How to Close the Skills Gap in the Manufacturing Industry

March 13th, 2017 Comments off
manufacturing skills gap

We all know examples of employers who have recruiting difficulties – you may be experiencing such difficulties yourself. To find out how prevalent these recruitment difficulties are, economists have surveyed a representative sample of manufacturing establishments. They asked plant managers to answer questions about recruitment and the skills they are seeking in a worker.

A Quarter of Manufacturing Establishments Have Hiring Difficulties

On average, establishments were able to fill positions within one and a half months. Therefore, one sign of hiring difficulties is having an unfilled vacancy for three months or more. Twenty-four percent of establishments had at least one vacancy unfilled for three months or more.

Requiring Advanced Levels of Math and Reading Skills Predicts Hiring Difficulties

As one could expect, requiring higher levels of skills can make it harder to hire. Establishments that require advanced math and reading skills increase their chance of having a vacancy that goes unfilled for three months or more by 10 percent. Surprisingly, requiring advanced computer skills does not lead to greater recruitment difficulties.

Requiring Unique Skills Also Predicts Hiring Difficulties

Some manufacturing plants require unique skills that other plants in the area do not require. These plants have an 8 percent higher chance of seeing an unfilled vacancy for three months or more.

How to Identify Workers with the Right Skills

In order to find qualified workers, hiring managers or recruiters could use CareerBuilder Search. The database uses semantic search to apply related terms – including skills, keywords and job titles – to each term searched. Using this search technology allows users to uncover talent with unique skills that traditional keyword searches may miss. Also, employers can hire workers with similar skills and train them to learn the unique skills demanded by the plant. Hiring managers should also consider relocation packages to make it easier for people with the right skills to move to their area.

Learn how to find quality candidates faster with CareerBuilder Search

Ioana Marinescu is an assistant professor in economics at the University of Chicago Harris School of Public Policy. Her research focuses on understanding labor markets. She has been collaborating on data and research projects with CareerBuilder and she is especially interested in how to get the right people to work in the right jobs. You can follow her on twitter @mioana and check out her research on her website, marinescu.eu.

Why an Applicant Tracking System Should Be Your Next HR Technology Purchase

March 9th, 2017 Comments off
Applicant tracking system

Recruiting the right talent for your organization is no easy task. It requires juggling a lot of moving parts—including managing job boards, career sites and resume databases. It takes time and can create gaps that cause you to miss out on top candidates.

An applicant tracking system (ATS) can help simplify the process because it enables the electronic handling of all your company’s recruitment needs in a single platform. With an ATS, you can organize, collect and store candidate- and job-related data and track and monitor candidates through all stages of the hiring process.

Here are five reasons why you should invest in an ATS:

  1. Manage processes in one place.

Using multiple tools to manage the different steps of the recruitment process can be frustrating and time-consuming. An applicant tracking system can handle all of your recruitment needs from source to hire in one single platform. In addition, eliminating the need to log in to different systems saves time and allows your recruiters to make quality hires more easily.

  1. Increase efficiency.

An ATS can combine talent pools into a single, searchable database, allowing you to access past applicants, talent network members and resume database members with one search. The use of semantic search technology ensures that you’re only getting the most relevant candidates.

Some ATS solutions also include job distribution to automatically post the position to your preferred job boards, in case your current talent pool isn’t satisfying your needs, saving time and increasing ROI.

  1. Collect real-time data.

Recruitment strategy decisions require real-time data. In addition to producing reports on your internal processes, an ATS can deliver labor market and source tracking data. Labor market data helps determine how easy or difficult it will be to source candidates. Source tracking identifies where applications are coming from, so you can strategize accordingly.

  1. Build a talent pipeline.

Building a pipeline of talent for future positions is essential to any effective recruitment strategy. An ATS that includes candidate-optimized career sites with built-in talent networks helps you acquire and engage your pipeline. Candidates are instantly subscribed to receive email alerts of new opportunities at your company.

  1. Ensure compliance with government regulations.

An ATS can help you minimize and correct compliance issues—especially in regards to employment discrimination claims. Standardized job postings, interview questions, pre-selected reasons not to move forward with a candidate and self-assessment reports help ensure that you meet the standards set forth by the Office of Federal Contract Compliance Programs (OFCCP) and Equal Opportunity Employment (EEO) for all employers with 100 or more workers.

Not sure how to find the right technology partner? Check out our Recruitment Software Purchasing Guide.


72% of Employers Expect Talent Acquisition Roles Will be Automated by 2027

March 6th, 2017 Comments off
2 in 5 Workers Have Had an Office Romance

While it may be tempting to assume that automation only effects manual labor intensive jobs, that’s not exactly the case. According to a recent CareerBuilder survey, 72 percent of employers believe that within the next 10 years, some roles within talent acquisition and human capital management will have gone completely automated.

Automation is already available within the HR space for a wide variety of essential functions. Yet even of employers who have begun to automate some processes through HR technology, most have only scratched the surface.

The most commonly automated functions are employee messaging and setting up benefits and payroll. That’s a good start, but there are a lot more ways automation could save you time and money, many of which are underutilized. For example, only 37 percent of employers who have embraced automation use it to help with archiving candidates, and just 21 percent use it to promote continuous candidate engagement – just to name a few.


What Does This Mean For You?

Talent acquisition and human capital management are essential parts of any organization – and new automating technologies make them easier and more cost-efficient. Employers who have automated parts of their talent acquisition and management processes are overwhelmingly pleased with the results: 93 percent say the switch has saved them time and increased efficiency, and 67 percent say they’ve saved money and resources.

Automation isn’t going to steal your job – it’s going to make it easier. The sooner you begin to implement automating technologies, the more time and money you’ll be able to save.

Want to learn more about how HR technology is making your job easier? Check out the 20 Most Important Types of HR Technology.

How to Ensure Successful HR Technology Adoption

February 22nd, 2017 Comments off
HR technology adoption

The HR technology marketplace is currently experiencing a boom. Valued at over $14 billion, it has reinvented itself to include mobile apps, analytics and video along with cloud-based software and platforms. And while it’s easy to get caught up in all the latest bells and whistles, it’s important to remember that even the most impressive technology is worthless unless employees actually use it.

To that end, here are five strategies to ensure successful HR technology adoption at your company.

  1. Communicate. Employees won’t get on board with a technology change unless they understand both why it is happening and how they will ultimately benefit. Define a timeline for the change and present firm deliverables, such as the amount of time they will now save on a task because of the new technology. And do it early. Let everyone know about the change the moment it becomes a serious consideration.
  2. Get C-suite buy-in. Employees look to their leadership for direction. Having top-level employees vocalize their support for a new technology instills confidence. Make sure your C-suite is ready and willing to discuss the usage and benefits of the system as well. Opening a dialogue helps employees feel more invested in the change.
  3. Choose your provider wisely. While it’s important to choose a provider that offers the technology options you need, you should also consider those who provide “customer success” services to their clients. This service provides you with a point of contact at the technology provider to ensure that your employees are learning and using the technology correctly.
  4. Offer continued training. It’s not enough to offer a single training session or webinar and expect your employees to understand a new technology. After implementation, it is a good idea to have a team of trainers accessible for at least three months to help work out the bugs and ensure that everyone is comfortable and competent with the new system. It’s also a good idea to consider having “office hours” that allow employees to ask questions in a more casual setting.
  5. Set clear goals. Complete proficiency is too lofty of a goal when first launching a new technology. Break the learning process down into steps so that employees feel a sense of accomplishment and avoid the frustration of not mastering a new HR technology immediately.


Are you researching different types of HR Technology? Learn How to Choose the Right Recruitment Software.

What Are the 20 Most Important Types of HR Technology?

January 30th, 2017 Comments off
HR Technology

Human resources technology refers to all of the software used to track, manage, pay, understand, find, inform, remember and deliver benefits to the people in an organization. As you might guess, the more people in the operation, the more complicated the HR software. For example, larger organizations have people problems that are unimaginable in small businesses.

There are between 70 and 100 discrete types of HR technology in total. This article will act as a cheat sheet to the 20 most important types of HR software.

Core HR Technology

Core HR includes all of the tools required to do the basics.

  • Payroll. There are often many bits of software combined to make the payroll system. It includes all of the elements and data required to make payday happen. Executive bonuses and sales compensation are the primary complicators of the payroll process.
  • Time and attendance. Time clocks, attendance and time keeping are the foundation of this area, which often includes scheduling.
  • Workforce management (WM). WM includes keeping track of time off, vacation schedules and the allocation of people to shifts. In highly technical environments (e.g., aerospace or nuclear), a specific set of skills may be required to have a shift.
  • Benefits administration (BA). The core challenge is making sure that benefits are effectively and equitably distributed. BA complexity grows when organizations decide to become self-insuring. Pension management falls under this category. When medical information is included, some of the data is governed by the Health Insurance Portability and Accountability Act (HIPAA).
  • Human resources information system (HRIS). The HRIS is the central repository for information about employees. Usually, the data is assembled in profiles that can include a skills inventory and personal contact information. The HRIS is often referred to as the “system of record”. The HRIS can serve as an employee directory.
  • Org charting. The more complex the organization, the more time is spent figuring out how to explain who works for whom. A good org chart helps everyone understand who goes together. Great org charting software is indispensable when the operation is required to adjust due to layoffs or changing business conditions.
  • Data and analytics (D&A). The depth and array of data in the HR department (and the company) make it useful to have tools specifically designed to illuminate the performance of both the HR department and the people in the company. Usually, installing a D&A toolkit requires solving a series of data integration problems. The project is often undertaken because the benefits extend well beyond simple data integration. It takes a clear data strategy to be able to effectively understand how the organization operates.
  • Employee communications (EC). In the old days, EC was as simple as publishing the employee newsletter and getting the benefits brochures right. Today’s EC function includes engagement surveys, email campaigns, feedback loops, recognition software and collaboration systems.

Talent Management Technology (TM)

The contemporary TM function is responsible for employees, from acquisition through disposition. Where Core HR technology focuses on administrative details (like inventory management), the TM function is focused on the match between employees and the actual work. TM identifies staffing requirements and is responsible for the development of employees.

  • Talent acquisition (TA). TA is the sum total of the technology required to identify, recruit and onboard a new employee.
    • Applicant tracking system (ATS). This is the heart of the recruiting operation. Most recruiting workflow is wrapped around the ATS. A good ATS ends up being a tool for tracking regulatory compliance on hiring issues. It usually contains a searchable resume database and the elements of hiring.
    • Sourcing (recruitment marketing). Sourcing is the discovery of potential employees. This area grows faster than any other aspect of HR technology. It includes over 35 discrete functions that range from job postings to email campaigns to database tools.
    • Pre-hire assessment and screening (A&S). Pre-hire processes range widely depending on industry, region and level of employment. Drug testing, background checks, polygraphs, personality tests and reference checks all have levels of automation and data flows. The data can be kept in either the HRIS or the ATS depending on the software.
    • Onboarding. Onboarding software is used to standardize the completion of regulatory forms, the allocation of software and passwords and, sometimes, to enhance the new employee’s move to productivity.
  • Performance Management (PM). PM technology is used to track goals and assess employee performance. These tools used to be executed on an annual cycle. Today, the PM world is being re-evaluated. Some very large companies have stopped using traditional PM tools.
  • Succession Planning (SP). SP software tracks and manages the decisions associated with the management of replacements. It contains the promotion plan and the executive succession plan. The idea is to understand what will happen in unforeseen circumstances as well as who the most promotable leaders are.
  • Compensation (Comp). Comp software houses market-based compensation studies, job descriptions and (sometimes) competency libraries. Comp management software is used to assure that the company is adhering to its compensation philosophy and offering wages that are competitive.
  • Learning and Development (L&D). The L&D (or training) department is responsible for the acquisition, development, design, delivery and recordkeeping of company training. The software used to do this is called a learning management system (LMS). This is often the largest function in the HR department. Technology changes are making this a dynamic part of HR.
  • Workforce Planning (WP). WP is the long-range strategic look at the company’s need for various kinds of people. It is a reality check on strategic plans. One aspect of WP is trying to understand how to help the workforce develop to meet those future requirements.
Now that you know HR technology basics, check out “Boolean Search Secrets to Make You More Effective

John Sumser is the founder, principal author and editor-in-chief of the HRExaminer Online Magazine. John explores the people, technology, ideas and careers of senior leaders in human resources and human capital. John is also principal of Two Color Hat where he routinely advises human resources, recruiting departments and talent management teams with product analysis, market segmentation, positioning, strategy and branding guidance. 

Back to the Future: HR and Talent Acquisition Technology On the Horizon

December 27th, 2016 Comments off
HR and TA Technology

In 2016 I demoed over 100 different HR and TA technologies. I started doing this three years ago with a goal to demo one new piece of HR and TA technology per week – 52 demos a year. My goal was personal development as I thought I was pretty naive when it came to HR technology as a whole.

Now, I’m full blown HR tech geek and I love it! I love the interaction of technology and people, being that what we do is such a people-oriented business. Technology is great, but when you add in people, it can get crazy!

Those companies that are building the latest and greatest HR and TA technology on the market truly get this complex relationship and the new stuff that is coming just blows me away. As I look out into the future of HR and TA technology, here are some of the trends that I’m most excited about:

  • Video, Video, Video. It’s no secret at this point that we all, especially the younger generation, consume massive amounts of video! On our phones, on a plane, on a train, on a boat and on a goat, we are a world that lives in video. The video trend in HR and TA I’m most excited about is Video Job Descriptions. No longer the lame, boring text-based job descriptions that have been around since dirt. You can now have an employee doing the exact job you’re hiring for – or a hiring manager – tell the applicant via video exactly what the job is and why it’s awesome.
  • Artificial Intelligence (A.I). Right now this is mostly really smart chat bots. I’m hoping eventually I’ll get my Will Smith iRobot to fire employees for me, but until then I’ll make do with great tech that’s on the market. We are to the point where A.I. can actually take a candidate from pre-apply all the way to the first in-person interview without ever being touched or communicated to via a real human on your team. That’s super exciting!
  • Recruitment Marketing. Customer relationship management technology within the talent acquisition space continues to evolve and improve at a tremendous speed. The CRM technology on the market will soon be able to tell you when a great candidate is even thinking about maybe beginning to look for a job, when they stopped by to look at your career site, where they went after looking at you, and how you should go about getting them to come back and finally apply. It’s scary Big Brother stuff, and it’s so cool! Just know if you’re at work and you are looking for a job, everyone is now watching you.
  • Employee Experience. It took a few years, but we finally remembered that our employees are important. Sure, candidate experience is still important, but let’s not forget those we already have! To that end, there is awesome technology helping us communicate better with our employees and collaborate better as teams. Also, I love the fact that I think we’ve finally reached the tipping point of organizations understanding that once a year employee reviews have gone the way of the dinosaurs. Our employees expect and deserve constant, ongoing feedback on their performance, or they’ll leave to find it somewhere else.


I get that the trends and technology are moving at an incredible rate of speed. The changes we are seeing on an annual basis within HR and TA now would have taken three-five years to take hold just a decade ago. Make a goal to yourself in 2017. You don’t have to be crazy like me, but do yourself a favor and demo one new technology each month. That’s one hour per month, twelve hours for the year, for your own development. You’ll be amazed at the difference it will make!

CareerBuilder’s CHRO and CTO discuss what they see as some of the biggest 2017 HR trends

34% of Employers Cite Manually Posting Jobs to Sites as Top Recruitment Technology Challenge

December 26th, 2016 Comments off
recruitment technology challenges

When you have a job opening, you want to get it in front of as many potential candidates as possible, through as many different mediums as possible. Yet the process of posting jobs to various job boards and social media channels is time-consuming and takes up precious resources that could be better allocated toward engaging with candidates.

In fact, according to CareerBuilder research, 34 percent of employers say having to manually post jobs to several sites is one of the biggest challenges their organization is facing in terms of its recruitment technology. What’s more, 15 percent say their recruitment technology is outdated or limited in what it can do, and 14 percent say their technology isn’t efficient, and it takes too long to find and engage candidates.

What does this mean for you?

Time is valuable, so consider investing in recruitment technology that can give you time back in your day by posting jobs for you. Broadbean Job Distribution is an easy-to-use tool which distributes your open positions to relevant job sites and social media channels. Using a tool like this ensures you’re posting jobs more efficiently while also getting in front of candidates wherever they may be searching for jobs.

Get CareerBuilder’s expert recruiting tips and trends, right to your inbox.



6 Ways to Maximize Your Recruitment Spend

December 14th, 2016 Comments off
Portrait thinking woman in glasses looking up with light idea bulb above head isolated on gray wall background

Do you know which recruitment resources are delivering the highest return on your investment? How do you know if you aren’t measuring your efforts? Even if you’re getting a lot of mileage out of your recruitment resources, there’s always room to take it further. Consider these six ways to make your recruitment resources go further and truly maximize your recruitment spend.

  1. Mine your database. Sourcing from your own candidate database or applicant tracking system (ATS) is the No. 1 way to maximize your recruitment spend. After all, the people in your database are candidates who have already expressed an interest in your company. In other words, they are already engaged, so you do not need to waste time “selling” your company to them. So, why aren’t you taking advantage of your ATS and using it all the time? If the answer is because your ATS is awful at search or reconnecting with those in your database, then it’s time to invest in new technology.
  2. Embrace a new form of advertising. Programmatic advertising is changing our world. If you’re not familiar, programmatic ad buying is basically using machines and data to purchase and place ads in real time. The major benefit of programmatic advertising is that it puts an end to “post and pray,” because it enables you to target your audience. And because the technology seeks out candidates and engages them until they apply, it does a lot of the work for you.
  3. Automate your referral program. Employee referral programs are usually a company’s No. 1 source of hire, yet companies barely put any money into their referral programs. If you want to get more referrals, invest more money in your referral program. Make it easy for employees to refer candidates through an online system and give them incentive to do so.
  4. Invest in the right talent acquisition technology. Look at your current talent acquisition technology. Are you getting as much value out of it as you could be? If you aren’t measuring it against your cost per hire, there’s no way to know the answer. Start measuring the results of your technology. Then ask your recruiters what technology they would quit over (if you got rid of it). If they truly need that technology, the numbers should prove this out.
  5. Hire and train “killer” recruiters. Most organizations don’t maximize their recruiting spend because they don’t have recruiters. Unfortunately, most corporate recruiters are “farmers,” when they really need to be “killers.” Meaning, they need to be proactive, act fast and go after their targets. This is another area where measurement is key. You need to measure your recruiters’ activity against results in order to see where their time is best spent. The way you pay will also make a huge difference in quality of work, whether you use an agency or do it in-house.
  6. Invest in CRM technology. Candidate Relationship Marketing (CRM) technology is a must-have in a modern day recruiting shop. Your recruiters can only do so much – you need technology in place that can automatically facilitate communication with and re-engage candidates when your recruiters aren’t able to. CRM technology (such as CareerBuilder’s Talentstream Engage) helps ensure there is always a supply of qualified, engaged candidates in your system – saving you time and helping your recruitment spend go further.


Want more expert advice? Get CareerBuilder’s expert recruitment tips in your inbox

About Tim Sackett: Tim Sackett, SPHR is the President of HRU Technical Resources a leading IT and Engineering Staffing firm headquartered in Lansing, MI. Tim has 20 years of combined Executive HR and Talent Acquisition experience, working for Fortune 500 companies in healthcare, retail, dining and technology. Tim is a highly sought after national speaker on leadership, talent acquisition and HR execution. He also is a prolific writer in the HR and Talent space, writing for Fistful of Talent and his blog The Tim Sackett Project.

About Kyle Cleaver: Kyle Cleaver leads CareerBuilder’s global customer care organization. Focused on building and maintaining mutually beneficial client relationships, Kyle’s teams handles over 60,000 customers per month globally for software, media and data. In his role, he creates the overall vision for the client’s post sale experience including, but not limited to, implementation, account management, technical support and performance analytics.

The TA Technology I’m Putting on My Santa List

December 7th, 2016 Comments off
TA technology wish list

I love this time of year! You get to put your TA budget together for next year, you find out how much you get to play with and you can start dreaming about all the cool stuff you can do for next year.

If you’re like me, most of your Santa list was stuff that your rich friends already had. I grew up fairly blue collar, so my stocking was stuffed with socks and underwear. A nice winter coat and new boots were probably going to be under the tree somewhere. I grew up understanding you get the things you need for Christmas, first, and if there was some left over budget you might get something you want.

I’ve run my TA budget, over the years, the same way. Sure, I love looking at all the new shiny, cool technology on the market, but first, let me get the technology I really need to make my shop run efficiently and effectively. So, if I was looking at putting my Santa list together for TA tech this year, this is what I would be asking for:

  1. Sourcing technology. People Aggregators, like CareerBuilder’s sourcing platform and a few others, are the perfect for filling your pipelines with passive candidates, different from what you get from candidate databases and your normal “post and pray” sourcing strategy.
  2. SMS candidate messaging. A few ATSs already have this as part of their platform, or there are specific products on the market that will work with your ATS or CRM technology that allows you to text candidates directly. If you run a serious TA shop, your recruiters must have the ability to text candidates from your TA tech stack.
  3. An employment brand that is transparent. Most of us have this made-up employment brand. It’s not bad, but it’s not “us.” I want a brand that truly speaks to who we are. That’s scary because some of us don’t want our candidates to know who we truly are! I do. Just like our families. We love them to death and we have issues. I want people who want all of that, not just the good stuff! There’s great storytelling technology on the market that helps your employees truly share the real story of who you are as an organization.
  4. Hiring managers who own the talent on their team. TA isn’t responsible for the recruiting on your team. TA is responsible for helping you attract and select the best talent possible for your team. Ultimately, you – Mr. or Mrs. Hiring Manager – are responsible for the talent on your team. Want to completely change the talent culture in your organization? Make this one change! This means I need an ATS that is truly collaborative across our entire organization. Most aren’t.
  5. Candidate Relationship Marketing (CRM) technology. I need something to help me keep in contact, on an ongoing basis, with the talent we didn’t hire, but might just be our next greatest hire. It doesn’t work manually; Santa knows I’ve tried to do it manually for years!


I probably won’t get all of this, but that’s what Santa lists are for, to dream a little. My TA budget looks the same way! I’ll probably get some of what I ask for; I know I’ll never get everything, but little by little we’ll keep getting better. What would you put on your TA tech Santa list this year?

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


Recruiting via Text Message: The Future of Candidate Communication

November 23rd, 2016 Comments off

In an increasingly competitive market for talent, recruiters are always looking for new ways to stand out and connect with the candidates. With TextRecruit, a mobile recruiting platform that helps recruiters connect with candidates via text message, CEO Erik Kostelnik hopes to offer just that. In addition to getting high open and response rates, TextRecruit offers real-time analytics and ensures compliance and security in all interactions. Industry leaders like Cracker Barrel, VMware and Liberty Mutual have already made TextRecruit a part of their recruitment strategies, and earlier this year, the company was named “B2B Startup of the Year” at the American Business Awards. Kostelnik recently sat down with CareerBuilder to discuss how the idea for TextRecruit came about, how candidate communication is evolving and how a partnership with CareerBuilder’s Talentstream Engage product came to be.

What drove you to found TextRecruit?
I had a hypothesis in 2013 that all professional profiles and data were going to become commoditized, and that the most valuable assets to companies would be communication, data intelligence and predictive analytics. Texting was the only form of business communication the recruiter was using that was not centralized and owned by the company. The recruiters were using their personal phones, which is a big compliance and security issues for enterprise organizations. So we found five customers who were using texting to recruit, and we knew they needed a system of record and structure. We approached them, pre-sold them on this idea and build the product from there.

A few recruitment industry experts have called texting “the next big thing in recruiting.” Would you agree with that assessment?
I would say communication is changing. There are more text messages being sent on a daily basis than calls and emails combined. Texting will be the preferred communication tool for certain points of the hiring and onboarding process. While there are some things you just can’t do with text – such as sending interview materials or onboarding info – any communication tool that gets you 100 percent open rate and 37 percent response rate (in 12 minutes on average) is going to be exciting for any business process. We have the largest data source of two-way communication for recruiting and HR functions in less than 160 characters, so we believe the next big thing is adding intelligence to our system and having conversations with millions of candidates at the same time via the TextRecruit platform.

We’ve seen that candidates are responsive to receiving text messages from recruiters – with a rate of 37 percent What needs to be done to make that response rate higher?
We need to continue educating the market on the best practices and helping with templating and policies on how to best use texting.

What are some common misconceptions or concerns around texting to recruit – from both recruiters and job seekers?
I think there is a misconception that texting is not professional. The fact that we have an unsubscribe rate in our platform of less than .01 percent disproves that notion. The message simply needs to be personalized and correctly targeted in order for you to get the most out of the message. Using TextRecruit’s best practices and templates is going to make your organization more effective when leveraging this new communication strategy. There are also misconceptions that only millennials and Gen Z are texting. Texting has been around for over 30 years, however, and there are more texts sent out daily than calls and emails combined. Also, now that millennials are in their 30’s, people should be interested in how the new generations are communicating and using that to their advantage.

Do you have any success stories from customers you would like to share? Once customer, Liberty Mutual, has seen an enormous impact from using TextRecruit. At least 20 percent of the candidates they source today come from their texting campaigns.  As of today, we’ve identified over 20,000 customers that are in our target, and we attracted about 200 of them in the last 14 months.

How did the partnership with CB’s Talentstream Engage product come about?
I started my career in HR technology with Careerbuilder, and owe a lot to my managers there for teaching me the industry and how to manage people. I know the CareerBuilder world well and Talentstream Engage is a perfect fit for engagement via text message.  With the integration, shared clients will be able to engage their potential candidates and talent network members via TextRecruit in their ATS, members in their Talentstream Engage and their HCM. It’s going to be an exciting opportunity.

Learn more about TextRecruit and its integration with Talentstream Engage.

About Erik: Erik Kostelnik is the CEO and Founder of TextRecruit. Erik is a proven technology entrepreneur, advisor and sales leader who has built and managed multiple technology companies that have led to hyper revenue growth, major capital investments and acquisition.

The HR Tech Trends Everyone is Talking About

October 20th, 2016 Comments off
The HR Tech Trends Everyone is Talking About

We asked some of the leading HR technology influencers and experts who attended the 2016 HR Technology Conference and Expo to share what they see as the biggest topics and trends influencing the constantly evolving HR technology space right now.

Meet Our Experts

Tim Sackett is the president of HRU Technical Resources, a leading IT and engineering staffing firm, with more than 20 years of combined executive HR and talent acquisition experience. He’s also a speaker and writes for Fistful of Talent and The Tim Sackett Project. Jason Lauritsen, a former HR exec, is an employee engagement and workplace culture expert who also led the research team for Quantum Workplace’s Best Places to Work program. Neil Morrison is the director of strategy, culture and innovation at Penguin Random House U.K.

Here’s what you need to know right now, according to these industry leaders:

What are some of the biggest HR technology topics/trends you are seeing and hearing about right now?
Jason Lauritsen

Jason Lauritsen

JL: There is a lot of investment going into technology tools that claim to drive employee engagement. This suggests that organizations are searching for solutions to employee engagement, and they are hoping that the right technology mix will help.

NM: The major hot topic still seems to be data and analytics in any shape or form — how do we best obtain, analyze and use data to inform decision making and interventions? Beyond that, talent acquisition is still a big topic of conversation and a serious focus for the industry, combining smart attraction and selection with good candidate experience.

What are some of the most imminent hurdles those in the HR and talent acquisition space are faced with today? What keeps them up at night?

NM: Everyone I talk to is facing some sort of challenge from the increased digitalization of the workplace — whether it’s through consumer behavior, skills development or talent acquisition. We also have a specific challenge here in the U.K., based on our recent referendum vote which is causing a lot of thought, but without many answers.

Where do you see the industry going in the next six months or year?

NM: I think there has to be more consolidation in the HR technology space. At the moment, the number of providers sometimes feels greater than the number of procurers, which can’t be a sustainable model.

There was a lot of talk in the HR Tech sessions about employee experience. Tell us what that means to you and why it’s important. Also, do you think employers are paying sufficient attention to the candidate experience?

TS: Employee experience is about creating a culture and environment where every employee feels like they are valued and the organization is working to try and develop those things each employee is best at.

It’s not about ping pong tables and free snacks — it’s about providing a work experience where the employee feels what they do adds value to the organization and that value is recognized.

JL: Employee experience is about designing a work experience that feels good to employees while setting them up to succeed. Smart companies have been designing customer experience for years, and this thinking is finally making its way to employees and candidates. Employee experience design is where employee engagement meets performance.

Neil Morrison

Neil Morrison

NM: Candidate experience is an area that I believe is hugely overlooked in the talent acquisition space. I believe this is going to be one of the biggest differentiators of brands in the years to come. We have to start taking a more consumer-based approach and treat people less like fish in a barrel.

What tips do you have to help your peers strike the right balance between leveraging the right technology while also maintaining that human connection?

TS: Here’s my rule of thumb: Any time you’re using technology to do some part of your process and it would be equally as fast to stand up and walk over to another individual or pick up the phone to complete that part of the process, technology is working against you from the human connection side of the business. This happens constantly in organizations, and many times the technology takes longer than just having a simple conversation. Striking a balance between technology and human connection is all about allowing the technology to complete mass touches, while you complete individual touches. Don’t allow your tech to be you — allow it to be 100 and 1,000 of you, but not you individually.

JL: The most important — and often overlooked — step in identifying HR technology is to define exactly what you are trying to accomplish. If you are selecting a technology to increase employee engagement or candidate experience, what exactly does that mean? And how will you know that you’ve been successful?

NM: Ask yourself: ‘Does this make life better for employees? Does it make life simpler for managers? Does it add commercial value to the business?’ If you can’t answer ‘yes’ to at least two of these questions, you’re probably only making life easier for HR, which isn’t the goal.

Robots are not going to take over the world, right? Phew! But in all seriousness, how do you see the role of the talent acquisition and/or HR professional shifting and evolving with the introduction of overwhelming amounts of data and new technologies?
Tim Sackett

Tim Sackett

TS: HR and talent acquisition leaders are confused by artificial intelligence or A.I. They expect some Will Smith iRobots to show up and start doing their jobs and bake amazing pies. The reality of A.I. in a HR and talent acquisition sense is that it is much less sexy. Most A.I. that we’ll use in HR and talent acquisition is centered around ‘bots’ that will take over mass communication-type Q&A. Things like someone applying and having simple questions about a job description, interview directions and times, what they should expect from your process, etc. A.I. can now handle all of these types of communications pretty effectively and it helps to raise your candidate experience.

JL: As we face the reality that humans are really bad at assessing other humans — for performance, abilities or fit — due to inherent biases, there will be a rise of technology to do this more effectively for us. This will create more time to focus on things like experience design and engagement where we can drive performance and retention.

NM: We need to be combining the insight that we get from good data and analytics with the intuition that we get from good hiring managers. We need to listen to both and make informed decisions. For too long we’ve relied just on intuition and, whilst we don’t want to replace it, we do need to complement it.

Clearing the Air About ATS Implementation

October 19th, 2016 Comments off

For any company, purchasing new software is no small affair. Rather than simply flipping an “on” switch, companies must go through a weeks-long implementation process to learn the software, ensure it is working properly, and meet expectations. We spoke with Brett Kashanitz, Vice President of Engagement & Service at CareerBuilder and an expert in the recruitment technology space, to clear up some burning questions about the implementation process, shed light on the challenges clients run into and discuss CareerBuilder’s own unique approach to implementation.

It seems like the implementation process is a major pain point for a lot of businesses. Why do you think that is? 

I think the main part is that clients don’t know what to expect. Implementation is about more than just the technology; it’s about improving the way a company works. It’s about getting the right training and education around it. It’s about having the right change management. It’s about ongoing measurement. Clients do not always realize how many factors are involved in implementation. At CareerBuilder, we’ve modified our procedures in order to make the process of implementation a little bit more amenable to clients by providing them additional tools to use internally to manage change management. We have developed our own model of change management – which we call AADAM – which focuses not just on doing what’s necessary to fulfill on our client’s current project with us, but also helping them take that next step within their own organization as well.

Could you explain more about the AADAM approach?

We developed AADAM as a resource to go along with a client’s implementation plan in order to make sure clients know exactly what needs to be done internally to be successful in their own implementation. It’s also a way to ensure we’re helping with client needs every step of the way with engaging in the products they have purchased. CareerBuilder has amazing implementation teams that will ensure the clients’ products are set up to meet their needs. With the AADAM model of change management, we are giving them the tools that we will reinforce during implementation and that will set them up for strong adoption of the tools within their companies. The first step in any software acquisition is to take the time to announce the purchase (the first step of the AADAM model) and bring together the resources that will be impacted by and benefit from the tool. The next step in the AADAM model is helping to align impact with the company’s or team’s goals, bridging the gap of why the purchase was made and helping to build understanding that the effort won’t be wasted. The next step is developing a plan to train resources and roll out the new process, which will lead to higher adoption for the product and ensure that the organization is engaged in its usage. The final step of the plan is measuring the impact and sharing the success associated with the project, which safeguards long-term benefits for the organization moving forward.

So what are some of the biggest obstacles to a successful implementation?

One of the biggest obstacles that clients run into is lack of agreement around processes internally and lack of understanding why purchases are made. Many times, especially when it comes to HR-related software, purchasing decisions are made at a senior or C-suite level, but implemented by the people who will be using the systems. This can result in an unclear understanding of the business reasons for why things are purchased and the intended outcome. So ensuring internal resources are aligned and providing tools to help clients to make sure goals are aligned is definitely key to successful implementation.

What kinds of questions should a customer ask before signing with a software vendor?

The number one thing a client needs to be asking is what is included and what is an additional charge. A lot of software companies don’t do their own implementations. They make the purchaser or the client go out and find a third-party vendor to do it. Or they charge the client an exorbitant amount of money to do it. For us, there are no additional fees for support or implementation. That’s built into the product cost.  Oftentimes, clients will find additional charges for things like data feeds, exports and configuration that they didn’t know about before purchasing. If clients don’t ask enough questions about what is included in that overall price, they can easily make a purchasing decision they regret later.  Most important of all is to understand, ‘What will my user experience be like after this implementation is completed?’ The value is not just from the tool itself but the experience the users will have and what it provides to the company in return.

What differentiates CareerBuilder’s implementation process from other vendors?

One of our biggest differentiators (and this is based on feedback we’ve gotten from clients) is the amount of training, development and resources we put toward implementation. We create a roadmap that works best for our clients, then we help train them and walk them through the testing, the tools and the resources we provide.   Another differentiator is our focus on a long-term partnership with clients. In order to do that, we have to think about, ‘How do we drive the business in a way that is most meaningful and helps the clients utilize the tool and make an impact on their business?’ We understand that if clients don’t see an immediate impact from those products, it can cloud their long-term view, and they will go back to their old ways and not use the products at all.   We’ve also gotten a lot of positive feedback on the consultative approach we take. A lot of our customers have never implemented software before because they needed someone to coach them and help them, and many vendors don’t offer that assistance. We’ve gotten positive feedback for the ‘heavy lifting’ that we do.

What kind of support should a client expect from their vendor after an ATS implementation? 

With an ATS implementation, having regular touch points and check-ins is critical, because any time you change your ATS, you are basically asking a whole team to stop what they are doing and learn a whole new process and a whole new way to do business. There is always going to be a challenge in upskilling and training and redeveloping the team, so those first couple of months following implementation are the critical adoption points. During that time, the team is not just discovering the system; they are learning how to do things best in their system.

What’s one takeaway you want potential software buyers to understand?  

One of the important things to understand about making a purchasing decision is taking into consideration the longevity of the partnership that you can have with the organization you’re purchasing from. For instance, what is the history of that organization? What is their focus from a partnership standpoint? The three things we focus on at CareerBuilder are, number one, the stability of our platforms; number two, the accessibility of our resources; and number three, having the best overall customer experience that we can possibly give them. As a client, you want to look for a partner who can service you in many different areas – from the accessibility of the different products, to the reliability of the products once you purchase them, to the knowledge that this partner is going to be there for you as you continue to grow and develop.

Brett Kashanitz has over 10 years of experience helping clients optimize their recruitment process and leverage talent to positively impact their organization. As vice president of Engagement & Service at CareerBuilder, Brett creates change through strategic process improvement engagements, mentorship and training activities within the Global Operations organization, whose mission is to focus on delivery of superior service while deploying new technology and strategic, quality-based process improvement initiatives.

Learn more about the how’s and why’s of ATS implementation with CareerBuilder’s free guide to understanding ATS implementation. Download it today!

How CareerBuilder’s Tech Team Drives Innovation

October 11th, 2016 Comments off
How CareerBuilder's Tech Team Drives Innovation

When you think of a recruitment-focused conference or customer event, images of employees talking one-on-one with customers and listening intently to their feedback — then hunkering down in a hotel room that night until 4 a.m., busily strategizing and coding and making immediate improvements to a product based on what they’ve heard, Hackathon-style — probably don’t immediately come to mind. But that’s exactly what members of the tech and product teams at CareerBuilder do each time they attend a customer event. After all, there’s no better way to instantly make changes and add the features our customers need most than by talking directly to the people using them each day.

I recently talked to Adam Parker, manager of consumer web applications at CareerBuilder, about how CareerBuilder’s technology and product teams quickly adapt to client feedback to make changes in our products – or create new products altogether.

 1How do the tech and product teams tap into what clients are asking for?
Trying to guess what a client is asking for is easy; actually knowing what they want is much harder. We have learned from experience that to truly know what a client needs you have to interact with them. You have to work alongside them and feel their pain. We are constantly gathering feedback from clients. Our sales and account management teams are a powerful first line in discovering those pain points. We have what we call “Cagility” (a term CareerBuilder CEO Matt Ferguson coined, fusing the values of candor and agility) calls and meetings with clients where we partner with them to find unique solutions. We use the feedback we get from every part of the business to make our products better. Our product and technology is structured in such a way that everyone is empowered to advocate for the best interests of our clients.

2. How was CareerBuilder’s Talent Gather product a result of quickly changing the business to meet clients’ needs?
Talent Gather is actually a product that was born from a client’s need. The entire premise of digital candidate capture started with clients wanting to get more value out of college recruiting events. During the course of a single 24-hour Hackathon, we were able to create a working prototype of what would soon evolve into Talent Gather. Since then we have continued to pursue a quick development cycle where small improvements combined with client feedback result in real gains in product value.

3. How do you decide when to make changes to a product based on outside feedback — and when not to?
Feedback is an essential part of product development. As a product gains more and more stakeholders, it becomes challenging to know how to prioritize that feedback. When we prioritize our work, we try to consider the following: 1) What will benefit the largest number of users, 2) What makes our product more reliable or easier to use? and 3) What additional technologies or practices can we incorporate to create value in our product? Features created in a vacuum cannot develop to their full potential. Only with the feedback of our users can we be assured the work we have done is truly valid.

4. You’ve been with CareerBuilder for a long time. What’s the biggest/most drastic change you have seen in the company or in the tech team since you started?
The technology industry has transformed into such an intelligence-driven field over the last 10 years. Watching CareerBuilder incorporate those changes has been amazing. Our industry, like many, used to rely on sheer volume and power to deliver value to our users. Today we have such an intelligent team using the most cutting-edge techniques and tools to help enrich every part of our business. Being able to instantly reveal insights to the customers using our products helps make them both more confident and more efficient. We constantly develop ways of working that make us wonder how we ever did things the old way. We’re just scratching the surface of what is possible.

5. What makes you want to get up and go to work every day?
Being able to solve problems and create value is the most rewarding part of my work. The power that technology has had on simplifying some of the hardest parts of our lives is amazing, and at CareerBuilder we have so many opportunities to do the same thing. From seeing a stack of resumes turn into instant value at a career fair, to helping employers discover new markets for amazing candidates, to showing job seekers the value of their resumes — every day brings new and rewarding challenges and opportunities.

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

What Should You Automate in Your Recruitment Process?

October 5th, 2016 Comments off
What should you automate in your recruitment process?

Have you ever wondered what you would do if you could just completely start over with your recruitment technology? No barriers or roadblocks. No legacy HRIS or ATS. Clean slate.

Of course, it would be easy to just tell you to go out and buy the newest, most expensive tech on the market. That would also be a bit of a pointless exercise, because 99 percent of us would never be able to do that. But, what if you got the chance to build a new recruiting tech stack from scratch?

What would you choose?

Below, I share what I would do if I could start over — which things within the recruitment process I would automate, and which would get a more hands-on approach.

Core Recruitment Technology

  • Applicant tracking system – Okay, this one is easy. It’s like your HRIS, or system of record, but for talent acquisition. The problem is that most ATSs will tell you they can do it all. I have never found one that can do it all (effectively). So, really dig into those claims.
  • Analytics – Everyone will tell you they have analytics, but when you finally demo a full analytics-talent acquisition technology and it completely blows you out of the water, you realize what powerful analytics really mean. The larger the organization, the more important and more of a must-have this becomes.
  • Digital phone technology – Oh, boy — here we go. Almost no one on the corporate side of talent acquisition has this, and it’s a huge miss. Most recruiting is still done by phone — and this won’t change. Unless you have candidates accepting a job without ever speaking to someone at your company, you need this. A digital phone system tracks usage by recruiter and gives you metrics that can help you see who is actually making calls and who’s not. Be forewarned, the lack of time your recruiters are spending on the phone may give you a stroke!
  • CRM – This is ongoing candidate communication during the pre-apply, apply and post-apply hiring process. Truly, 99.9 percent of ATSs don’t have anything close to CRM, but will tell you they do. You need a strong CRM technology to build talent networks, pipelines of talent, and catch so much talent you’re missing and have no idea you’re missing.
  • Recruitment training – All the best talent acquisition technology is the world is great, but if your recruiters suck, great tech only makes them suck faster! I suggest you find a great online technology that continually trains and enables you to track this training and use.



  • Job distribution – Recruiting can be broken down into two main buckets: inbound and outbound. Most corporate organizations do about 90 percent inbound (post and pray baby!). So, if that’s your main strategy (and it usually is), you better have the best job distribution engine on the planet.
  • Sourcing technology – This space is packed right and growing super fast. More money is being dropped into sourcing technology than almost any other segment, which makes it very confusing for talent acquisition buyers. Ultimately, before you buy, you need to talk to people you trust who are using the technology. I had one vendor drop the name of a competitor of mine. The vendor said the company “loved” using the vendor’s technology, but that because the company was a competitor they wouldn’t talk to me. BUT — I “need” this tech! So, I called the competitor’s CEO directly. Guess what? The CEO thought the tech was worthless.
  • Employee referral automation – Is employee referrals your largest source of hires? For most organizations, this is the case. Yet, when I ask how much money they’ve invested into technology to support their most important source, it’s almost always $0. Doesn’t that sound silly!
  • Job advertising – If you haven’t looked into programmatic job advertising, you need to: It’s what all companies will be doing in the future. Basically, it entails using technology to buy and place your ads in real time in a very hyper-specific way. Higher quality applicants, at a lower cost.



  • Video Interview Technology – I love this technology and how it’s evolving. What we know is that our hiring managers love to see candidates before they live-interview them. Video interview technology helps your organization be more effective with its time and resources.
  • Assessment technology – No more gut decisions! Assessment tech has also evolved way past the personality assessments of yesteryear. Predictive assessments can now accurately tell you who you should be hiring, and they have proven to be more effective than live interviewing. If you want to hire better, you need to add assessment technology to your stack.
  • Automated reference checking technology – This is a giant pet peeve of mine. If you manually do reference checks from references given to you by a candidate, you should be fired — it’s a giant waste of time. What do you think the candidate’s references are going to tell you? They gave you the references! They will tell you the candidate walks on water. There — I just saved you all that time. Seriously, stop this. Get an automated reference checking tool that’s proven to actually knock out some candidates based on how they’ll fit into the role and your organization.
  • Automated background checking – I think most organizations have this now, but if you don’t, you should. This is a way to verify the credentials of a candidate and the information that’s presented in a resume.



  • Interview/apply feedback – Don’t just think “exit interviews.” Think about all those candidates in your own database who you didn’t hire, but who are still awesome, talented folks you might want to hire in the future. How is your organization staying connected with them? For most, this will be with your CRM technology. Think about that entry-level engineer who loved you and applied three years ago. Back then, you just didn’t have an entry-level opening. Fast-forward to today, and that person now has three years of experience with your competition. How are you letting them know you still want them?


These are the big buckets of talent acquisition technology. Depending on your specific industry, location, and so on, you might have other buckets that you need or don’t need. Also, don’t get sold on the idea that you must have all of these technologies talking to each other, and thus must buy one big giant talent acquisition suite.

New technologies, built on a SaaS platform, will be able to “talk” to each other. The key is first checking to see if those integrations have already happened and talking to those using the tech now to know how they’re working. Suites will be great for some organizations, but they usually fall down on certain parts, so you need to know what’s super important for your organization before buying.

We’ve partnered with industry expert Tim Sackett to create a comprehensive checklist to help you take stock of where you’re at now — and take that first step toward determining where your process is too manual, too technology-focused, or just right. Get the checklist.

How to Use Tech in Your Recruitment (Without Losing that “Old School” Touch)

September 28th, 2016 Comments off
Get Personal, Get Automated in Your Recruitment

Let’s face it. If you’re a recruiter in 2016, you’ve got it pretty good.

Just listen to any “old-timer” – say, someone who was recruiting 15 or 20 years ago – and they’ll be quick to tell you how it used to be in the not-so-good-old days.

Paper resumes. File cabinets. Phone books. Rolodexes. Fax machines.

Look some of these things up online, and gaze upon your yesteryear colleagues in pity. I mean, how did any recruiting actually get done? It’s hard not to appreciate that it’s much easier to recruit good candidates today than it was just a few years ago. After all, that was before we all learned how to use the internet, and before we could reach out to just about anyone by simply hitting enter on a keyboard.

Technology has certainly made it much easier to share our job openings with the world, and it’s provided good recruiters with the opportunity to source candidates with specific skill sets in a matter of minutes or hours, rather than days or weeks.

Life is much better today – for both recruiters and job seekers. The use of technology and automation in the recruiting process, however, has also made it possible to turn potential candidates off in an instant with something as simple as a poorly crafted message or one that feels too impersonal. The old adage “with great power comes great responsibility” can be applied to us as recruiters as well.

In some cases, we must make wise choices about when to take advantage of the powerful technology and automation solutions available to us – and when to take a more “old school” and personalized approach.

When technology and automation can be used for good:

1. Job postings and distribution. Just a few years ago, job seekers (mostly active candidates) had to wait until Sunday to view the Help Wanted ads in the local newspaper to find out about job opportunities.

Today, technology provides us with the opportunity to share job openings almost immediately, and in multiple places at one time. This increases the possibility that our job openings will be seen by more candidates who may be a match, as well as by passive candidates who may come across them through automated job notification feeds or while on social media. This is a win for both recruiters and job seekers!

2. Parsing data from resumes. Back in the day, recruiters — after waiting two or three days for paper resumes to arrive in the mail — often had to set aside a day or two to go through the resumes to make decisions about which candidates to put in the “yes” pile, and which ones to relegate to the “no” pile. This process lacked both objectivity and speed.

Today, using technology solutions, resumes can be quickly and objectively screened to ensure that neither bias nor the postal service add ambiguity and delays to the process of selecting the best candidates to evaluate for job opportunities. Once again, everybody wins!


While technology has changed so much about the recruiting process – often making it faster, more effective, and scalable – we must never forget that we’re dealing with humans. Humans aren’t machines, and humans make choices based off of feelings and emotions. Humans like to work with (and for) other humans that they know, like and trust.

Here are three times you need to get personal:

  1. Candidate responses. Respond to applicants to let them know their application was received – and inform them about the next steps in the process/expected timing. Sure, this step can be automated, but it can still be personal. And the fact that your company does this – when most do not – will set you apart.
  1. Emails. Personalize email communications with candidates – and let them know why you’re reaching out to them specifically. Many active and passive candidates are turned off by mass emails, and they’re exponentially more likely to respond to a personalized approach – even if it’s to say “thanks, but no thanks.”
  1. Contact info. Once you’ve interacted with someone (pre-screen, in-person interview, and so on), make sure that they have contact information where they can reach a real person to get information or ask questions – even if their question is to check on their status in the process.


Technology is the gift that keeps on giving for recruiters, and it has definitely improved the recruiting and hiring processes for all involved. But I encourage you to take some advice from this “old-timer”: The best recruiters will always be those who understand the importance of connecting and engaging with candidates early and often in the process.

We’ve partnered with industry expert Tim Sackett to create a comprehensive checklist of the various aspects of the recruitment process. Use this checklist to take stock of where you’re at now — and take that first step toward determining where your process is too manual, too technology-focused, or just right. Get the checklist.


Why Supply and Demand is Key to Your Recruitment Strategy

August 23rd, 2016 Comments off
Supply and Demand: A Fundamental Piece of the Recruitment Puzzle

You know the theory of “supply and demand,” but if you only thought it was relevant to pass a college economics class, you’re missing out on one of the most crucial components of the recruitment process. Supply and demand should play a role in your everyday approach to finding the right candidates to fill your open positions or build your talent pool.

What Exactly Is Supply and Demand?

Here’s an official definition, according to Encyclopaedia Britannica:

Supply and demand, in economics, [is the] relationship between the quantity of a commodity that producers wish to sell at various prices and the quantity that consumers wish to buy. It is the main model of price determination used in economic theory. The price of a commodity is determined by the interaction of supply and demand in a market. The resulting price is referred to as the equilibrium price and represents an agreement between producers and consumers of the good. In equilibrium the quantity of a good supplied by producers equals the quantity demanded by consumers.

How Does It Fit Into Your Recruitment Strategy?

What does the law of supply and demand in economics have to do with the world of recruitment? A lot, actually. Recruiters need to be in a position to identify, based on their hiring needs at a given time, what the supply and demand of candidates look like in different locations — and to be able to make recruitment decisions accordingly.

What open positions need to be filled? What are the requirements of the position? Based on this, where is there a surplus vs a dearth of qualified candidates?

As John Zappe points out on ERE:

Supply and Demand … can tell a recruiter where the particular fish that is being sought is most plentiful. On a strategic level, the data can be used to help site new offices and plants, decide whether to hire or train, what the competition across town is paying, and how many workers there are with the specific skills a company needs.

Supply and demand data can help you more effectively recruit in today’s marketplace by providing analytics and insights into both active job seekers AND competitors.

For example: Are you receiving too few applications? Does the compensation you’re offering appear to be too low to attract the right candidates? This is where supply and demand data comes in.

How Do You Get the Data You Need?

CareerBuilder’s Talentstream Supply & Demand, an online portal, is a perfect place to start. The portal enables recruiters to conduct a quick keyword/location search and get facts about the available candidates and competition for that position — then share that data with hiring managers to better set expectations for the recruitment marketplace.

This data should ideally be used when the job requisition is first opened. Recruiters who run a search in the Supply & Demand Portal in the beginning will get insights into the hiring landscape and will be a step ahead of their peers. They will have the opportunity to:

  • Learn which competitors are seeking out candidates for similar roles.
  • Find additional locations to consider when sourcing or posting a job.
  • Uncover more keywords to use when conducting a Boolean search in their sourcing tools.

Simply put, recruiters who use the Supply & Demand Portal at the beginning of their recruitment process will be able to fill their open positions faster.

OK, You Have Supply and Demand Data – Now What?

You should use supply and demand data to help steer your conversations, shape priorities and make better decisions.


Start by pulling the data on every open position you have and sharing it with your hiring manager and other key stakeholders. This data can help set expectations about how many possible candidates are available in a particular location, as well as help everyone understand the type of skills and industry background that is standard for such a position.

In today’s competitive marketplace, you can’t afford to wait long to contact potential candidates, because your competitors could snatch them up from right under your nose if you drag your feet. By being smart with data from the start, you can better use your time and resources and assess the marketplace for your open requisitions.

Keep These Three Tips in Your Pocket.

The trick is to find the ideal job title and location combination in the Supply & Demand Portal, as this insight can increase the number of applications from candidates by as much as two to 10 times. Keep these tips in mind:

1) Use the data you have to shape compensation conversations. Compensation ranges and benefit packages are big lures for candidates, so if the budget for compensation is lower than the marketplace rate, it will take longer to find the right candidate. Recruiting is a cost, quality and speed decision – you need to know what’s most important to the hiring manager and look at how the data can support that. By sharing third-party data with your hiring manager, you can be seen as a consultant and expert in the space. The data can be the bridge that makes the relationship between you and the hiring manager stronger.

2) Conduct a search for the key skill you need. Next, look at the “What are their most recent job titles?” chart to see the list of common job titles for that skill. We see many companies using job titles that are more internal company lingo titles versus standard job titles that candidates would actually be searching for. Be open to posting your jobs with a common job title so you can catch more potential candidates with the right skill set.

3) Look at the hiring indicator map tab to see which cities have the best ratio of candidates to job competition and compensation. By considering another nearby city to post in or source, the chance of more candidates applying or being available will go up. If you post your jobs in multiple locations, you could see a quicker return on your investment and fill your positions faster.
The below chart shows the improved job titles the CareerBuilder team chose using Supply & Demand data, next to the original job title the client had posted. Upon reviewing the data, they also picked more ideal locations. As you can see, some of the job postings received up to 10 times more applications by making those small changes to job title and location.

supply and demand

In  this current labor market, health care and technology positions tend to receive very few applications because of the limited supply of candidates. Therefore, this increase of candidates to consider was a huge win for the recruitment team.

Want to better predict the future when comes to hiring great people? Find out how CareerBuilder’s Supply and Demand tools can give you the labor market insight you need to build an effective recruitment strategy.


1 in 5 CEOs Say Biggest Recruitment Tech Challenge Due to Multiple Hiring Sources

August 15th, 2016 Comments off
wage growth

For the month of August, we’re taking over Talent Factor to look more closely at CareerBuilder’s recent acquisitions — and how they’re making a big impact on your business in 2016 and beyond.

Did you know? The average company uses over 15 different tools to source and manage candidates, according to internal CareerBuilder research. But is all of this technology doing more harm than good?

In a separate CareerBuilder survey, 22 percent of CEOs said their biggest recruitment technology challenge is that they cannot coordinate across the many sources they use for hiring. Rather than making the process of sourcing and managing candidates easier, these multiple tools — each with their own metrics and data sets — only make the process more time-consuming and complicated.

In its ongoing mission to make life easier for recruiters and decrease the time needed to fill jobs, CareerBuilder and its technologists from Broadbean created Talentstream Recruit. Part of the new Talentstream Sourcing Platform, Talentstream Recruit combines all the tools recruiters use — from source to hire — into one intuitive software solution that can seamlessly integrate with other technology partners.

That means recruiters can view and search candidates, run reports, measure performance, manage job postings, engage with candidates, and more — all from one easy-to-manage dashboard platform.

Doing more with less

In today’s competitive labor market, recruiters can’t afford to waste time logging into and navigating multiple applicant tracking systems, resume databases and professional networking sites. They need a talent management system that not only simplifies the candidate search process, but also integrates with their current system.

By containing all of your talent acquisition and management tools in one simple platform, Talentstream Recruit streamlines the entire recruitment process and creates an uninterrupted workflow to help you make the right hires faster. Plus, it can seamlessly integrate with your existing recruiting tools.

Talentstream Recruit is the intuitive applicant tracking system top companies rely on to effectively attract quality talent and operate internal recruitment processes. Learn more about what Talentstream Engage can do for your business. 

90% of Companies Buy Background Checks — But Many Get a Bad Deal

August 1st, 2016 Comments off

For the month of August, we’re taking over Talent Factor to look more closely at CareerBuilder’s recent acquisitions — and how they’re making a big impact on your business in 2016 and beyond.

Did you know? A whopping 90 percent of companies buy background checks to vet potential or current employees, according to SHRM research — but many of them aren’t exactly getting what they signed up for. That is, unless what they signed up for was poor customer service, slow turnaround time, and paper-heavy onboarding processes.

That’s where Aurico is vastly different — and it’s a big reason why CareerBuilder and Aurico joined forces in 2016. Aurico provides a quick turnaround time – and, while you would be hard-pressed to hear someone say they have a close, trusting relationship with their onboarding provider – Aurico’s clients actually do. There’s a reason Aurico is No. 1 in customer service and quality: They offer a paperless system that integrates with most applicant tracking systems, real-time reporting, incredibly fast turnaround times, and very competitive pricing.

Why is background and drug screening so important?

Drug screening is a requirement for certain roles. Conducting thorough and timely drug screens keeps both the public and a company’s workers safe, especially when screened workers are operating machinery or heavy equipment. As you are hiring candidates who represent you and act as an extension of your company, accurate and thorough background checks are vital. Oh, and the cost of replacing an experienced worker who doesn’t work out can cost 50 percent or more of that individual’s salary.

2016 marks Aurico’s 25th anniversary, and they have a lot to show for it: The company is now a trusted partner of 4,500 clients, No. 1-ranked in HRO Today’s Baker’s Dozen, and listed on the Workforce Hot List. Aurico participates on the Inc. 5000 Honor Roll, and has earned both NAPBS accreditation and ISO 9001:2008 certification.

Through Aurico’s delivery of detailed background checks, companies are better armed with the information they need to make a character judgment on a candidate. Learn more about what Aurico can do for your business.  


Technology and the Naked Organization

November 18th, 2015 Comments off
Technology and the Naked Organization

Technology has opened up the world in many different ways. I can see what your house looks like, know what music you listen to, find out who your friends are and learn which celebrities you have a secret crush on — all without leaving the comfort of my living room.

Likewise, I can figure out how much you pay your staff, what they think of you, how long they stay with you and where they go afterwards without ever setting foot in your company. Which is pretty neat if I’m looking to hire your people.

There’s a saying that “Your brand isn’t what you say it is; it’s what people tell you it is,” and that has never been truer. And what’s more, almost anyone can find out what those people are telling you.

So what does it mean?

Simply put, we can’t suppress the openness that’s increasing with each passing moment, and so there is only one option: to embrace it. Technology provides us not only with the challenge, but also the opportunity, to do just that.

If prospective employees can find out almost anything about you, why wouldn’t you show them your culture — warts and all? If they can find out what your pay and benefits are, then why not be clear on that in your recruitment advertising?

Internally, technology also gives us the opportunity to be more transparent with employees; social tools allow people to communicate across the globe and share ideas and views about their work and their workplace. And for us to hear their voices and ideas.

Benefits platforms enable us to share details of what is available and how to access it; to be clear about what different groups of employees get and why. We can even collate views of performance openly and collaboratively, and some companies are using this to make peer decisions on pay.

As we’ve seen in other areas of society, the push for transparency is growing, and when organisations react against this by pulling the cloak of secrecy closer around them, it is met with both suspicion and derision in equal measure.

The companies that will win the war for talent — and attract and retain the best people — are the ones that are open to being open. For better or for worse.

The naked organisation? Maybe it is time to loosen up a little. Who knows — it might be fun. Are you up for it? I’ll show you mine if you show me yours.

Throughout the month of November, our resident talent advisors are focused on how recognition is vital for both talent acquisition and retention — and how the right technology tools can help you move the needle. Subscribe to Talent Advisor to stay on top of the latest blog posts and discussions.