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Forget Skills. Hire for Attitude First

February 17th, 2017 Comments off
Hire employees for attitude and train for skills.

If you have an opening at your small business but nobody to fill it, you’re not alone. According to recent CareerBuilder research, 40 percent of small business employers currently have positions for which they can’t find qualified candidates.

Waiting for the right talent to come along can be frustrating and slow down productivity. Instead, it might be time to adopt a “hire for attitude, train for skills” philosophy. Here’s how it works, what your small business stands to gain, and some guidelines to follow.

The reasoning

Placing attitude at the forefront of hiring decisions does more than expand the candidate pool. It can be a good long-term strategy for your small business. The tasks required of your staff will evolve over time due to technological advancements, market changes and company growth. The skill sets you prize today may become obsolete or unimportant down the line. Options then become training current team members in new techniques or returning to the recruitment process once again.

This isn’t to say that aptitude lacks importance. Someone who never went to medical school should not be expected to suddenly learn neurosurgery. But by looking at applicants with basic competencies who possess traits in line with your small business’s mission and culture, you may discover someone worth training to fill the vacancy.

Evaluating candidates for attitude over skill

So how can you identify which people with skill gaps might be worth training? While there’s no magic formula, keep an eye out for evidence of these things:

Progression: A person who has steadily moved up in her field likely has impressed past bosses with his or her achievements and work ethic. Their comfort entrusting the candidate with increasing responsibility bodes well for you being able to do the same.

Transferable skills: The abilities you desire may be there on a resume, just in a different context. An outstanding communicator or a top-notch proofreader doesn’t lose his or her talents moving to a different industry; the candidates simply needs to be taught how to apply them in new ways.

Penchant for learning: New certifications, additional courses, specialized training — what self-improvement measures has the applicant taken since earning her degree? People with a commitment to lifelong learning tend to be more “trainable.”

Passion: Give a second glance to those who display genuine enthusiasm for your small business and its mission. Interviewees brimming with ideas or asking thoughtful questions may be delighted to partake in whatever training you deem necessary for the position.

And when you’re thinking about who might be worth grooming into the position, pay particularly close attention to employee referrals. Your workers have a keen sense of what it takes to be successful at your small business. People they’ve identified as a potentially good fit culturally may be mere steps away from being the answer to your unfilled-position dilemma.

Ready to start interviewing? Check out 5 Must-Ask Interview Questions for Small Business Job Candidates

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Temporary Hiring Trends in 2017 and Beyond

January 26th, 2017 Comments off
Temporary Hiring Trends in 2017 and Beyond

The new year has ushered in a renewed focus on the nearly 3 million-strong temporary workforce continuing on a growth trajectory as a result of the increasingly competitive talent market and shifting labor force.

According to CareerBuilder’s annual job forecast, the demand for temporary labor is projected to remain strong as employers strive for greater flexibility in their staffing needs. More than half of employers (51 percent) have divulged their plans to hire temporary/contract workers in 2017, an increase from 47 percent last year. Moreover, nearly 2 in 3 (63 percent) intend to transition some temporary/contract workers into permanent roles this year, up from 58 percent last year.

Where Are Temp Jobs Growing?

According to a CareerBuilder nationwide survey of employers looking at temporary hiring in 2017, industries that are trending above the national average — which is 51 percent — include:
• IT (75 percent)
• Manufacturing (59 percent)
• Large health care organizations (56 percent)

If you extend that out to a three-year projection — from 2017 to 2020 — 199,639 new jobs are expected to be added in the temporary help services industry, which amounts to a solid 7 percent growth, according to Emsi data.

Here’s a sampling of some of the fastest-growing temp jobs over the next three years (2017-2020).

Occupation Temp Jobs (2017) Temp Jobs (2020) % Change (2017 – 2020) Median Hourly Earnings
Software developers, Applications 18,157 19,443 %7 $47.68
RNs 41,419 43,752 %6 $33.83
Accountants and auditors 10,353 11,077 %7 $32.40
HR specialists 48,076 51,054 %6 $28.45
Machinists 19,621 21,569 %10 $19.63

Furthermore, the duration of temporary assignments is also expanding.

According to a Harris poll conducted for CareerBuilder, when employers were asked on average how much longer temporary/contract assignments were at their firm compared to pre-recession,

      • 17 percent said six months or longer
      • 27 percent said three months or longer
      • 55 percent said one month or longer
How It Impacts You

Today’s employers are increasingly turning to temporary hiring when structuring their workforce, as it affords them the ability to remain flexible and agile in their staffing needs and therefore scale up their businesses with ease. They oftentimes look to temporary hiring as a vehicle to be able to test drive candidates to better determine which ones are best suited for permanent placement.

As the demand for temporary and contract jobs across all industries, company sizes and geographies continues to expand for the foreseeable future, so does the need for staffing and recruiting services to support it. You can capitalize on this opportunity by creating a pipeline of recruiters who will be ready to hit the ground running and help your clients expand their businesses.

CareerBuilder, in partnership with the American Staffing Association and Capella Learning Solutions, has launched the RightSkill recruiter program aimed at creating a new supply of job-ready, entry-level recruiters for the staffing and recruiting industry.

Learn more about RightSkill and how you can secure a pipeline of job-ready recruiters.

Kyle Braun is the president of the staffing and recruiting group at CareerBuilder. A thought leader in the staffing space, Kyle is a regular speaker at major industry events providing exclusive research and advising staffing firms on the latest news and trends shaping the industry.

How to Stop Bias From Getting in the Way of Your Hiring Process

January 16th, 2017 Comments off
Businessman showing stop sign

Despite a leader’s best intentions, unconscious biases can creep in when hiring and influence decisions for the worse. Small businesses in particular can’t afford to let biases get in the way. They must fill their limited number of positions with the best talent available and avoid making potentially devastating hiring mistakes.

Strengthen the hiring process at your small business with these bias-reducing measures:

Structure job interviews

Before seeing anyone, determine key competencies needed for the position at hand. Then, design job interview questions to reveal these abilities. Asking every applicant the same thing in the same order levels the playing field and discourages inadvertently introducing non-relevant subjects that could lead to bias (or a costly discrimination lawsuit for your small business).

This method also lends itself well to using a scorecard. After a candidate responds to each predetermined question, the interviewer immediately jots a rating on a five-point scale (waiting can lead to forgetting or recasting certain individuals’ answers in a better or worse light). The final tally offers a quantifiable basis for comparison.

Create objective measures

Realistic sample tests can be great predictors of how candidates will perform if hired, and they provide applicants equal chances to shine. Choose tasks in line with the actual job, such as editing a document, writing code, or responding to a customer complaint. Keep identities secret until everyone’s work is evaluated in order to judge solely on merit.

Want to gather a non-biased pool from the start? Make submitting work samples or solving a relevant problem part of the application process for your small business. Look at this material before reading a cover letter or resume. You’ll gain a perception of talent that isn’t clouded by info such as age or where the person went to school.

Enlist input from others

Members of your small business staff can be good at determining the cultural fit of aspiring hires. They also can point out potential errors in your judgment, such as selective perception. Extra eyes and ears may pick up on things you missed, offer different interpretations of candidate responses, or raise awareness of factors you may be ignoring.

Likewise, gather information from other sources. Conduct background checks on all applicants. Contact their references and truly listen. Be open to re-evaluating your opinions based on what you learn.

Explore your possible biases

Lastly, realize that bias takes many forms. In addition to developing opinions based on gender, race, sexuality, age and appearance, people oftentimes draw conclusions from factors such as alma mater, career path chosen, and even similarity to oneself. Harvard’s free online Implicit Association Tests can aid small business owners interested in uncovering thoughts they may be unconsciously hiding. Use this self-awareness to check hiring behavior and select people most likely to help your small business thrive.


Want more small business advice? Find the answers you’re looking for at CareerBuilder’s small business resource page.

 

Categories: industry news Tags: ,

2 in 5 Employers Plan to Hire Full-time, Permanent Employees in 2017

January 9th, 2017 Comments off
2 in 5 Employers Plan to Hire Full-time, Permanent Employees in 2017

The hiring outlook for 2017 is the best the U.S. has seen in a decade, according to CareerBuilder’s annual job forecast.

As many as 2 in 5 employers (40 percent) say they will hire full-time, permanent employees this year, while 3 in 10 intend to hire part-time, permanent staff. Additionally, half of all employers say they plan to bring temporary or contract workers on board within the same time period.

What Does This Mean For You?

According to Matt Ferguson, CareerBuilder’s CEO and co-author of The Talent Equation:

Three in four employers reported that they are in a better financial position than they were a year ago, which is instilling more confidence in adding people to their payrolls. Following a divisive election season, employers are entering the New Year with a watchful, yet optimistic approach. One of the key challenges for employers will be bridging the talent gaps within their own organizations by either offering better wages or by helping to reskill and upskill workers.

Are you taking necessary steps to bridge the talent gap at your organization? For starters, focus on being competitive with wages. As many as 2 in 3 employers said they intend to increase salaries when extending initial job offers — nearly a third of them said it would increase by 5 percent or more.

Also, while you don’t necessarily have to overlook experience or “settle” for a less-than-perfect candidate, try to keep an open mind to training and developing workers who do not already have the breadth of skills your open positions require.

Learn more about CareerBuilder’s annual job forecast by downloading the full report.

Tweet at @CBforEmployers: Are you looking for a new job in 2017? Which of these trends do you find most useful to know going into your job search?

Never miss a thing: Get CareerBuilder’s expert recruitment tips in your inbox.

9 GIFs That Perfectly Sum Up What Happens When a Candidate Rejects Your Offer

October 18th, 2016 Comments off
9 GIFs That Perfectly Sum Up What Happens When a Candidate Rejects Your Offer

If there’s anything that the cast-offs contestants on The Bachelor franchise have proven time and again, it’s that rejection can not only blindside you…but also straight-up feel like a punch in the face.

And recruiters and employers like you are no different when rejected. When your strongest candidate rejects your offer, you experience a flood of emotions, and then you go through the following phases…

First, you test them to see if they’re truly serious about saying “no”…

Then you go into a brief state of denial…

Once you realize you have to face reality, you experience a healthy amount of anger…

And a dose of grief that you weren’t expecting, so you throw yourself a little pity party…

But you try to play it cool…

You may even inadvertently take out your frustration on some innocent co-workers…

You tell the candidate to keep in touch, but you know that won’t happen…

Nevertheless, you mourn the end of an era and realize you have to stay strong and move on…

And just like that, you are ready to start searching again…

How do you react? Tweet your response GIFs and tag @CBforEmployers.

3 Things the Best Staffing Firms Do Differently

March 8th, 2016 Comments off
3 Things the Best Staffing Firms Do Differently

Hollywood’s awards season may have officially come to an end, but awards in the staffing industry are heating up with Inavero’s 2016 Best of Staffing Awards, sponsored by CareerBuilder.

After looking at the data and comments from real-life clients, Inavero compiled a list of the top three things that make Inavero’s 2016 Best of Staffing Award winners stand out from the crowd.

1. Winners save their clients’ time and act quickly.

Reliability and timeliness is of the utmost importance for staffing clients. They need to be confident that they can count on you to deliver what they need when they need it — even if it’s a tight turnaround. Then they will gain your trust and turn to you for their staffing needs.

Our staffing firm found candidates for our position within 24 hours and kept me in the loop throughout the process. My e-mails and phone calls were always taken or responded to very quickly. They also did a great job of checking in with me to make sure the candidate was meeting our needs.

 

They met our needs quickly and provided a perfect candidate without overloading me with candidates to interview.

 

I rely on them because I know they can meet my needs and do it quickly.

2. Winners hire proactive, engaged and empathetic recruiters.

It’s not enough to have just any recruiter work with clients — you need to hire recruiters who not only get the job done efficiently, but who also act as a client’s trusted partner. You should be confident that everything they do and every decision they make is in the client’s best interest and in alignment with the client’s goals.

Their recruiter and sales rep worked very closely with me, and I felt like the recruiter was a member of my own team, not someone working with an outside agency. He made me feel like my open positions were a priority.

 

They were proactive in meeting with me when we had an opening that they could help us fill, and they shared salary info for the industry with us. They were very eager to please, and I am confident their candidates would have been a good fit for us.

3. Winners ignite rapid referrals.

Would your clients be ready and willing to refer your firm to others who are looking for help? Just as restaurants and hair salons rely on customers to promote their business, staffing firms rely on clients. Clients have the power to give a thumbs up or thumbs down to any recruiting firm they have worked with, so pay attention to what they’re saying about your firm —  it will affect not only your reputation, but also your future business.

When I have a good experience with a recruiting firm, I have no problem recommending them to someone who asks me for a referral.

 

If a friend or colleague was looking for a job, I would be very willing to give them names of recruiters I felt were better than others.

Learn more about the latest staffing trends and how they affect you! Download CareerBuilder’s Q1 2016 Staffing & Recruiting Guidebook for exclusive industry research and expert recommendations for overcoming your biggest staffing challenges.

Hiring Tips From Famous CEOs

December 31st, 2015 Comments off
Hiring tips

Lately, we’ve all been oohing and ahhing over Mark Zuckerberg’s photos of his new, adorbs baby; applauding him for taking two months of paternity leave; and lauding his decision to give away most of his Facebook stock to charitable causes.

Beyond sharing his sweet new fatherhood moments with us, he’s also recently shared insight into what he looks for in a hire. According to “Time” magazine, Zuckerberg revealed his one rule for hiring a new employee: “I will only hire someone to work directly for me if I would work for that person.”

While a simple notion, it makes a lot of sense. When hiring people to work on your team, you want those who you admire and respect and who you could see becoming leaders themselves one day.

He’s not the only high-profile CEO to have shared his or her words of wisdom on hiring. Here are additional hiring tips from some of the world’s most famous company leaders.

  • Get the CEO more involved: Yahoo’s Chief Executive Marissa Mayer has been said to personally review every serious candidate’s resume to ensure that they meet her high standards of what a Yahoo employee should be. While this practice has been met with mixed reviews, it helps to have a leader who is more closely involved in hiring decisions because they’ll likely be more understanding of the challenges hiring managers and recruiters face and more receptive to investing in ways to fix them.

 

  • Ask these three questions: Jeff Bezos, Amazon’s founder and CEO, challenges his hiring managers to ask themselves these three questions before they make a hire: 1. Will you admire this person? 2. Will this person raise the average level of effectiveness of the group they’re entering? 3. Along what dimensions might this person be a superstar? These considerations speak to the core of what makes an employee successful — their fit within the company culture, their ability to challenge and push their team, and their potential to lead.

 

  • Strive for diversity of thought and style: Diversity can mean different things, according to Apple’s CEO Tim Cook. He told “Inc.” that when looking for talent, “We want diversity of thought. We want diversity of style. We want people to be themselves. It’s this great thing about Apple. You don’t have to be somebody else. You don’t have to put on a face when you go to work and be something different. But the thing that ties us all is we’re brought together by values.”

 

  • Hire optimists. Disney’s Chief Executive Bob Iger told the “Harvard Business Review” that optimism is a trait his leaders need to have. That means hiring people who won’t be afraid to take risks and see failures as opportunities. “You’ve got to be an optimist. You can’t be a pessimist. When you come to work, you’ve got to show enthusiasm and spirit. You can’t let people see you brought down by the experience of failure. You don’t have that luxury. I believe in taking big risks creatively. If you fail, don’t do it with mediocrity — do it with something that was truly original, truly a risk.”

 

  • Think beyond recruiting. PepsiCo’s CEO Indra Nooyi says that hiring people is the easy part; it’s developing and retaining those hires that often proves the most difficult. And so it’s important to continue to invest in hires — both personally and professionally — once they become employees. “The only way we will hold on to the best and brightest is to grasp them emotionally. No one may feel excluded. It’s our job to draw the best out of everyone. That means employees must be able to immerse their whole selves in a work environment in which they can develop their careers, families and philanthropy, and truly believe they are cared for.”

 

Building your talent acquisition strategy for the New Year? Check out “Top 4 Ways Recruiters Will Find Talent in 2016.”

How Staffing Firms Can (Better) Work With Veterans

November 11th, 2015 Comments off
How Staffing Firms Can (Better) Work With Veterans

Veterans are the backbone of this nation, yet too frequently they are overlooked in the workforce. So this Veterans Day, get practical and effective tips to see how your staffing firm can maximize its relationship with this demographic looking to enter or re-enter the workforce.

But first, here’s the inspiring story of Ben Keen, a real-life veteran, and his journey to becoming a successful IT professional who was named American Staffing Association’s 2016 National Staffing Employee of the Year.

The Personal Struggles and Triumphs of A Veteran

Ben Keen

Ben Keen

After receiving his honorable discharge in January 2008, Keen relocated to the Pittsburgh area and started his transition to the corporate IT environment and would go on to gain much success in his field — but none of it would come easy.

After being diagnosed with post-traumatic stress disorder, or PTSD, Keen went down a path where heavy drinking at the time seemed to be the quick cure to his problems.

“Combat changes you — whether it’s combat or any traumatic event in your life, you always come out somewhat different,” he said. My marriage was already going downhill and I ended up drinking a lot — more than any person should ever drink in their life.”

It was in October 2010 around his 30th birthday when Keen found himself drunk and on the brink of blackout on his couch, when his then-4-year-old daughter asked him to play, to which he found himself responding, “Daddy’s too drunk to play.”

“She just got this look of devastation across her face and I [heard] those words come out of my mouth and did a 180 — it was like a slap across the face, and that’s when I realized that what I was doing wasn’t the way to go.”

With a tremendous amount of effort, Keen not only pulled himself up professionally, but he went on to found Steel City Vets, a veteran support group designed and run by veterans. Steel City Vets works with various locally- and nationally-based groups to help provide returning veterans with the support they need.

We talked to Keen, who offered up some simple yet powerful suggestions for how staffing firms can interact with veterans and empower them to enter and succeed in the workplace.

Tips to Partner With Veterans

1. Don’t just find ANY fit; find the right fit. Take the time to actually read the resume. Some won’t even take the time to properly read a veteran’s resume and offer him or her a job commensurate with their level of expertise.

Describing an example of what not to do, Keen recalls a staffing professional calling to ask if Keen would be interested in a job as a call center representative for $12 an hour.

“I was thinking if [she] actually read my resume, [she’d] know I’m not a call center representative,” Keen said. “I wrote back to her: Ma’am with all due respect, I highly recommend you go back and re-read my resume and email me again to [let me know] if you still think I’m qualified.”

That’s a good lesson to learn: Don’t pigeonhole veterans — take a good look at their skill sets. Every veteran has a story, so take the time and effort to find out why they were successful in the military and then connect that back to their skill sets.

Staffing firms working with veterans to identify what they’re best at and then finding them jobs that suit those qualifications is a recipe for success.

2. Take the time to talk to veterans and really get to know them. Go beyond what may be the scope of your job if that’s what is required. They will go the extra mile for you, so return the favor.

Keen said his first experience working with a staffing agency was when he was looking for a job during the week of Christmas in 2007, and it was the staffing professional, a retired marine, who casually reached out to him who ended up making an indelible impact on his life with a simple act. But he went out of his way to spend some quality time with Keen — something that impacted his life on a deep level.

“He sat down with me for a couple hours one-on-one the week of Christmas while everyone else was enjoying their dinners,” Keen recalls. “That single gesture was amazing, and that’s why I am where I am today. I feel compelled to give back. It’s one thing to take that assistance and bask in my successes; it’s another to take that success and be an example to others and try to help them.”

And that’s precisely what Keen has set out to do.

Referring to program that he has set up, he says: “We leverage things like that to get the veteran up and off the couch because once we do that and get the veteran engaged, we can start talking to him or her like, ‘Where are you at? Where’s your transition at? Where’s your head at? What do you need? What questions do you have?’”

3. Know that veterans are a resilient group looking for a chance. BE that chance. Veterans are actually one of the most dependable groups in the workforce, Keen explains. After all, consider their background in the military. If given a chance, they will show up ready and willing to do the work.

“Veterans aren’t looking for handouts — they’re a very resilient group of people and they’re not going to fail you,” he says. “Veterans aren’t looking for handouts. While we have our shortcomings, the one thing a veteran never does is fail. … All we’re looking for is that one chance to succeed. What we need — and what the staffing industry can do — is be that chance.”

By working with veterans to give them a shot at success in the workforce and then showcasing their successes, the staffing industry can set an example for other industries by dispelling the false notions and stigmas surrounding veterans in the workforce.

4. Be an example and fight the good fight against veteran joblessness. The staffing industry is at the forefront on the war on joblessness, and can do even more to set an example to show the success of veterans in their fields.

“A lot of veterans get out but they don’t understand resume writing; they don’t understand interview prepping; they don’t understand how to dress for success; they don’t understand how to present themselves,” Keen says.

While Keen has made it his mission to help bridge that gap, it’s an opportunity for the staffing industry to step in and step up their game to another level.

5. Teach veterans to speak the language of the business when applying. There needs to be a synergy between veterans and the staffing industry.

“As a veteran, I come and say, ‘Here are my skills; I can talk about these skills.’ The staffing industry [should] come back and say, ‘We understand the line of business and how to speak to the business, so let’s look at your skills and translate these into terms that businesses will understand,’” Keen explained.

For example, Keen said, if he walks into a job interview and states that he has experience as a multi-channel transmission operator maintainer for 8 and a half years, he might be met with blank stares. That’s why it’s important to translate what that would mean to the employer in tangible terms — and that’s where staffing professionals can help.

“If [instead] I said, ‘I set the voice and data communications that led to the successful operation of forward combat operations, now we’re talking business. We’re talking switches, routers, [etc.] — now we’re talking apples to apples,” he said.

Another example Keen cites is when veterans list medals they may have received while on active duty — not that employers aren’t appreciative of it, but there isn’t a direct relation to their business.

“Quite frankly, you don’t care about the what; you care about the why. Why did you get that award? Did you figure out some type of process that saved the unit x amount of man hours or x amount of dollars? Because now we’re talking business.”

Once again, that’s where the expertise of the staffing firm comes in in terms of coaching them on how to translate their awards into the language an employer would understand.

For more tips and strategies to take your staffing firm to the top, don’t miss out on the 2015 Opportunities in Staffing study, which will help you move the needle with your clients, candidates and internal staff.

Average is Over: Sourcing and Hiring Amazing Talent Starts Now

October 16th, 2015 Comments off
Average is Over: Sourcing and Hiring Amazing Talent Starts Now

In 1997, Steven Hankin of McKinsey & Company coined the term “war for talent.” In retrospect, the old war for talent seems quaint. Candidates only used an average of two sources to find a job. Recruiters used three systems that drove the hiring lifecycle: the telephone, the fax machine and the nascent platform known as email.

Modern candidate behavior has evolved. People use about 18 different sources to find a job, which include everything from talent networks to neighborhood social networking sites. Today’s recruiters have to manage a crushing pile of paper and digital data. They do this while navigating resume databases, social media hubs, and career sites that all flow into the holy trinity of the ATS, CRM and HRIS platforms.

Technology is not done changing the way we source and hire candidates. Talent advisors need to think strategically, from the moment they are handed an open requisition to the second they close the deal.

Here are some ideas to use cutting-edge recruitment technology to get the most bang for your buck — from sourcing to hiring.

Work collaboratively to understand recruitment technology needs.

Very few recruiting teams get to refresh their technology platforms on a regular basis, so it is important to understand the future talent needs of your company. Consider how you will work in 2025. Reflect on organizational behaviors and communication patterns. Before you buy anything, consider how recruitment and sourcing technology can best serve the needs of multiple constituencies — from supervisors to shareholders.

Have some pride. You deserve the best of the best.

Your CEO expects you to create the best candidate experience possible while providing resumes and CVs to your hiring managers in a fast and efficient way. On top of that, you are expected to build a community and keep in touch with passive talent while providing your leadership team with easy-to-consume analytics. You need versatile, flexible technology solutions that are priced competitively. A typical application process has a 95 percent drop off rate, which is why offering an inclusive candidate experience is key.

Communicate your culture and atmosphere.

Your company has a story to tell, and it is being told — whether or not you are the primary narrator. Gone are the days of a divided brand where consumer sentiment and candidate sentiment are two different things. Leading-edge recruitment technology can help even the most overburdened talent professional work with her internal partners and craft a communications strategy.

One more thing. Average is over!

Technology stagnation kills innovation. Third-rate tech that offers some of what you need at the expense of other important factors should no longer be tolerated. The savviest talent advisors demand extra effort from their technology partners to help source, recruit and hire amazing people in the marketplace. You should ask: Who is my project manager? Who are the key people who will support me in achieving my goals? Will they be able to coach me to improve my current processes? Will I have technical support and will I be able to talk to a live person when I have questions?

If you are not getting the help you need, it is time to speak up. Ask for new ideas, new leadership or fresh partners to help your talent acquisition team accomplish its amazing goals. Ensure you have a project manager. Know the key people who will support you in achieving your goals. Ensure you will have tech support after implementation.

Average is over in the recruitment technology space. Start sourcing and hiring amazing talent by using the proper recruitment technology and partners who can help you win the war for talent in 2015 and beyond.

Throughout the month of October, our resident talent advisors are focused on all things HR technology. Subscribe to Talent Advisor to stay on top of the latest blog posts and discussions and learn about the latest trends in HR tech.

How to Handle an Awkward Interview

July 21st, 2015 Comments off
Interview Questions

Hiring managers are a notoriously judgmental group of people—nearly half of employers (49 percent) say they can tell within the first five minutes of interviewing a candidate if he or she will make the cut, according to a CareerBuilder survey.

So when you notice something a little strange about a candidate, what red flags are okay to acknowledge—and what should you grin and bear through the interview? Here’s how to handle an awkward interview.

1. Check in with your candidate
It’s no surprise that candidates often experience stress and anxiety during an interview. There’s the potential that this job could change a lot of areas of their life, and it all relies on them convincing you that they’re who you’re looking for. If candidates start to sound desperate or strained, or begin sharing overly personal anecdotes, understand that they’re likely sharing this side with you to make it clear what the job would mean to them.

To handle this situation, acknowledge their passion and offer them time to compose themselves if the candidate becomes emotional. Simply state that you understand their feelings before asking if they’d like to take a minute or two to gather their thoughts before continuing with the interview. They might not have meant to overshare, and putting the interview on pause gives everybody a chance to get the interview back on its tracks.

2. Keep the conversation focused
Any questions from the candidate that seem inappropriate or answers they share that make you feel awkward should be addressed. You may ask how they are concerned that their strange concern or remark will relate to the position and their potential responsibilities. Refocusing the candidate on the conversation at hand can remind them that they’re here to interview for a professional position, and detailing those specific manners of professionalism can also spell out to the candidate how out of bounds they’re currently behaving.

3. Use ice breakers if necessary
Sometimes a promising resume doesn’t always translate to a confident candidate when you’re interviewing in person. Whether they’re freezing up under pressure or have a debilitating sense of shyness, be sure to find a way to connect with the candidate and give them the opportunity to show who they really are. You may find that after a simple ice breaker like “What reality show would you like to guest-star on most?” can get a tongue-tied candidate talking.

If you’re only receiving short answers from the candidate, and the interview time slot is crawling by, check that you’re asking open-ended questions rather than yes-or-no prompts. And asking them to tell their career story in their own words can often reveal hidden talents and translatable skills that the candidate might not have known to include. The key is to get your candidate talking.

4. Offer information and an endpoint
Job seekers can have wild expectations from a job interview—anything from an offer on the spot to the nitty-gritty details of paid time off and benefits that come along with the job. To help combat the confusion, share all the information you’re able to—timelines you’re projecting for when the potential hire will start and any other hiring timeline checkpoints like rounds of interviews or application deadlines. Also be sure that they understand what the role’s responsibilities are and what your organization does—unfortunately, few job seekers completely research a company before applying to a position. Good communication will cut down on time-to-hire, as well as create a more structured conversation during the interview.

If the interview turns awkward, ask what information the candidate might need to help clear up their confusion, or explain the hiring process so they are able to represent themselves at their best for the stage of the interview that you’re at. Especially for job seekers who haven’t searched for a job in a long time, it can be confusing to know exactly what hiring managers expect.

Finally, end the interview with next steps to ensure that the candidate will know when to hear from you or what you may need from them. And giving them a chance to ask their own questions will make sure that you’re not contributing to any awkwardness, too.

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1 in 5 Employers Has Unknowingly Asked Illegal Interview Questions

April 13th, 2015 Comments off

The job interview is a crucial component of the hiring process. Chances are you’ve asked unusual — even eccentric — questions to assess a candidate’s competencies and gauge cultural fit, but have you ever asked something illegal? 1 in 5 employers admits to asking a question during a job interview — only to find out later that it was illegal to ask.

A new CareerBuilder survey of more than 2,100 hiring and HR managers across the U.S. shows that the boundaries aren’t clear when it comes to what’s OK to ask versus what’s off limits from a legal perspective when it comes to interview questions.

1 in 5 Employers Has Unknowingly Asked Illegal Interview Questions
Even something as simple as “How old are you?” or “What is your political affiliation?” could land an employer in hot water.

So would questions like these:
• What is your religious affiliation?
• Are you pregnant?
• Are you disabled?
• Do you have children or plan to?
• Are you in debt?
• Do you drink or smoke socially?

What does this mean for you?

As Rosemary Haefner, chief human resources officer at CareerBuilder, puts it:

“It’s important for both interviewer and interviewee to understand what employers do and don’t have a legal right to ask in a job interview — for both parties’ protection. Though their intentions may be harmless, hiring managers could unknowingly be putting themselves at risk for legal action, as a job candidate could argue that certain questions were used to discriminate against him or her.”

That’s why you should take extra precaution when formulating interview questions to assess whether or not a candidate will be a good fit for your organization.

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What Is a Pre-Hire Platform — And Why Do You Need One?

April 7th, 2015 Comments off
What Is a Pre-Hire Platform — And Why Do You Need One?

The race to compete for qualified talent isn’t dying down any time soon, and you need to stay a step ahead of the competition to move your business forward. One of your biggest challenges is that you already have a full plate, so how can you add time back to your day to focus on the things that really matter? You can start by figuring out how you can streamline your recruitment activities. A pre-hire platform can get the job done — quickly and effectively.

Here are five reasons why you need a pre-hire platform to solve your most pressing recruitment needs.

1. You need to align your candidate experience with the way job seekers are looking today.

Did you know that as many as 65 percent of job seekers said they would rarely return to a job on their desktop after trying to apply via mobile? And 29 percent said they only sometimes do, which means a mere 5 percent of all potential candidates always consider it worthwhile to re-visit a job on their desktop.

Meanwhile, only 38 percent of employers say their company offers the ability for candidates to apply using a mobile device.

Interestingly, employers don’t seem to be aware of just how many potential applicants they may be missing out on by failing to offer a mobile experience. When employers were asked if they believe they are losing out on potential applicants because they don’t have a mobile process, only 10 percent said “yes” while 90 percent said “no”.

Today’s job seekers are searching via their mobile devices, and assume they can apply to your open position at any time and from any device — phone, tablet, laptop or desktop — so you need to be where the candidates are.

2. You must think long-term and create a strong talent pipeline that you can tap into down the road.

Not every job seeker is looking to apply right away; some want the power to apply on their own time. In fact, nearly 2 in 5 job seekers say it’s important to be able to come back at a later time to apply to a job. But unfortunately, not many organizations offer the ability to do so.

Today fewer than 1 in 4 (23 percent of) employers use a shortened lead form or application that enable job seekers to do this.

Consider the fact that as many as 85 percent of candidates would be willing to join a talent network even if they weren’t ready to apply. That’s huge! Think of all the potential A-players you might be missing out on without this capability. You need automated candidate remarketing to keep candidates engaged and informed so that when the right roles pop up in the future, you can easily re-engage them.

3. You will to be able to source and manage your entire candidate pool from ONE database.

Nearly a third of employers say they do not re-engage candidates who have not been offered a job — because they don’t have the time to do so, plus they have already moved on to the most current applicants.

But imagine if you could manage all of your candidates from a single dashboard. That’s what many of your peers are looking for. Most (69 percent of) employers say they need to able to quickly find and rearrange current applicants in their system.

Now, candidate management has never been easier. With intuitive search, you can quickly and easily search the databases you already have, and leverage all of your existing candidate pools to make your next great hire.

4. You will have the power to post to all of your recruitment advertising channels in a few clicks.

Nearly 4 in 5 (78 percent of) employers say they prefer to have one overall platform solution from one HR software systems vendor because it’s more convenient.

Save time and keep your workflow simple by posting to more than 6,000 job boards around the world in just a few clicks. Now you can finally have everything you need in one place — so you can post, source, manage and onboard from ONE platform.

5. You can build a requisition strategy in seconds and measure the ROI of your recruiting efforts.

Only a quarter of employers say they use external labor market data to inform their recruitment decisions, while 18 percent admit they don’t use any data to inform their recruitment strategy. As many as 21 percent of employers don’t even know what their average cost per hire is, and only three-fourths currently track the source of hire.

Still, nearly 2 in 3 (64 percent of) employers agreed that they need to have accurate source of hire data to do their job most effectively.

You need one dashboard to see how all of your sources are performing. Get access to a robust suite of real-time data and analytics so you can evaluate the effectiveness of your talent strategy and sources as well as the efficiency of your recruiters.

From Acquire to Hire — All in ONE Platform

CareerBuilder is making recruitment easier and more efficient to enable you to hire more candidates faster … with CareerBuilder1.

CareerBuilder1 is an HR software solution that brings advertising, data and technology into one pre-hire platform.

It delivers candidate experience, recruiter efficiency, and intuitive data and analytics in a single platform. Now you can maximize your sourcing investment with a premier mobile, career site and reengagement tool that retains more talent than any other in the industry.

LEARN MORE ABOUT CAREERBUILDER1