enough information about the candidate’s skills and experience? Recruiters don’t need to know everything about a candidate at this point. They will learn more about the candidate during the interview. It’s about making sure the company has collected enough information to make an educated decision.

b. Have we captured the right information about the candidate? There are so many things we want to know about candidates. Again, we’ll learn a lot during the interview. We need to gather only the information that will help us decide who to interview.


3) Withholding information about the interview process. Recruiters want to share with candidates what to expect during the interview appointment and process. For example, I would always tell candidates who are scheduled for interviews on casual attire day what to expect. I would tell them what I was wearing so they weren’t surprised. And if they wanted to join the fun and wear jeans, I told them it wouldn’t be held against them. 

I also made sure that at the end of every interview to explain the hiring process. I’ve worked for companies where it wasn’t unusual to interview 4, 5, 6 different times.  The job title didn’t matter. It was a part of the corporate culture. I would explain to candidates that the company felt this process allowed candidates to connect with the organization. So on Day 1, the new employee knew more people than the human resources director and their boss. Candidates appreciated the explanation and were patient because we had explained the process.

4) Lack of information about the work and benefits. Recruiters should make sure candidates completely understand the job responsibilities, pay, and benefits. Many companies share the job description with candidates during the interview process. That’s great but I I’d share some of the unwritten responsibilities of the job as well. For instance, give the candidate an office tour and let them know every employee takes turns cleaning out the break room refrigerator. 

Also, there can be a taboo about discussing pay and benefits upfront in the interview. Don’t wait until the end of the process or, even worse, the job offer. Let candidates know early in the process the company philosophy on starting pay, salary increases, and benefits. If an employee isn’t able or willing to be satisfied with the compensation package, then both of you are able to part ways amicably. 

5) No response. Nothing frustrates candidates more than feeling their application has been sucked into a black hole never to be seen again. Applicant tracking systems have features that allow companies to keep candidates informed of their status. In fact, theiCIMS Recruit solution gives companies an array of templates that they can use to communicate with candidates or, if you prefer, the ability to craft personalized replies that align with your employment brand. These replies can be automated so it doesn’t add extra steps for the recruiting team.

The best way to tell candidates that you want them to work for you is by showing them. The way you show them that is by creating a hiring process that’s effective, efficient, and respectful of everyone’s time.

Share this Blog:

Madeline Laurano is the Research Director, Talent Acquisition Solutions, within Aberdeen’s Human Capital Management research practice, and is responsible for leading and collaborating on Aberdeen’s research coverage across a range of HCM topics, including contingent workforce management, talent mobility, workforce planning, sourcing strategy, recruitment process outsourcing (RPO), employer branding, onboarding and talent acquisition. 

Additionally she is responsible for delivering research findings via published works, speaking engagements, on-line events, and Aberdeen’s annual Human Capital Management Summit.


In September, I attended iCIMS’ customer advisory board and was incredibly impressed by the level of discussion around strategic talent acquisition and the best practices shared during the two day event. Below is a recap of my session on creating a positive new hire experience.
 
Year-after-year, onboarding remains one of the most popular topics we cover in our HCM research at Aberdeen. One reason is that onboarding is something that impacts everyone. As employees or managers, we have all had a positive or negative new hire experience and we understand the impact that experience can have on productivity, retention, and engagement efforts. In fact, we found that 90% of organizations believe an employee makes a decision to stay at an organization within the first 6 months. During this presentation, we examined the challenges facing organizations when onboarding new hires, the strategies they implement to drive business outcomes, and the technology they leverage to achieve success.

Why is Onboarding so Difficult?

Despite the enthusiasm for onboarding, only 37% of organizations have had a formal program in place for more than 2 years. Most often, organizations fail to connect onboarding to business objectives. Yet, when we asked organizations to identify their top pressures for onboarding- productivity and engagement were top on the list. These are business pressures not HR pressures- a clear indication that onboarding impacts the bottom line. 

Another reason that onboarding is so challenging is that many organizations have not established a clear owner. For many organizations, onboarding as a process is shared between recruiting, HR and learning functions. As a result, there is little standardization or accountability for the success of these programs. By identifying an owner for onboarding, organizations can begin to mature in their onboarding efforts and make sure they can measure the effectiveness.

How Can Technology Help?

Technology can have a dramatic impact on an organization’s onboarding initiatives. Not only by automating the collection, management and tracking of new hire forms but also by improving productivity and engagement. In fact, nearly 50% of organizations plan to increase their onboarding investment in 2013 compared to 24% in 2012. Organizations looking for a comprehensive onboarding solution should consider:

• Forms management: Organizations will be able to store all forms in a central repository, handle digital signatures, track all forms, and synchronize users and groups.
• Tasks management: Organizations will be able to better manage all internal and external tasks related to new hires. They can easily notify various departments and send out frequent communication.
• Socialization: Through new hire portals, organizations can effectively engage new hires and keep them up-to-date on activities to acclimate them in the company culture.

If you have any questions on how companies are using technology to improve and innovate their onboarding process, please feel free to email me at madeline.laurano@aberdeen.com.

Share this Blog:

Growing as a Servant Leader

As a typical high school student, I went through the college selection process weighing all options that would contribute to professional success and personal fulfillment. I thought long and hard about the factors that would optimize my potential: price, academia, athletics, brand recognition, demographics, community fellowship, leadership opportunities, and any affiliated costs … Now, looking back six years later, the deciding factor was that Seton Hall genuinely fostered a community centered on servant leadership. My service-oriented character was able to transition well from high school to college because of this, and I naturally found my groove as an up-and-coming leader. Although I can go on and on about how this was the crucial contributing factor to reaching certain collegiate milestones, my end goal in publishing this post is to share how employees, managers, and recruiters who practice servant leadership can directly impact long-term business success and employee retention.

Servant Leadership in Management & Marketing
 
Servant leadership, often hidden in various sectors of society, is centered on developing a “living for the sake of others” mindset along with making and keeping accountable goals. As an emerging marketing professional, my first reference point for consistent leadership is my direct manager at iCIMS. She has shown me firsthand that employee empowerment, paired with accountability, can directly result in greater productivity, higher performance levels, and better professional relationships. Not only does this help form a positive corporate culture for recruitment advertising, but naturally results in a higher degree of organizational loyalty and  lower employee turnover. 

In the realm of marketing, this tenant of servant leadership can be employed when applying advertising tactics, increasing prospect engagement, and creating a content strategy. Regardless of an organization’s industry, sales and marketing efforts that reflect “why” a company does what it does will naturally attract prospects that believe in its core values- and will feel called to purchase a product (or suite) not only as a want but as a need. These potential customers become more engaged in what the company stands for and are thus more likely to perceive this organization as an industry disruptor and educational leader. 

Long-term Impacts of Servant Leadership in Organizational Development 

Whether your organization is an innovative industry trailblazer or in a constant battle with competitors, according to Simon Sinek, great organizations think, act, and communicate in the same way: the complete opposite way of everybody else. In his TED talk viewed over 14 million times, Sinek shares how organizations disrupt industry norms by hammering the following point home: “People don’t buy what you do, they buy why you do it”.  iCIMS does business based on a “why” with core values of drive, passion, innovation, customer orientation, communication and adaptability at the center of how and what we do (reference the golden circle for better context). Whether we are selling talent acquisition products or plush Ikes (fictional example), iCIMS stands on foundation of integrity and service- and the industry can feel that. This orientation results in positive and long-term impacts on all aspects of the organization- customer training, product development, C-level decision-making, sales strategy, top talent attraction, employee retention, etc … Even if it can’t be seen or felt initially, servant leadership changes the direction of an organization. It’s long-term and short-term results can be seen and even motivate an entry-level Marketer to write about an intrinsic value that can only be known firsthand by working in a culture of true success based on the “why”.

Share this Blog:

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.

Share this Blog:

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. 

 

Share this Blog:

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.

Share this Blog:

George Ehinger is Chief Marketing Officer at Chequed.com a leading provider of cloud based pre-hire assessments, reference checking and interview guides. Chequed.com 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 Chequed.com 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,

George

 

Share this Blog:

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.


Share this Blog:

Pages

HR Thought Leadership