5 Ways Talent Networks Enhance Your Recruiting Strategy

April 25th, 2017 Comments off
talent networks

How many times have you been browsing Amazon and put something in your cart, only to abandon it before you actually make the decision to buy? Job seekers do the same thing when it comes to applying for jobs. Many will go to a company’s career site because they are interested in the company, but not quite ready to apply. So what do you do to keep interested job seekers from leaving your career site – and out of the possibility of future employment — forever?

Two words: Talent network. A talent network is a database of job candidates who have shown an interest in your company. If candidates are not ready to apply — or even if they are — they can join your talent network to receive ongoing communication (via email or text) that enables them to learn more about your company, job openings and other career-related information. By enabling high potential candidates to join your talent network without the pressure to apply, you keep them from slipping through the cracks and keep them engaged for the future.

But that only scratches the surface regarding the benefits of talent networks. Talent networks help you:

  1. Capture candidates before they drop off. It’s rare that a candidate finds a job he or she likes and completes the (often long) application process right away. It’s even rarer for a job seeker to continuously check back on a company’s career site to see if any relevant positions have opened up. Therefore, giving candidates the option to join a talent network in just a few simple clicks can keep them engaged and interested for the long haul.
  2. Save time recruiting. Talent networks enable you to build a pool of interested candidates so that when you have a position to fill – today, tomorrow or even a year from now – you don’t have to create a job ad, post it and wait for applications to trickle in. You can simply go directly to your talent network and source from there.
  3. Save on recruiting costs. With a talent network, you can save money that would normally go toward advertising and recruitment marketing because you’ve already done the groundwork to get candidates interested in your opportunities. And because you can get to work recruiting right away (as mentioned above), you’ll save on costs associated with time-to-hire, such as lost productivity.
  4. Improve the candidate experience. Talent networks do not just benefit companies – candidates reap benefits, too. Not only are they the first to find out about new positions that are relevant to their skills and interests, they also save time going back to your career site and searching for job openings, because the jobs come directly to them – via email or text. Also, talent networks are all about engaging candidates and keeping the lines of communication open, creating a more personal experience that candidates rarely get from companies today.
  5. Get a better quality of hire. Candidates in your talent network are individuals who are truly interested in your company and excited about working there, so they are engaged before they even start. They also take the time to learn about your company, understand the culture and decide for themselves if they would be a good fit. Because hires from your talent network tend to have a deeper knowledge of your company, there is no “buyer’s remorse” once they have joined the company.


Ready to experience the benefits of a talent network? Check out Talentstream Engage: Fill Your Candidate Pool Quickly with Engage as Your Career Site


1 in 6 Employers Plan to Hire More Recruiters in Next 6 Months

July 18th, 2016 Comments off
1 in 6 Employers Plan to Hire More Recruiters in Next 6 Months

One in 6 employers in the U.S. (16 percent) across all industries say they plan to hire more recruiters in the next six months to help bring new talent in the door, according to CareerBuilder’s 2016 Midyear Job Forecast.

Some of the in-demand roles employers said they will be recruiting for in the second half of the year are those tied to:

  • Cloud technology – 12 percent
  • Mobile technology – 11 percent
  • Social marketing – 11 percent
  • Providing a good user experience – 11 percent
  • Developing apps – 9 percent
  • Wellness – 9 percent
  • E-commerce – 9 percent
  • Financial regulation – 9 percent
  • Creating a digital strategy – 9 percent
  • Managing and interpreting big data – 8 percent
  • Cyber security – 8 percent


Among broader functional areas, employers will be hiring for:

  • Customer Service – 29 percent
  • Sales – 27 percent
  • Information Technology – 25 percent
  • Production – 20 percent
  • Accounting/Finance – 13 percent
  • Human Resources – 13 percent
  • Clinical – 12 percent
  • Business Development – 11 percent
  • Marketing – 11 percent
  • Research and Development – 11 percent

What Does This Mean For You?

Understanding what the U.S. hiring outlook will look like for the next six months can help you better plan and prepare for the road ahead, and adjust your talent acquisition strategy to land the talent you need.

We surveyed more than 2,100 hiring managers and HR managers to find out the latest and upcoming hiring trends and insights so you can stay in the know and remain a step ahead of the competition.

Get more highlights from CareerBuilder’s 2016 Midyear Job Forecast here.

4 Best Practices From the Talent Acquisition Trenches

June 28th, 2016 Comments off
Reinventing Recruitment: Best Practices From the Talent Acquisition Trenches

Whether you are new to recruitment or a veteran in the industry, it’s interesting to see how your peers are helping to move the industry forward with innovative insights and practical recruitment wisdom. That’s why we got a panel of experts — those deep in the talent acquisition trenches — together at CareerBuilder’s Empower 2016 Roadshow in Philadelphia to talk about best practices.

Here are some of their top takeaways.

1. Step up your talent branding efforts.

People are talking a lot about “talent branding” right now — the who, what, where or how your company is perceived by potential candidates. If your brand doesn’t carry a strong reputation among job seekers, chances are you’ll be fighting an uphill battle to attract and recruit the talent you need.

Branding can either work for or against you, so it’s important to be proactive in terms of aligning your brand messaging with what the perception may be of your brand as an employer.

One way to do so is to equip your employees to become your advocates to the outside world.

Make it the responsibility of all 150,000 employees to tell their story and create their talent brand and what it is like to be an employee,” said Shelly Gross, senior director, talent acquisition at Comcast.

Some companies, however, may not have as much name recognition as Comcast. Take NFI Industries, a third-party supply chain solutions provider, for instance.

“NFI is unique because it has no [formal] brand recognition and only way people know who NFI is through seeing trucks [with the name on it], so people think it’s just a trucking company,” said Leslie Hafter, director of talent acquisition at NFI Industries. “But it is more.”

Hafter worked with CareerBuilder to create a survey on what NFI means to people both internally and externally and then created a career site based on the findings and how the company wanted to showcase their talent brand.

2. Go above and beyond what’s required of you.

Great talent acquisition professionals not only get the job done; they also go the extra mile.

It’s creating a really positive experience for each candidate and making each applicant feel important and that the application process is easy,” said Jamie Bannach, staffing specialist at Contemporary Staffing Solutions. “Or if you can’t help someone, give them the resources or point them in the right direction.”

Bannach said it’s also about building one’s personal reputation.

“As a staffing recruiter, I need to have personal brand as well since, at the end of the day, I am selling myself,” she said. “[It’s about] listening and coaching my candidates in order to help find a good fit for them [and being] genuine and honest. They are representing me, too, so I want to ensure my candidates are well prepared as they are a representation of how I have done my job for my client.”

3. Remember that technology can be a time saver, but it won’t solve all your problems.

Having the tools and technology you need is one thing, but it only does so much.

There needs to be a human element when it comes to implementing the technology.

“Our team has some of the tools that they need, but our ATS is less than ideal and it really eats into their ability to be efficient, so we’ve supplemented with other tools,” Gross said. “But it really comes down to a human factor — the technology is only as good as the person using it. I am a hawk when it comes to time and calendar management and organizational skills. If you aren’t doing a good job in these areas, you are never going to be successful regardless of what tools you have.”

According to Hilary Bailey, talent systems and operations manager at Santander Bank, the company is working to make sure that recruiters have the tools they need to be efficient — but she emphasized that communication is key to making the most of technology.

“When I came in, there were spreadsheets and an ATS, but now we are launching a new ATS and HRIS and taking advantage of the tools that were already in place,” Bailey said. “The biggest struggle we have now is ‘change fatigue’ since we are always changing [the tools we use]. I would encourage recruiters to communicate with the operations/ process person so that the technology and its uses are designed effectively and efficiently.”

4. Don’t ignore candidate experience.

Candidate experience matters! Only 31 percent of employers claim to have tried applying to one of their company’s open jobs to see what the process is like, according to CareerBuilder’s 2016 Candidate Behavior Study. If you don’t already, start testing your own process at regular intervals to pinpoint frustrations and make necessary changes.

“It took me three times to apply to my own job here,” Bailey said. “They would have lost me if I wasn’t as competitive and determined as I am.”

At the same time, keep the line of communication open with job seekers. Nearly half (45 percent) of job seekers say their biggest frustration is when employers don’t respond to them. In fact, job seekers say 4 out of 10 (38 percent) of their applications never receive a response or any type of communication. So if you want to stay a step ahead of your competition, do yourself a favor and avoid that dreaded black hole.

To learn more about what candidates expect from you during their job search, download CareerBuilder’s 2016 Candidate Behavior Study now.

Managing the Nursing Shortage: A Q&A With Signature Health’s VP of Talent Acquisition

June 22nd, 2016 Comments off
Managing the Nursing Shortage: A Q&A With Signature Health’s VP of Talent Acquisition

There are a combination of issues coming together to create the “perfect storm” in health care recruitment today and contribute to the growing nursing shortage, according to Jim D’Amico, ‎vice president of talent acquisition at ‎Signature Health.

Research shows that one of the most in-demand jobs today is for nursing positions, and a recent CareerBuilder survey showed that 46 percent of health care employers said the role they struggled to fill above all others was that of qualified registered nurses.

We sat down with D’Amico to find out how ‎Signature Health is dealing with the challenge.

CB: What’s contributing to the nursing shortage?

JD: We’re definitely seeing a nursing shortage in the industry. Everybody is very concerned about this because it’s not a short-term problem.

Because of how education and technology has changed, nurses are doing more on the care side and have more knowledge and skill than in the past — they are doing what in the past only doctors used to do.

CB: What are you doing differently to help fill nursing shortages?

JD: If you want to recruit nurses, you have got to be mobile. You have to give them the option of doing everything they need to apply via their phone — your open job listings, application process, career site, etc. has to be mobile-optimized.

We asked nurses how they look for jobs. Guess what? I have an office; they don’t. They don’t have a place with a desktop where they can sit down and look for jobs. They typically will get to their cars and pull out their phones — so you have to be ready for them to get the information they need to apply right there.

A lot of nurses may go home and may not have computers anymore; they’re on phones and tablets right now.

Jim D’Amico, ‎Vice President of Talent Acquisition at ‎Signature Health

Jim D’Amico, ‎VP of Talent Acquisition at ‎Signature Health

CB: How can joining together with educational institutions help to close the nursing gap?

JD: Well, the panic is increasing as people are doing the math and realizing that the number of people heading into nursing school is not enough.

That’s why we’re talking to people who are in middle school about careers in health care and why nursing is a good role. It helps to sell it early. Students are often coming from environments where they’re the first person to ever go to college, so a career in nursing can change their community.

Education requirements may get tougher, which further delays people from hitting the ground running.

Even if we had bigger classes of nurses, I don’t know that every geographic area would have enough clinicals for nurses. They’re feeding into each other. Some of the technologies accelerate the learnings in different ways. For instance, places like The Cleveland Clinic have really cool robots — they are leveraging more technology to prepare more nurses to be in the field.

CB: Can you give us an example of how you partnered with an educational institution?

JD: Davenport University in Grand Rapids, Michigan, developed a program we benefited from called a veteran’s degree in nursing. We could recruit folks who were corpsmen or medics (not nurses) and in two years you could go to Davenport and become an RN. I’d love to see more schools do that, and there is no cost because the initiative is supported by the U.S. Department of Health and Human Services. So we can hire them to work for us at a lower level while they’re going to school.

CB: What else are you doing differently to help fill the nursing shortage?

JD: We’re changing the way we post and advertise our jobs so it’s more about what we expect you to accomplish than what you’re expected to do every minute of the day. We are also tying it in with social media where people can share knowledge and opportunities.

We are also very aggressive about recruiting out of the military — there are a lot of clinical professionals. When you recruit them, a lot of them came from rural environments, so it’s a good opportunity to boomerang them because there is more of a willingness to go to rural areas. That’s a plus because it’s unlike in urban settings, where you have a bigger candidate pool and more sources to pull from.

CB: What other trends are you noticing?

JD: We’re seeing more of a focus on engagement in the nursing profession than in the past, where more active steps are being taken. Even two years ago, people weren’t doing as much with stay interviews. People are fighting more today to retain nurses when they turn in their two weeks’ notice.

There is also a focus on continued education, and talking to nursing professionals about career ladders when they weren’t there or visible before. All of this helps with retention.

We in the health care industry are not partnering with each other as much as we should; we’re too competitive. But we need to remember that it goes beyond our competitive needs — it’s the needs of our communities that need to be addressed.

Put insight into action: Learn more about how you can find nurses right now to fill your open positions.

The 5 Biggest Costs of Making a Bad Hire

May 25th, 2016 Comments off
What's the real cost of a bad hire?

I love it when talent advisors and HR practitioners exclaim they’re in the field because “I love people!” It becomes interesting when you ask, “Does that mean EVERYONE?” Then you hear the awkward pause as someone comes to mind who makes them eat their words. Don’t get me wrong — I think HR should love all people, but we’ve all made decisions about hiring someone that unexpectedly went wrong.

The challenge in recruiting, sourcing and hiring people for your company is that you want a “win” every time. It’s a great goal to have, and one you shouldn’t step back from. The reality is that we’ve all made a “bad hire” before, and the impact of those decisions is far-reaching — particularly in a small business.

Though I don’t think anyone ever intends to have a bad hire, it happens. But have you ever stepped back to see what the real cost is in those hires that go south? There are tangible dollars and cents that can be calculated, but even more costs come along with a person who doesn’t work out. In a small business, this is magnified because there are fewer employees who make up an organization. If it’s not addressed, it can be crippling in many ways.

Here are the top five costs of making a bad hire you are sure to see:

1. Daily impact on employees.

It goes beyond the immediate department in which employees work. While that particular department may see a more pronounced negative effect, the impact of even one bad hire can send shock waves throughout the culture of your entire company. Having this bad hire continue in their ways will eat away at the daily experience your employees encounter.

2. Loss of retention.

People don’t normally think about this aspect of a bad hire, but your performers may leave your company if they feel this is the type of person you’re willing to bring on to work with them. I’m not talking about someone who is simply a “bad fit,” because they may be able to find another role in your organization. I’m talking about someone who just doesn’t do the job well overall.

3. We become jaded.

Once we have our focus turned and we look at the negative side of employees, it becomes ingrained in how we lead. We tend to become disheartened after a bad hire experience, and we think everyone we bring in after them will also fail. It just isn’t true, but the pendulum of negativity is hard to swing back to being positive and confident once we go down that road.

4. Hiring managers question our ability.

The relationship between HR and hiring managers is only as good as the last hire you had. That may not seem fair, but it’s a reality. While this reality can be a factor that helps build your relationship, one bad hire can make things extremely tenuous. It’s a real challenge.

5. The cost of hire becomes a barrier.

HR is already seen as a cost center in organizations. It is a facet of who we are and what we do, but when bad hires happen, that cost is put into the spotlight. The implications of this are more serious than tangible costs alone; making bad hires can affect our reputations and be a deterrent to all the good work we regularly provide.


Don’t: be freaked out about these hidden costs. Do: Reflect on how deeply a bad hire can cost you personally and as an organization. When you do this, you’ll step back and be diligent in doing your best so this rarely happens. Your decisions have both short-term and long-term implications, so make your hires count.


Get more ideas on how to make sure you have the right plan in place to hire great people: Sign up to get CareerBuilder’s free Small Business Recruitment in a Box toolkit delivered to you.

How to Retain High Performers in a Hyper-Competitive Market

May 17th, 2016 Comments off
How to Retain High-Performing Workers in a Hyper-Competitive Market

In an era where baby boomers are retiring at a rate of 10,000 a day and the economy is rapidly reaching full employment, recruiting has never been more important. Not only is it critical to find the necessary talent to meet your organizational strategy, but retaining high performers may mean the difference between success and failure.

It’s a Job Seeker’s Market

Finding and retaining quality workers in our current labor market in is the biggest challenge organizations face right now. A CareerBuilder/Emsi study has shown that demand is far exceeding supply in a broad range of fields. With so many job vacancies open, employees — particularly millennials — are not hesitating to switch jobs. Eighty-three percent of new millennial parents, for example, are willing to change jobs for better benefits. The Affordable Care Act has also decoupled health care from employers, freeing many employees from the need to look to companies for security. Finally, speed to hire is becoming even more important. Top candidates will not be on the market for long — often 10 days at most. If a job remains open for an extended period, top candidates may also see it as a poor reflection of your decision-making.

Where Recruiters Are Going Wrong

Unfortunately, the biggest mistake many recruiters are making in this environment is creating a distinction between recruiting and interviewing. Too often, recruiters are so busy determining whether the candidate is the right fit for the organization, and whether they have the appropriate knowledge, skills, and abilities, that they forget it is a two-way street. Just as important is selling the position to the candidate and convincing him or her why your organization is THE place to be. Technological improvements have made it easier to find and locate talent, but closing the deal cannot be ignored. Similarly, job descriptions need to be rewritten to accurately reflect the exciting aspects of the position.

Organizations need to determine what to prioritize in their recruitment strategy. With multiple stakeholders having competing demands, satisfying all groups can be a challenge. Key jobs and job-holders who will be difficult to replace should be at the top of the list. Realistically, positions that are easy to fill will likely be addressed first.

So, what can you do to stay ahead of the competition when it comes to addressing these concerns?

  1. Invest heavily in your employee referral program. With top firms finding nearly half of their hires from referrals, it is critical to not only educate employees on the tasks, duties, and responsibilities of the open position, but also to provide feedback on mediocre suggestions so that the employee has a clear understanding of the type of candidate needed.
  2. Make data-driven hires second nature. It is not just about collecting information, but applying the information in a way that drives change. Use the data you to manage to identify which interview questions provide superior results or which hiring manager determines the best candidate.
  3. Use data to predict the future. Data can also help you identify which employees are more likely to depart the organization.


In “Great Expectations,” Charles Dickens writes:

Pause you who read this, and think for a moment of the long chain of iron or gold, of thorns or flowers, that would never have bound you, but for the formation of the first link on one memorable day.

Recruiting provides the opportunity to create that memorable link. The challenge is to form it.

This is the first installment in our Expert Recruitment Insights series. Missed John Sumser’s piece on today’s biggest recruitment challenges? Catch up here.


In today’s hyper-competitive labor market, it’s time to get serious about recruitment, and it all starts with creating a winning recruitment strategy. Get the guide.


How to Win Candidates Over (Before They Even Apply)

May 9th, 2016 Comments off
How to Win Over Candidates (Before They Even Apply)

The recruitment process has become increasingly impersonal for both candidates and recruiters – and neither side is satisfied with the experience. It’s become clear that it’s time to get back to basics. The good news? As an employer or recruiter, you have a unique opportunity to change the experience candidates have with your company and your application process. And let’s be honest – you can’t really afford not to, as CareerBuilder’s 2016 Candidate Behavior Study shows that 76% of full-time employed workers are either actively looking for or open to new job opportunities. As an employer, that number should concern you – and as someone who is actively hiring, it should excite you.

The first step? Put yourself out there. And not just haphazardly, either: First impressions count. By approaching candidates in the right way, you’ll make your employer brand shine, while getting a better caliber of candidates applying to your jobs.

Here are some things to keep in mind when it comes to being more approachable:

  • Make it easier to spark a conversation before candidates apply. Job seekers and employers both agree that job postings can be very impersonal, and they sometimes miss key information about what the role entails.
  • Listen to what candidates want to know about a job. Pay attention to what candidates feel is missing from job descriptions and other hiring tools – and work to fill in the gaps. Providing the most useful information will only help you get better people. And more often than not, candidates want the same thing you do.
  • Realize job seekers want to ask questions, too. 81% would like the contact information of the person who posted the job before they apply; 72% want to talk to a recruiter or hiring manager.
  • Stop avoiding salary. The top feature candidates would like to see in job postings is salary/compensation (74%).


Get more tips on how to get out of your comfort zone when it comes to reaching out to candidates: See more findings from CareerBuilder’s 2016 Candidate Behavior Study.


Pro Tip: Once you get the right information in your job description, use CareerBuilder’s Job Postings as a proactive advertising solution to give them the most exposure possible to the right candidates.

3 Essential Elements of a Standout Recruitment Strategy

April 27th, 2016 Comments off
A young business manager walking ahead of his colleagues - Leadership

Want to know how to really get in front of candidates, attract them to your company and entice them to apply? Put yourself in their shoes.

In other words, if you want to understand your candidates, consider what they go through when applying to jobs with your company. Is the application process lengthy and complex? Is your career site easy to navigate? Do candidates hear back when they put in an application – or does it go into that infamous “black hole”?

Believe it or not, the way job candidates interact with your company during the application and recruitment process can impact their view of you as a desirable place to work. After all, how you treat them as job candidates is, in their view, a peek into how you will treat them as employees.

So how do you create a candidate experience that sets you apart and makes candidates want to apply? Start with these elements:

  • Your career site: Use your career site to educate job seekers about your company and the work environment, advertise your jobs and link to your application process. Make sure it is easy to navigate, functioning and optimized for multiple devices – from laptops to tablets to smart phones – as more and more candidates are searching for jobs from their mobile devices.
  • Your application process: Research shows that many candidates abandon the application process if it’s too complex, too long or not functioning properly (e.g. links are broken). Test your application process yourself to see how candidates experience and if there is room for improvement.
  • Your engagement: Are you responding to every applicant? Do you keep candidates up to date on where they are in the application process? Do you have a talent network applicants can join to keep abreast of future openings? Communicating is key to keeping quality candidates engaged and interested in your opportunities. The more you build and nurture your talent pipeline now, the less work you will have to do recruiting candidates in the future, because you will already have a pool of interested, qualified candidates from which to source.


Want more information on how you can speed up your recruitment process – without sacrificing quality?
Sign up to get CareerBuilder’s free Small Business Recruitment-in-a-Box toolkit delivered right to you.

The Way You Are Measuring Recruitment Data Is All Wrong

April 22nd, 2016 Comments off
The Way You're Measuring Recruitment Data is All Wrong

They say that if you can’t measure it, you can’t manage it. We’re all pretty clear that’s now a dumb statement. The most important thing to me? Those that I love (go put a balanced score card on that). But at the same time we’re all slapping each other on the back and being smug about our liberation, we’re also ingesting the “big data” pill and drinking the proverbial analytic Kool-Aid.

Don’t get me wrong: I love numbers. I love data and I love analytics. Only the other day I was having a conversation about regression analysis and one of the people present had to tell me to calm down. But I’m crazy about measuring the right stuff — and that requires thought before data.

Nowhere is this more important than in measuring the recruitment and hiring process. The simple fact is that most metrics are built around the hire: How quickly have we done it, how cheaply have we done it and how many open vacancies do we have left? These are great — if you want to know about the efficacy of a recruitment team to follow a piece of string. But do they really tell you the effect you’re having on your business?

More complicated is to measure the expectations of candidates versus the reality when they join; the tenure post-hire; the career path; promotions; advancements; development. It’s hard to identify whether you’ve put a square peg in a square hole, because it takes longer and requires more thought. But if we are really interested in conveying our value, aren’t we better off defining the value as something more than process? If we are just about speed and cost, I can guarantee that someone else, somewhere else can do it a whole lot faster and cheaper.

Technology provides us with the opportunity to have better data. Better data means that we can have more accurate analytics. But it requires thought, consideration and true partnership with the business to make sure that we’re optimising this opportunity to deliver better, value-adding data, insight and analysis.

So let’s come back to love. Would it really tell you anything if you knew how often I said “I love you,” or how expensive the presents I bought were? Would you be able to judge it if I told you the last time I went out for dinner, or to a movie, or for a walk? My guess is, probably not. You’d be more interested in seeing what my partner thought, how my kids rated me and how long and happily we were together.

Likewise, we need to think more creatively and more intelligently when it comes to the workplace.

Measuring in itself is not a value-adding activity, but good measuring is key to being a successful, commercial partner to your organisation. But, that also means that not only do you need to know how to handle and think about data — you need to be able to argue the relevance and purpose of it to the business and the leadership team. If you can get the both together, you’ve found the sweet spot that we’re all trying to get to.


Find your own sweet spot at the intersection of critical thinking and value-adding metrics: Broadbean Analytics Suite can help you tell a compelling story with your recruitment data. Learn how.


Not Able to Offer Money? Offer Candidates a Future Instead

April 19th, 2016 Comments off
If you cant offer more salary, offer a future

A recent CareerBuilder poll shows that 55 percent of full-time workers feel they have a job, not a career. What does this mean for recruiters? As the number of unemployed job seekers gets lower and lower, you’ll need a number of tools in your arsenal to attract new hires.

1.    Higher compensation.

As an economist, I have to start with a hard truth: Offering higher pay IS going to get you better candidates — and more of them. According to our study using CareerBuilder data, a 10 percent increase in compensation is associated with a 7 percent increase in the number of applications. Furthermore, higher compensation attracts more educated and more experienced candidates.

2.    Career progression.

Perhaps you cannot offer higher pay right now. Or, maybe you still cannot attract enough candidates, despite offering a good compensation package. Another strategy that works is to make it clear the position can lead to new opportunities in the future. In a controlled experiment, my fellow economists Ashraf, Bandiera and Lee found that emphasizing the career prospects of a job leads to the hiring of people who perform 30 percent better!

3.    Offering a future.

Why does offering a career path help in attracting candidates? First, as we just saw, the majority of workers (55 percent) don’t feel like they currently have a career. So, if you are able to offer one, you are ahead of the competition. Second, offering a career path can compensate for a lower salary today: If people can expect to be promoted and get a raise in the future, the starting pay matters less. Third, a career path attracts people who want to work hard in order to be promoted. Finally, the prospect of a future with the company attracts more loyal workers who invest significance in their work and produce better results.


Learn how to use data from Talentstream Supply & Demand to benchmark salary for your open positions and find better candidates this year

Easy Ways to Save Money and Still Land Top Talent

April 15th, 2016 Comments off
Contextual search

Every company has cost-saving initiatives — some look to purchase materials that are less expensive while others seek to improve productivity and streamline processes. There are undoubtedly organizations that need to take more drastic steps, such as reducing salaries to meet cost-cutting goals.

In this last instance of adjusting salaries, labor market data can help your company make strategic recruitment decisions to source talent that may accept a lower starting salary — thus hopefully avoiding the need to cut compensation at a later date.

Emsi Analytics provides workforce data compiled from over 90 different sources in the U.S., including current compensation for each career. Examining the available data can help your company identify geographic markets that may offer top talent at a lower annual salary.

Let’s take a look at one example – sourcing for HR generalists on national and local levels – and derive some best practices.

Start wide and look for remote workers

National Salaries - HR Generalists


Using data and a map from Emsi Analytics, we are able to visualize the median hourly earnings of HR generalists on a national sale, and segmented into counties. You can see how heavily-populated areas correlate to higher salaries in the surrounding areas.

While not every position at your company can be staffed effectively by a remote employee, starting your search with a zoomed-out view demonstrates the savings on salary that may be associated with sourcing a remote worker.

Get granular when searching locally

Chicago Salaries - HR Generalists

A valuable labor market data tool should have the ability to pull detail that is specific to your exact local market. Emsi Analytics can provide salary details down to the county-level, so for this example, let’s examine counties in the Chicago area.

Containing Chicago — a large, densely-populated city — Cook County has the highest hourly pay for HR generalists in the area. If your company is located in the southwest area of Cook County and you are looking to save on salaries, consider advertising and sourcing in Will County where the median hourly earnings are $3.20 less than in Cook County. For a full-time role, this would equal over $6,600 in annual savings to the company.


Learn more about Emsi Analytics and the impact actual labor market data can have on your recruitment efforts.

How Long is Too Long for a Candidate to Wait?

April 13th, 2016 Comments off
How long is too long for a candidate to wait?

I’ve recently re-entered the job market in search of my next career challenge. As a recruitment specialist, I might be a bit critical when it comes to a company’s careers website, social media presence and application process. What has surprised me is that — in a world of professional profiles, applicant tracking tools and smartphones — the application process can still take so much time. It does make me wonder if the recruitment manager or head of HR have actually put themselves in the candidate’s shoes to see if they emerge from the process feeling positive about the company (or feeling like they need to lay down in a darkened room).

When designing your application process, you may want to consider:

1. Do you absolutely need this information in order to shortlist candidates? 

If the information is not fulfilling a legal requirement or isn’t essential to the role itself, then why is it being asked? I was asked on an application for my passport number and work permit number, which seemed a bit over the top. A simple “Do you have the right to work in the U.K. without employer sponsorship?” would have been sufficient.

2. If you accept a CV, then accept a CV. 

If you allow an applicant to upload a CV, it is repetitive to then ask the applicant to fill in their education, professional qualifications and work history information in another section of the application. All of that can be found on the CV.

3. Save the interview questions for the interview.

 Some short-answer questions can be helpful for you to understand the interest the candidate has in the role, but asking them to detail what skills and experience they possess compared to the job spec is a question best left to a phone or face-to-face interview.

4. Online assessments. 

SHORT online assessments integrated into the application process can really provide some basic insight into targeted skill sets. There are some handy assessment tools out there that will integrate with your ATS. Otherwise, you may have the facility to create your own within your ATS. The emphasis should be on short, though. Applicants are oftentimes working full-time and perhaps have a family to look after, and if your application takes them more time than they are able to spend, you may lose a quality candidate.

5. Are you mobile? 

With more and more people ditching their laptops and PCs for tablets and mobile devices, can your process cope? People expect to do just about everything on their mobile or tablet these days, including banking, booking a holiday and applying for a job. If your current process or ATS does not allow candidates to apply with their LinkedIn profile or upload a Google doc or Dropbox file, you might want to think about a new solution.

We are all getting increasingly busier with heavy workloads, long commutes, family commitments and outside-of-work activities. Is your recruitment process throwing up obstacles to quality candidates? With the battle for talent, can you afford to be putting skilled applicants off? Don’t make your process so long that you are losing people along the way.


ABOUT THE AUTHOR: Michelle Bustos, originally from Colorado, began her career in HR and recruitment with some iconic global hotel and hospitality brands, landing her on the South coast of England. Now, having lived in the U.K. for 10 years, she focuses on transforming recruitment functions into high performing, commercial machines. Some of her notable projects include launching new careers websites, implementing ATS systems and designing and delivering interview skills trainingShe is most passionate about making a positive influence on the community, traveling and cake. 

7 Recruiting Fundamentals to Master Now

April 11th, 2016 Comments off
7 recruiting fundamentals you need to master now

You’ve made two dozen cookies in the last hour to bring to work… and you’ve proceeded to polish off half of them in about 10 minutes. Productive? Sure (you made a lot of cookies). Effective? Well, you’ve managed to undo half of your work — and unless your other goal is to get a bad stomachache and a sugar crash, you haven’t managed to be very effective. (Disclaimer: Yes, we know cookies are delicious, and yes, how could you resist when they were sitting right there in front of you?)

There is a significant difference between being productive and being effective — and just because you are busy doing something doesn’t mean you’re doing it well. In fact, the more time you’re spending on something, and the more regularly you do that thing, the more you may be creating inefficiencies you’re too deep in the trenches to notice. Many recruiters are productive without actually being effective. They may find themselves doing things like recruiting for the same opening again and again, with the same poor results (and a lot of headaches in the process). Or, they may continually struggle with hiring managers who want the recruitment process to move faster — and end up failing to deliver on both speed and qualified candidates.

It’s not only refreshing to take a step back sometimes to assess your recruitment process; more often than not, it’s necessary if you want to continue to attract and recruit great people (and keep your sanity).

7 Recruiting Fundamentals to Master

Writer and recruitment expert Laurie Ruettimann has shared seven recruiting fundamentals to help you get back to the basics — and back on track to close your open requisitions in 2016. You don’t have to follow Laurie’s advice for creating a more efficient and effective process, but when you realize your recruiting’s a mess months from now (and many more dozens of cookies, tearfully devoured, have gone right to your waistline), you’ll probably wish you had.

(Don’t say I didn’t warn you.)

Fill out the form below to get your copy of “7 Recruitment Fundamentals to Master.”

John Sumser On the Biggest Recruitment Challenges of Today

April 7th, 2016 Comments off
John Sumser on Today's Biggest Recruitment Challenges

By understanding more about the big-picture issues recruitment experts are hearing about most – and their ideas to solve them – you can strengthen your work as a recruitment professional this year, bring more value to your own organization, and be better equipped to tackle the unique challenges you face. With that in mind, we spoke to John Sumser, principal analyst at HRExaminer, about the biggest challenges he’s encountering in the recruitment space, the well-intentioned — but often failed — promotion of candidate experience, the most important part of your recruitment strategy, and more.

Get John’s insight on the biggest recruitment challenges facing employers and recruiters today: Download the guide.


This is the first installment in our Expert Recruitment Insights series. Be on the lookout for our next segment soon.

The Importance of a Defined Talent Strategy: Q and A with Talent Strategy Institute Founder Al Adamsen

April 5th, 2016 Comments off
Defined talent strategy

“Talent strategy” might not be a four letter word, yet many organizations are still afraid to use the term, according to Al Adamsen, founder and executive director of Talent Strategy Institute. That may stem from the inability to define what it truly means and understand how it fits into a company’s overall business strategy. Yet having a clear game plan for acquiring and keeping top talent is crucial to a company’s success.

We interviewed Adamsen to gain insight on how organizations can build a winning talent strategy and the key role workforce analytics plays in its development and execution.

CB: Companies that want to stay ahead of the competition need a talent strategy in addition to other key business strategies. Where do you see data coming into play within a company’s talent strategy?

AA: When talking to business leaders and HR executives, ask them, “Do you regard people as a key asset? Do you have a people strategy? Can you share with me how you formulate, manage and message?” It’s likely that no one will share this information because they don’t have it.

Let’s talk about how to do this – how to consciously create the candidate and employee experience. Some of the questions you need to ask include:

  • Where do analytics come in to play? You have to know what is and isn’t already in place.
  • Who are your high performers and how are they identified? No one is happy with their performance benchmarks.
  • How do you understand what is keeping people at your company? Historical measures might not be appropriate. Let’s track this through the life cycle.
  • What is the best source for this data – internal, external or both? How would you value each of these sources?


When it comes to turn around, think about what your leaders want or need to know. Some might be focused on the wrong things, so you need to prioritize and then find out what data you need.

CB: Why is it so important for organizations to understand what a talent strategy is?

AA: I often cite the quote, “The beginning of wisdom is starting with the right terms.” “Talent strategy” is rarely used as a term by an organization. Really defining what a talent strategy is and how it fits into your business planning cycle is crucial. The organizations that are creating workforces well are measuring and finding ways to manage the success of the process. Organizations must focus on data, technology and people – if you only focus on one of these pillars, the boat is not going to float.

CB: Do you think companies should be establishing workforce analytics teams within HR, or should HR teams skill up to do more data analysis for talent forecasting?

AA: In today’s market, not many truly get this and fewer are addressing it. It’s one of the reasons why our discipline hasn’t matured. The person doing this work needs to have the internal cache to say, stop – we need to take a look at our performance management.

HR teams need to hire someone responsible for all four buckets of workforce intelligence capability: HR metrics, surveys, analytics and workforce planning. You need all four buckets funneling through one person, otherwise you’re just creating a lot of noise. This person shouldn’t be too senior or too junior. If they are too high level, they might not be willing to get into the “weeds.” If they are too junior, they may not have the ability to tell the story with the data.

CB: You mentioned that while workforce analytics is a hot topic, only about 20-25 percent of all companies are actually using workforce analytics data to drive decisions. What holds those other organizations back?

AA: Two things hold them back. The first is leadership involvement, and a leader’s decision to do the work. Many sit back and ask for insight, but they don’t support HR or the owner of the process with the right resources. Leaders have to make a conscious decision to make it a priority.

Also, organizations need someone to focus on this effort. Creating a story around the data is a full-time job – not a part-time one. If you are a large enterprise, five key roles are needed to be committed to it.

CB: Why would a company want to consider using a partner for external workforce analytics data vs. having an internal team do the work?

AA: Even if you are large company, this might be too much for one person. It might make sense to ask for help from an external team with more expertise. Smaller companies should really consider going externally. For this to take hold, there needs to be a reoccurring event where this data is displayed, whether that’s through a quarterly meeting, event, etc. If you use an external partner, it’s still important to have someone internally to lead and manage the process.

CB: How do you recommend telling a story with data, and how can this practice help HR when having conversations with key stakeholders who don’t understand workforce planning?

AA: When telling a story with data to stakeholders, it should come from an advisor who can build trust by offering ideas based on insights that have been empirically derived. Leaders often don’t know what questions to ask, so analysts need to do the work for them. It’s an analyst’s job to test new hypotheses and either validate facts or bust myths.

Al Adamsen is a globally recognized thought leader, advisor and educator in the areas of Talent Strategy, Workforce Planning and Analytics, Talent Measurement and Organizational Change. He’s the founder and executive director of the Talent Strategy Institute, a global association committed to expanding the production and use of meaningful workforce insight. For more on Adamsen, check out his LinkedIn profile.

Ready to build or revamp your recruitment plan? Download “How to Create a Winning Recruitment Strategy” today. 

New Guide: What Recruiters Can Learn from Email Marketers

March 30th, 2016 Comments off
New Guide: What Recruiters Can Learn from Email Marketers

Quick, how many emails have you received within the last 24 hours? If it seems like a countless number, you’re not alone — job seekers get bombarded with emails on a daily basis as well, so chances are your recruitment emails are going unnoticed.

The good news: There are a number of simple yet powerful best practices you can glean from email marketers to achieve your goal of getting job seekers to take action. For example:

  • Instead of “Dear Job Seeker,” get personal and use the person’s first name.
  • Include an introduction that states your purpose. For example: “I’d like to invite you to explore an opportunity with us,” “I came across your profile and you seem like a great fit” or “We are looking for someone with your background.”
  • Test out sending your email on weekends when other businesses tend to take a break from email campaigns and inboxes are less full than during the week.
  • Use helpful phrases such as, “Let’s schedule a meeting within the next week” or “Interviews are available on a first-come, first-serve basis.”

Try these and other proven tips and tricks to to make your recruitment emails stand out from the pack and get job seekers to take action.

Ready to elevate your email strategy? FILL OUT THE FORM BELOW and download the guide now!

How to Recruit As a Small Business Owner

March 22nd, 2016 Comments off
How to recruit as a small business owner

It amazes me that in this day and age, most of us overlook the small businesses all around us. We instead get so enamored with gigantic companies and their brands. While it’s true these large companies get more publicity and visibility, they make up a very small portion of companies compared to the massive total of organizations that exist.

Why the call out to the smaller workplaces? It’s simple. Larger organizations are fortunate to have more resources and the ability to have dedicated departments and staff for the various faces of a business. Small organizations, on the other hand, take on multiple roles all at the same time. It’s feasible that you can be operations, marketing, HR, finance, sales, administration, and clean up the break room all in the same day.

Since small business owners take on so many roles, each area tends to gets attention and focus only when there’s a need; having the ability to step back and plan ahead is few and far between. So, when an employee leaves your company and there is a job to fill, it puts pressure on that didn’t exist just the day before. If your small business is growing, it’s even more challenging, because you want the best people to join you and help you continue to grow. You don’t have the luxury of a full-time recruiter, let alone a staff of recruiters, to help you. What can you do?

Here are five ways to recruit as a small business owner that are a bit unconventional (but they work):


The first step is to breathe. That may seem trite, but it’s needed before you randomly hire someone just because there’s a hole to fill. When you decide to add someone to your organization, it should matter to you because it’s an opportunity for you to change someone’s life for the better. A calm and clear head is an important place to begin.

Know your team.

When you’re ready to recruit, talking to your current staff is the first place to start. Why? 1) You already know how they perform, and 2) great team members will recommend other great folks. It’s often an untapped avenue that companies overlook. The strong performers and supporters of your company will be excited to bring people they know into the fold to help you and the company succeed.

Be active in your local community.

Again, this may seem odd, but the majority of positions are filled through networking connections. So, if you’re not connected to your local chamber of commerce, get connected and be visible. The same holds true for local schools and universities. Let them know you’re an active employer in the area, and mention that you’d love to be a place where the talent they’re educating can come check your organization out as a place to land and thrive.

Tap your local HR groups. 

You may not be able to have an HR practitioner or recruiter on your staff, but there are HR organizations all over the country that can provide you with avenues to post jobs, source candidates and even give you advice on the best way to interview, hire and onboard new employees.

Develop roles and responsibilities.

Take the roles you currently have in your company and develop a picture of what those jobs do, how they add value and how they contribute to your business. This is different than making job descriptions. You know what roles and skills you need in order to run productively. Have all of the roles listed in a file or a book, so that when a position opens because of someone leaving your organization, you’re not rushing to recreate what you need for your next hire. It will also give you a holistic picture of how all of the great people you already have make you thrive.


Having an approach to recruit when you need to don your recruiting hat is necessary. Take the time to put your approach together. That way, when the time comes it will be natural and you’ll handle it as well as you do all areas of your business.


Like this? Check out Steve’s recommendations for four ways to be less busy at work.

Give Your Recruitment Strategy a Boost

March 18th, 2016 Comments off
Recruitment Strategy Guide

Where does the time go? It seems like only moments ago we were setting resolutions and ringing in the New Year. Now, three months in, you may be realizing that an initial hiring push in January didn’t quite fill your hiring needs – not to mention all the new challenges that have popped up in the interim.

If you’ve got hiring needs, there’s no better time to address them than right now. Not because it’s the start of a new year, not because of any external forces at work – simply because there is work to be done.

Ready to get started but unsure of how to kick-start your recruitment? Check out “How to Create a Winning Recruitment Strategy,” a free guide from CareerBuilder that details the groundwork you should be doing to establish an effective, long-term recruitment strategy for your company.

  • Learn how setting up a talent pipeline is a great way to avoid starting at square one every time new hiring needs arise.
  • Discover how to create a pool of talent you can turn to, rather than waiting for candidates to come to you.
  • Get expert tips for smart long-term planning for your recruitment needs.
  • And more.


This guide is designed to help you rethink and revamp everything — from the way you write job postings and engage candidates via social media to how you should implement insights from data and cultivate a unique employer brand – all to create a comprehensive recruitment strategy that will ensure you get the talent you need.

It’s time to get serious about recruitment, and it all starts with “How to Create a Winning Recruitment Strategy.”


How to Stop Wasting Time in Your Hiring Process

March 11th, 2016 Comments off
3 Ways to Stop Wasting Time in Your Hiring Process

2016 will continue to be a candidate-driven market in which challenges abound for recruiters. So, more than ever, time is money. Recruiters will need to put in more effort to generate a hire, as candidates have many options. Again and again, recruiters will have to spend time looking at resumes and deciding who to interview and who to hire.

How should recruiters spend their time? Which unfilled positions should they spend more time on?  A team led by the economist Ernst Fehr published a new article that generates some key insights.

Here are three highlights from Fehr’s key insights:

Stop agonizing over which candidates to interview when you have many similarly good candidates.

Suppose you have one position, such as an administrative assistant job, for which there are many similarly good candidates. When there are many qualified candidates, they all start to look alike and it is hard to discern among them. So we strain to find ways to distinguish them and interview the right one. Therefore, these decisions tend to take an inordinate amount of time.

Is the time invested in these decisions justified? Generally, it is not. Indeed, if you cannot easily distinguish between qualified candidates, it is likely that whomever you hire will do a good job. The difference between Candidate A and Candidate B is so small it’s not worth agonizing over. Stop wasting time on these decisions, as they will contribute little to the bottom line.

Spend more time on positions where few candidates are qualified.

Now suppose you have a Java programmer position for which there are few if any qualified candidates. In this case, it is rapidly obvious which few candidates are qualified and recruiters can decide quickly. Yet, this is when the decision matters: If the first two candidates are much better than the third, you definitely would not want to interview the third one!

The research shows that most people tend to spend too much time deciding which candidate to interview when the differences between qualified candidates are slim than when the differences are large. This is not optimal, as recruiters should be spending relatively more time making decisions that are consequential for the bottom line. In other terms, recruiters should stop wasting time on positions where they have many similarly qualified candidates and spend relatively more time on positions where differences between candidates are large and hiring the right one makes a big difference.

Consider setting time limits and using analytics tools.

Finally, the research suggests a helpful method to improve decisions: Set a timer! For example, decide how long the interview decision should take and have an alarm sound. Even if you are not forced to make a decision when the alarm sounds, just being reminded that it’s time to make a choice is helpful. The researcher’s experiment has shown that, when people are spending too long on any given decision, they make better choices when they are reminded to hurry up.


How to Stop Wasting Time in Your Hiring Process

March 11th, 2016 Comments off
3 Ways to Stop Wasting Time in Your Hiring Process

2016 will continue to be a candidate-driven market in which challenges abound for recruiters. So, more than ever, time is money. Recruiters will need to put in more effort to generate a hire, as candidates have many options. Again and again, recruiters will have to spend time looking at resumes and deciding who to interview and who to hire.

How should recruiters spend their time? Which unfilled positions should they spend more time on?  A team led by the economist Ernst Fehr published a new article that generates some key insights.

Here are three highlights from Fehr’s key insights:

Stop agonizing over which candidates to interview when you have many similarly good candidates.

Suppose you have one position, such as an administrative assistant job, for which there are many similarly good candidates. When there are many qualified candidates, they all start to look alike and it is hard to discern among them. So we strain to find ways to distinguish them and interview the right one. Therefore, these decisions tend to take an inordinate amount of time.

Is the time invested in these decisions justified? Generally, it is not. Indeed, if you cannot easily distinguish between qualified candidates, it is likely that whomever you hire will do a good job. The difference between Candidate A and Candidate B is so small it’s not worth agonizing over. Stop wasting time on these decisions, as they will contribute little to the bottom line.

Spend more time on positions where few candidates are qualified.

Now suppose you have a Java programmer position for which there are few if any qualified candidates. In this case, it is rapidly obvious which few candidates are qualified and recruiters can decide quickly. Yet, this is when the decision matters: If the first two candidates are much better than the third, you definitely would not want to interview the third one!

The research shows that most people tend to spend too much time deciding which candidate to interview when the differences between qualified candidates are slim than when the differences are large. This is not optimal, as recruiters should be spending relatively more time making decisions that are consequential for the bottom line. In other terms, recruiters should stop wasting time on positions where they have many similarly qualified candidates and spend relatively more time on positions where differences between candidates are large and hiring the right one makes a big difference.

Consider setting time limits and using analytics tools.

Finally, the research suggests a helpful method to improve decisions: Set a timer! For example, decide how long the interview decision should take and have an alarm sound. Even if you are not forced to make a decision when the alarm sounds, just being reminded that it’s time to make a choice is helpful. The researcher’s experiment has shown that, when people are spending too long on any given decision, they make better choices when they are reminded to hurry up.


CareerBuilder Expands Into Background Screening with Acquisition of Aurico

March 2nd, 2016 Comments off
CareerBuilder acquires Aurico

On the heels of launching a series of exciting new software-as-a-service recruitment solutions, CareerBuilder is further expanding its product line to cover another critical step in the hiring process: background screening. To do this, the company has acquired Aurico, a leading provider of background screening and drug testing that serves U.S. and international clients.

Aurico’s resume is impressive when it comes to background screening and testing: Over the last 25 years, the company has delivered comprehensive background investigation products, including:

  • Identity and credit checks.
  • Criminal and civil records.
  • Employment, education and license verification and driver’s history.


Aurico, recognized as the leader in customer satisfaction for screening providers by HRO Today, has also built an extensive paperless, drug and health network to quickly deliver accurate, in-depth reporting on potential employees.

Aurico’s solutions, focused on enhancing efficiencies in the onboarding process–while still providing a good candidate experience–help companies meet federal and state compliance standards and feel more confident about their hiring choices.

CareerBuilder CEO Matt Ferguson is excited about what this acquisition means for our clients moving forward:

Background screening is an essential part of recruitment, and a natural extension of CareerBuilder’s product line. Aurico has differentiated itself in the market with great customer service and leading-edge technology that we can easily integrate into our software solutions. Working together, we can move people along the hiring process faster and with greater convenience for both employers and candidates.”

Aurico CEO is enthusiastic about the move as well:

CareerBuilder is a well-known, trusted, global technology leader that shares our passion for innovation and customer service. Becoming a part of the CareerBuilder family will enable us to quickly scale our business and bring new options to our clients. None of Aurico’s competitors will be able to match our combined solutions.”

Aurico’s secure, automated screening solutions are configurable and can integrate with CareerBuilder’s pre-hire platform or a client’s existing applicant tracking system or human resource information system. They can also be purchased as stand-alone products.


Learn more about Aurico here, and read the full press release.

Stop Doing These 4 Things If You Want Great Talent

February 16th, 2016 Comments off
Stop doing these four things to attract great candidates

You’re not the only one burned out by the war for talent. Across the world, talent acquisition leaders are fed up with arrogant applicants, dilapidated recruiting technology and hesitant hiring managers with unrealistic candidate expectations.

Something’s got to give, and for many of us, it’s our sanity.

Make your life easier: To attract and hire great candidates, stop doing these four things right now.

  1. Stop launching insincere employer branding efforts.

We get it. We see you on Twitter and Facebook trying to tell us that your culture is nothing but craft beer and laser tag. That ’90s-themed quarterly sales party looked fantastic, but every dollar you sink into forced fun and team building is a dollar that isn’t being spent on your company’s infrastructure, product or people agenda. So if you’re going to create an amazing employer brand, start with the basics. Treat people right. Invest in a total rewards strategy that rivals your competitors. Don’t double-down on the fun at the expense of fundamentals.

  1. Stop dawdling and commit to speed.

When there are bumps and delays during the hiring process, great candidates are sympathetic. However, it’s not that hard to provide a flexible timetable and stay in contact with candidates along the way. Candidate expectations are low. As long as you don’t ghost, they are happy. Make a singular commitment to speed, and candidates will be patient when there are delays.

  1. Stop abusing social media as a means of communication.

I work in the HR industry, but I no longer recruit and hire people for a living. That doesn’t stop newbie recruiters from contacting me on LinkedIn, Facebook and Twitter to pitch me on jobs or ask me for referrals. There are days when I feel like I can’t go on Instagram and stalk my old high school boyfriends without someone sending me a photo about how fun it might be to work at a company. If you want someone’s attention, be an adult and use email and the phone. If you wish to use a social networking site to connect with someone, pick one channel. Trust me, those candidates see you.

  1. Stop creating interview roadblocks.

Back in the day when I was a recruiter, I walked uphill both ways to school and screened applicants by phone. It was a quick process, my questions were efficient and nobody had to make eye contact. Now, recruiters first do a phone screen, then there’s a preliminary interview. Because schedules might be crazy, candidates are sometimes asked to take two or even three days off work to interview for a job. That’s insane, and honestly, downright disrespectful toward exceptional candidates. The word on the street about your interview process is that it sucks. Tighten it up, leverage panel interviews, and schedule meetings with your candidates in thoughtful chunks of time.

Finally, I have one more piece of advice.

Nobody has time for your company’s drama. Unless you’re hiring an executive, just make your best and final offer first. Give people a few weeks to wrap up their lives at their old job before they start a new job with you. And be respectful about the amount of courage it takes to quit a job and invest in a new company.

Yes, we’re in a stupid and over-hyped war for talent. Great candidates are out there, though. If you don’t make it easy for someone to say yes to you, they will almost always say no.


75% of Employees Are Open To or Actively Looking For New Jobs

February 15th, 2016 Comments off

Here at CareerBuilder, we like to keep a pulse on the job seeker market to constantly foster a relationship between employers and candidates. Each year, we survey thousands of candidates and HR managers to gain valuable insight for our industry. The annual Candidate Behavior Study found that 3 in 4 (75 percent) of full-time employees are either open to or actively searching for new job opportunities. The average job seeker is more empowered than ever before – from a growing economy to advances in technology that make searching for new careers fast and easy.

What does this mean for you?

In the past, CareerBuilder and other industry thought leaders would distinguish between “active” and “passive” job seekers – those who are committed to finding a new job and others who are simply browsing to keep an eye on the opportunities available, respectively. With an overwhelming number of employed candidates open to new opportunities, the days of making this distinction may be over.

As a country, unemployment is under 5 percent (4.9 to be exact) for first time since February of 2008. As there is less talent to go around, job seekers are allowed to wait and evaluate all of their options before making a career change.

Our data shows a vast majority are open to discussing opportunities with potential new employers, so now may be the perfect time for a proactive sourcing strategy. CareerBuilder has the U.S.’s largest database of candidate contact information and work experience.

 Contact us today to learn more about CareerBuilder Search and other sourcing solutions to help tap into this larger pool of potential candidates. 

New Guide: How to Create a Winning Recruitment Strategy

February 12th, 2016 Comments off
How to build a successful recruitment strategy

A winning recruitment strategy is the difference between companies that lead and companies that lag. And, as with any vital system, it’s important to check up on your recruitment strategy to ensure it’s working as effectively and efficiently as possible.

CareerBuilder’s new guide, “How to Create a Winning Recruitment Strategy,” guides you through the key questions you need to ask about your strategy in order to gauge its performance and identify potential problems.

This guide will answer questions such as:

  • Are you tapping into all the sources of talent that you should be?
  • How can you make your recruiting emails more engaging?
  • Have you established and maintained effective talent pipelines?


Use our guide to do a comprehensive pulse check of your strategy and get a firm grasp of its strengths and weaknesses. Then, use our concrete, actionable tips to improve and expand your strategy for 2016 and beyond.

Effective recruiting is a crucial first step to achieving any business goals, and there’s no better time to give your recruitment strategy a quick check-up.

Download the guide, and build a recruitment strategy that is equipped to deliver your company the talent it needs to stay competitive.


Our Favorite Recruiting Articles From This Month

January 29th, 2016 Comments off
Our favorite recruiting articles from this month

In between catching up on Kanye West’s rants, stocking up on essentials for #Blizzard2016, and following the crazy tennis match that is the 2016 Presidential Elections – you may have missed a few of the most interesting, thoughtful, or even eye-raising recruiting articles in January.

Not to worry — we’ve got you covered: Our resident talent advisors have hand-picked some of the articles that resonated with them this past month. Enjoy!

Recommended by Jennifer McClure:

  • 6 Personal Branding Tips For Hiring Managers by Will Staney
    Will details why personal branding isn’t just for job seekers — and why it is so important for hiring managers to make it their responsibility to promote its company’s personal brand (influencing candidate decisions is just one of those reasons). Oh, and he shares six great ways to do this.


Choice quote:

By improving their personal brand, hiring managers can become powerful storytellers and brand advocates for their company, helping to attract and recruit the right people to their teams.

  • The Bold New World of Talent: Predictions for 2016 by Josh Bersin
    Josh discusses his “Bersin by Deloitte” top 10 predictions to guide companies’ talent strategies this year. Among his predictions: Replacements for dated HR tech will accelerate; engagement, culture and feedback will become CEO-level topics; and analytics and data-driven decision making will go mainstream.


Choice quote:

We spend hours a day interacting with digital apps, we are monitored closely by digital devices, and we are influenced by suggestions, nudges, and recommendations driven by analytics and behavioral economic.

Recommended by Tim Sackett:

  • The Evolving Role of Recruiters by Jim D’Amico
    Two major shifts are occuring in talent acquisition, Jim says — first is the shift of recruiters from isolated specialists to value-added business partners, and second is the continuing intersection between talent acquisition and talent management. He lays these out in a clear way — and it’s hard not to get caught up in his excitement about where the industry is going.


Choice quote:

We have slowly been creeping, as in industry, toward a more consultative role for several years. This includes things like doing a diagnostic intake and providing in-depth interview assessment of candidates we present. These are excellent things to do, but now, we have access to data and the ability to analyze it like never before.

Recommended by Steve Browne:


Recommended by Matthew Stollak:

  • Stranger than Fiction: Recruiters and the Myth of Generational Marketing by Katrina Kibben
    Katrina talks about the vital differences between persona marketing and generational marketing — and why, while the former is essential for recruiters (and they need to do more of it), the latter is, well, to put it her way — bullsh#t. She also helpfully goes into five recruiting fundamentals that are more important than the generational marketing everyone seems to be stuck on.


Choice quote:

You can’t build a customized message to a customer if you don’t know the fundamentals of how something works. Especially if it doesn’t work at all.

Recommended by me:

Our talent advisors have been busy this month — not only recommending their favorite pieces about talent acquisition and recruiting — but doling out some awesome advice themselves. Here are a few I particularly liked:

  • Job Seekers: You’re Only Judged on These Two Criteria by Tim Sackett
    I had a kind of a-ha moment as I read this last week on my train commute home. It seems so simple — these two criteria are of course what candidates are being judged on —  but it’s gotten buried in so much other stuff we tell job seekers to focus on. And really, these criteria apply to any new relationship. It’s what we all want to get from others, and what we want others to identify in us. I love that Tim goes a step further and gives job seekers three key pieces of advice to gain the trust and respect of interviewers.


Choice quote:

Do research on who you’ll be interviewing with and try and get some sense of their background and story. Try and make some connections as fast as possible in the interview.

  • The Year of Others! by Steve Browne
    Steve focuses on HR specifically here, but his message is universal, not just to HR, or recruiters, or hiring managers — but to anyone. He recommends making 2016 a “Year of Others” — and that means approaching people as humans and not task fulfillers. It also means spending uninterrupted time with others at all levels of an organization, which he emphasizes is priceless and a differentiator. We could all take a cue from Steve this year — professionally and personally — and start being more intentional and altruistic in our interactions.


Choice quote:

Your employees are yearning for an advocate who will genuinely take the time to meet them, listen to them, care for them and work with them.

  • Ripping Up the Writing Rules by Neil Morrison This isn’t strictly a recruiting-focused post either, but I love it for the fact that it applies to anyone in any level of an organization. I believe words have immense power, and the way in which we wield them must be chosen carefully and thoughtfully. In the business world, words can make a huge difference in how companies and their people are perceived by job candidates and employees. As Neil says, we sometimes need to uncondition ourselves from the way we do things sometimes, and that includes the way we write.


Choice quote:

If we want to create more human, more humane workforces, we must never forget the power of the words we use.

  • It Takes Forever to Fill a Recquisition by Laurie Ruettimann
    What’s one of the most important facts you need to embrace for 2016, according to Laurie? How excruciatingly long it will take to fill a requisition this year. So what can you do about it? Laurie shares three great ways you can fill your requisitions faster (hint: one of them involves honing your salesmanship skills). And who doesn’t want to work more efficiently this year?


Choice quote:

You can’t squeeze blood out of a turnip, and workers across the labor market have been doing more with less since 1995.

What did we miss? What were your faves from the month?

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Is Global Or Local Recruiting Better For Your Business?

January 20th, 2016 Comments off
Is Global or Local Recruiting Better for Your Business?

Working in global businesses is complex; more complex than you ever realise until you do it. The easy truths that seem both simple and correct in one territory don’t always apply in another. The lure of scale and standardisation is strong; it makes absolute sense in the business case. But what about on the ground?

Imagine for the moment you’re not a talent advisor or recruiting professional, but instead the head of procurement for a global retailer. There are certain things you know are pretty much going to sell anywhere: Batteries, toilet paper, pencils and rubber gloves (no, that’s not my shopping list… don’t worry). But what about sunscreen? Snow chains? Or Stetson cowboy hats?

Similarly, there are elements of your talent attraction strategy that are standard.

In these cases, a global approach can be a sensible solution. Global partnerships can be formed for very senior executive hires with international headhunting businesses. And if the right infrastructure exists, HR technology solutions can also be implemented globally. Most great platforms have global capability, and the focus is always on configuration rather than customisation.

The benefit of standardization is that the larger territories can often do the heavy lifting for the smaller ones. By being part of a global business, you benefit from its economic and organisational strength in the way you would be able to if you were an independent entity operating in India.

But the idea that hands-on talent attraction and acquisition can be handled globally? Nope, I don’t buy it. I once had a telephone interview with an American recruiter looking to fill a role in the U.K. During the conversation, I mentioned I wasn’t big on the “tea and sympathy” approach to HR. I got turned down. In the feedback was my startling approach to having very little “team sympathy.”

He misheard me due to my accent (or his, perhaps), and it wasn’t a bad phone line, either.

The thing is that local recruiting units are going to understand the specific needs, requirements and cultural aspects better than anyone parachuting in from a global function. Like the head of procurement for a global retailer, recruiters and HR professionals need to understand when to rely on the strength and power of global infrastructure — and when to allow local experts to tailor and adapt the offering to their needs.

Global or local? It’s probably glocal, but that’s a stupid term. So let’s say it is a bit of both. You just need to have the insight, understanding and lack of corporate ego to know which strategy to deploy when.

Start off 2016 on the right foot: Sign up for our newsletter to get the best recruiting insights delivered right to your inbox. 

84% of CEOs Say Their Online Application Process Needs Improvement

January 18th, 2016 Comments off

With unemployment hovering around 5 percent and the continued growth, companies across the country are already experiencing a lower number of candidate applications per open position than any other time this decade. This trend will only continue for the near future.

Now, more than ever, organizations are forced to look at their own recruitment processes to ensure they are making it as easy as possible for candidates to find and apply to their open positions – but is it working?

In a recent survey by CareerBuilder, we found that 19 percent of CEOs viewed the candidate experience of their application process as “bad” or only “OK.” The majority of those that responded (65 percent) claimed their application process was “good, but needs improvement.”

That means a whopping 84 percent of CEOs think their application process could use some work.

What does this mean to you?

Building a better experience for your candidates only leads to positive results: You get a higher number of quality applications and more positions filled in a shorter amount of time; staffed positions provide valuable services to the business; and the company makes more money as a result. Everybody wins.

However, the consequences of failing to offer an accessible and quick application process can be dire. A poor candidate experience leaves a negative perception of your brand in the mind of the candidate, and results in more than two-thirds of candidates saying they are less likely to buy anything from your company in the future. Imagine only having one-third of your customers to sustain the business. Is that acceptable – or sustainable?

CareerBuilder can help

We don’t share these numbers to scare you. Instead, we like you to know that you’re not alone. Visit our site to learn more about our software solutions like Talentstream Recruit and Talentstream Engage, designed to enhance the candidate experience of job seekers who are already interested in your company.

Want to receive Talent Factor by email? Subscribe here and get a brand new recruiting industry statistic delivered to your inbox every Monday. Join the conversation on Twitter: #TalentFactor.

Guide: 7 Keys to Writing Effective Recruitment Emails

January 14th, 2016 Comments off
Free Guide: 7 Keys to Writing Effective Recruitment Emails

You’re swamped, and finding the time to sit down and craft a compelling recruitment email can be elusive. That’s why our experts have put together a handy guide to help you get the job done in less time than you may have thought possible.

Why is it important to re-think how you write recruitment emails?

Just think — like you, candidates get bombarded with emails and virtual messages all day, and it’s hard to sift through all the clutter. And you can’t risk your messages failing to reach the most in-demand candidates. That’s why you need to make yours stand out so they read it and take action.

The guide is filled with practical tips and advice including:

    • Attention-grabbing subject lines
    • Personalized messaging
    • Clear call-to-action

So block off 30 minutes on the calendar, and use these proven tips and tricks to create better recruitment emails.

Ready to elevate your email strategy? FILL OUT THE FORM BELOW and download the guide now!

65% Candidates Will Not Buy From Companies That Fail to Follow Up Post-Interview

January 4th, 2016 Comments off

Giving job candidates a poor experience isn’t just hurting feelings — it’s hurting your bottom line and your reputation. According to CareerBuilder’s 2015 Candidate Behavior Study, 65 percent of candidates are less likely to buy from a company to which they’ve applied if they don’t hear back from an interview — and that’s not all.

The study also found that the correlation between a negative candidate experience and subsequent consumer purchasing habits starts at the beginning of the job search process: 58 percent of candidates say they are less likely to buy from a company to which they’ve applied if they don’t get a response to their application, and 69 percent are less likely to do so if they have a bad experience in the interview.

What This Means For You

There’s no excuse for a bad candidate experience in 2016; candidate experience is going to be more important than ever this year, and employers have a myriad of resources and tools at their fingertips to better keep in touch with those taking the time to apply to, interview for and follow up on their jobs. Good use of technology can aid employers in their communication efforts, but tech can only get one so far. The mindset of many employers must change in order for the hiring experience to improve for all involved. After all, 82 percent of employers still think there’s little to no negative impact on the company when a candidate has a bad experience during the hiring process.

Be the Change You Want to See

Conversely, a good candidate experience can have the reverse effect on candidate perception: 69 percent of candidates are more likely to buy from a company to which they’ve applied if they’re treated with respect throughout the application process, and 67 percent are likely to do the same if they receive consistent updates throughout the recruitment process.

Respect and responsiveness: Two words successful employers and recruiters will live by in 2016.

See CareerBuilder’s Candidate Behavior Study for more insights and advice on understanding candidates and gaining the competitive edge you need this year.

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What the Best Recruiters Are Not Telling You

January 4th, 2016 Comments off
What the Best Recruiters Aren't Telling You

There are no secrets to success — despite what the Internet may tell you.

Think about the happiest people you know. Other than your insufferable neighbor who has photogenic children and can’t shut up about his new Lexus GS Hybrid, the most fortunate people you know work hard and don’t take shortcuts. They don’t brag or boast. They measure progress in years instead of days. And they spend time building relationships and learning from mentors and leaders.

Here’s the real truth: The best recruiters will share their wisdom if you ask nicely.

The best recruiters are data-savvy sourcers.

Genuine recruiters get their hands dirty. They dig deeper, deconstruct boring job descriptions, and create profiles of ideal candidates. They are willing to perform very unglamorous activities such as cold-calling, researching Internet databases, and profiling candidates.

It’s not sexy. The greatest recruiters are experts in primary and secondary sourcing methodologies because they want to ensure that no stone is unturned in the quest to identify both active and passive candidates. Companies such as Stryker and Key Bank require their recruiters to think of themselves as data-proficient sourcers, which requires some knowledge of how to perform a Web search query.

Sound difficult? Good things come to those who work hard. Follow their lead and learn a little more about Boolean search operators. Once you learn the basics, a whole new world of recruiting opens up to you.

Top-performing recruiters display exceptional salesmanship.

I hate to break it to you: Recruiting is sales, although many recruiters don’t believe it. If you’re a recruiter who displays salesmanship, you are persuasive and confident. You understand human behavior without being an unbearable jerk who took a single undergraduate psychology class. You aren’t afraid to appeal to ego, either.

Do you want a passive candidate to leave her job? Do you want a hiring manager to increase the salary range so you can lock down an extraordinary candidate? The best recruiters possess the right mix of self-confidence, motivation, and persistence to move the needle. You can’t be a recruiter without being a sales professional. That’s how you make placements and exceed your organization’s expectations.

Strong recruiters have crucial conversations.

I’ve never met a recruiter who liked to waste time, and yet so many in-house and third-party recruiters are afraid to have important and courageous conversations. Don’t fear difficult conversations at work, because the most successful people in this world speak candidly. When it comes to recruiting, sometimes you have to call BS on an important requisition or a beloved candidate who is not the right fit for your organization’s culture.

Excellent recruiters are tactful and professional, but they are powerful advocates for the truth.

Successful recruiters don’t blame the technology.

Back in the day, recruiters blamed the telephone for all of their problems. Then it was the newspaper’s fault, until the fax machine came along. Now recruiters are in the habit of blaming the Internet, job boards, applicant tracking systems and applicants themselves for sub-standard results.

As my friend Ben Gotkin writes, please stop blaming your ATS.

No technology can replace the human-to-human connection required to motivate a job seeker to move from passive to active status, and no mobile device will overcome objections and help a nervous candidate accept a new role. The greatest recruiters know this, and although they have a mastery of the latest gadgets and platforms, they are mature enough not to blame the Internet, like a 14-year-old, when times are tough.

Want to be a successful recruiter?

Here’s what the best recruiters aren’t telling you: Successful people arm themselves with information, including the latest trends in talent acquisition and recruiting. They seek out new technology partners and recruiting systems. And when all is said and done, they get on with the business of recruiting.

The best recruiters get to work. In 2016, that’s what you ought to be doing.

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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.”

More Research is Needed Behind the Candidate Experience

December 28th, 2015 Comments off
More research is needed behind the candidate experience

It’s no surprise that the term “candidate experience” garnered a lot of buzz in 2015.

The idea behind candidate experience makes intuitive sense. The more positive a candidate’s interaction during the recruiting process, the more likely that candidate will spread the word to others of his or her great treatment by the organization. Similarly, if the situation is negative, a candidate will not hesitate to share his or her poor experience, particularly on social media.

As CEB reports, “of those that do have a bad candidate experience, 33 percent share it with friends and 12 percent will share their experience via social media.” Further, “nearly 1 in 5 people (18 percent) who have a bad candidate experience will stop buying from that organization as a result.”

Given these findings, one question persists: Does candidate experience impact one’s relationship with work and the workplace?

One of the more durable theories of motivation is Frederick Herzberg’s Two-Factor Theory (or Motivator-Hygiene Theory). Herzberg argues that factors leading to job satisfaction are distinct from those leading to job dissatisfaction. Intrinsic factors such as promotional opportunities, recognition for good performance, and responsibility relate to job satisfaction. When present, workers are more likely to be motivated on the job. Characteristics such as pay, working conditions, and job security relate to hygiene factors. When absent, they can certainly create job dissatisfaction. However, addressing those concerns may placate — rather than motivate — employees.

So, is candidate experience a motivator or hygiene factor?

The 2015 CareerBuilder Candidate Behavior Survey finds that only 14 percent of U.S. workers find employers to be responsive (it’s only slightly higher in Canada and Germany). The CareerBuilder survey also notes that more than half (52 percent) of companies say they respond to less than half of the candidates that apply.

Their top reasons?  They say:1) They don’t think they need to respond to all candidates, 2) there are too many candidates, and 3) they don’t have time.

Further, 32 percent of candidates do not expect to receive an automated email acknowledging receipt of the application, 73 percent do not expect a personal email, and 87 percent do not expect to receive a personal phone call. Similarly, 80 percent do not expect an email (and 87 percent don’t expect a phone call) updating the progress of the process. And, only 51 percent of candidates expect the courtesy of an email indicating the company made a hire.

Clearly, candidate expectations are not high.

Most have only minor beliefs that the most basic courtesies will extend to them during the recruiting process. As a result, will addressing these concerns placate, rather than motivate, candidates? Is candidate experience a hygiene factor?

The numbers above indicate individuals certainly react to a positive or negative experience, but what is the threshold for changing thought into action? How bad does the experience have to be to share it with friends or social media, given the low expectations? CareerBuilder’s survey indicates that “69 percent of job seekers say they are more likely to buy from a company who treated them with respect during the application process.”  But, do they go out and make the purchase?

As an academic, I look forward to more research on the candidate experience in 2016. Hopefully, answers to these questions will surface in the near future.

This month, our team is sharing ideas on how to make the most of your remaining days in 2015 and set yourself up for success in 2016. Sign up for our newsletter to get the best recruiting insights delivered right to your inbox. 

What Top Companies Are Doing to Recruit Tech Talent

December 15th, 2015 Comments off
What Top Companies Are Doing to Recruit Tech Talent

Vince Vaughn and Owen Wilson have taught us so much more than how to crash a wedding — their 2013 comedy “The Internship” offered a comedic take on how finding the best tech talent isn’t easy, even for a giant like Google. From household names such as Apple and Twitter to lesser-known ones such as Riot Games and Concur, competition for talent in the booming tech industry is fierce and the pressure is on to step up your game if you’re looking to recruit top tech talent.

The tech industry is saturated with great places to work, and today it takes a lot more than just offering competitive pay to keep employees satisfied and attract fresh new talent.

Here’s what some of today’s leading tech companies are doing to attract A-players.


Imagine never having to yell for your significant other to clean up their disgusting messes ever again! The digital workspace company offers a fabulous cleaning service perk to its employees.

According to CNBC:

In-home perks — like the free house-cleaning services Evernote employees enjoy twice a month — are designed to reduce employee stress and enhance productivity.


Apparently something as seemingly crazy as an unlimited vacation policy wasn’t enough for Netflix to offer its employees.

According to Silicon Valley Business Journal:

People are encouraged to take really great vacations,” said Anne Marie Squeo, director of corporate communications at Netflix. “If you exercise your mind in a different culture, that’s all positive energy you bring back to the company.

The streaming-service giant also recently announced a move to offer many of its employees who are new parents unlimited paid parental leave of up to one year.

Facebook and Apple.

The Silicon Valley giants are not strangers to offering over-the-top perks to its employees. But you may remember that this year it started offering up to $20,000 worth of procedures to that end.

According to NPR:

The addition of egg-freezing to the benefits plan comes as tech companies face mounting pressure to hire more women. And it’s a perk that some women may find attractive.

And one source in the article is quoted as saying:

By offering to pay for women to freeze their eggs, I think Silicon Valley is responding to what some of the young, talented women in their workforce want.

Kik and Pinterest.

By offering better equity options, tech companies such as Kik and Pinterest are standing out from the competition to offer value to potential and existing employees.

According to Fast Company:

In 2013, Kik changed its policy so employees could hold onto their stock options even after they leave. In doing so, it started a small trend: Pinterest followed suit the next year to much fanfare, giving employees seven years to exercise their options. … Ultimately, it’s baffling that more tech startups don’t do this. It’s a huge recruiting advantage to offer a higher-quality form of equity, but it’s also a win for the company.


Giving the gift of traveling seems like an appropriate perk for a leading worldwide accommodations site. That’s why Airbnb encourages its employees to go out and explore the world with this perk.

According to Business.com:

In addition to some other cool perks like a pet-friendly office and daily meals and snacks, Airbnb’s lucky employees get a $2,000 travel credit to explore the world as they see fit.

Tell us in the comments below or tweet us at @CBforEmployers: What is your company doing to attract and recruit today’s top tech talent?

Why Candidate Experience Will Be More Vital Than Ever in 2016

December 14th, 2015 Comments off
Why Candidate Experience Will Be More Vital than Ever in 2016

It is no surprise to anyone involved in recruiting that the focus on candidate experience has come around as an agenda item the last few years.

Every time you turn around, a new article is talking about talent shortages, skill gaps, and challenging hiring issues. CareerBuilder’s research found that more than half of companies say it’s getting increasingly difficult to find quality talent.

All of that research has helped verify what many of us suspected: The impact and reach of the candidate experience goes far beyond candidates, recruiters and hiring managers. It is core to business success — and in 2016, it will be more important than ever.

To be a more strategic talent acquisition leader or HR practitioner in 2016, you need to understand four impacts of candidate experience in your company.

Impact on Time.

At first glance, reaching out to candidates with status updates seems like an overwhelming time commitment. Thanks to the focus on candidate experience by today’s technology, it’s pretty easy. You have the option of sending a simple and kind message letting applicants and candidates know they are (or are not) still in consideration. It may take you three minutes, but it will save you hours in frustration with the check-in calls, emails or even drop by’s. No news is worse than no news when it comes to hiring.

Impact on Retention.

Time-to-fill used to be a key metric for us in recruiting. Today we realize that an empty seat is less expensive than a bad hire. If you are looking to minimize the time positions stays open, start giving people information and access to what it is like to work there before they even apply. An authentic employment brand can go a long way toward helping someone decide if they want to work for your organization. Sometimes, the most powerful candidate experience happens before people are candidates!

Impact on Brand.

It is easy for us to to separate out “employment brand” from “consumer brand,” but for most of our applicants, those are one and the same. A negative candidate experience doesn’t simply reflect poorly on the HR team; it hurts the entire company. It’s amazing how quickly one negative experience can be shared via social media to hundreds if not thousands of potential buyers, which leads me to my final point.

Impact on Sales.

When candidates are treated poorly by your organization, they don’t want to spend money with you, either. More than two-thirds of candidates said they were less likely to buy anything from a company after a bad experience. Add the impact of the brand damage, and that number becomes very real, very quick.

As everyone continues to get more and more connected, the impact on one influences the impact on many. Items that may not have been a huge issue five years ago can have a lasting effect on retention, brand recognition and sales. Just think — a few small changes and improvements to your hiring process will not only improve the candidate experience, but will also increase the impact on your company’s bottom line.

The candidate experience will matter in 2016, and it matters now more than ever.

This month, our team is sharing ideas on how to make the most of your remaining days in 2015 and set yourself up for success in 2016. Sign up for our newsletter to get the best recruiting insights delivered right to your inbox — and get more insights from CareerBuilder’s Candidate Behavior study here.

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.

Retention Matters to Talent Acquisition Teams

November 16th, 2015 Comments off
Retention matters to talent acquisition leaders

Three things are usually off-limits when it comes to workplace conversations:

  1. Religion
  2. Politics
  3. Turnover


The first two are obvious: We don’t discuss hot topics in the workplace. But we don’t talk about the third one, turnover, because we believe we don’t have any control over it. It’s just one of those things that happens in organizational dynamics:

We’ve had turnover, and we’ll always have turnover. Now, let’s get back to talking about fun things like employment branding and candidate experience.”

Stop it! You’re better than that!

When I worked in human resources at Applebee’s, those were difficult times. The restaurant industry had massive turnover. Most companies had well over 100 percent turnover, which is a mathematical nightmare.

Applebee’s made it its mission to be the best in the industry at retaining talent. My region led the company in employee retention. We tried to have a vision and use metrics to our advantage. For every employee we could retain, it meant we had one less employee to hire and train. Turns out retention is significantly easier to do than hiring and training — and it costs less!

So, how did we do that — and how can you replicate it?

1. Use data to see if you employ someone who is in a role in high demand.

Focus on what you need to do to retain them. Check out tools like CareerBuilder’s Supply and Demand to see how easy or hard it is to recruit for a specific role in your city.

2. Understand why retention is so important.

Retention is a strategic imperative for talent acquisition teams. It was the most important thing we talked about. It became a foundational and operational priority. Retention of employees became everyone’s job — from the recruiters who sourced and screened talent to the front-line supervisors in our restaurants.

3. Make turnover and retention metrics public and visible.

I firmly believe data is essential to tackling turnover issues, and that this information should be accessible to everyone in the company. From the CEO to the line cook, we had detailed metrics visible in every Applebee’s location. We used dashboards that were updated on a daily basis. No one could hide from the truth. Retention was a measure of the health of the business.

4. Create a “save strategy.”

We developed a plan to address talented employees at risk of leaving. We also aggressively courted those amazing workers who gave notice. Our strategy had a lot of moving parts, but the biggest part was an immediate reaction to finding out why they were leaving and learning what we could do to keep them. We gave authority to first-level leaders to take the action they needed to retain employees.

Remember — retention isn’t sexy.

We don’t talk about employee turnover in our organizations because we feel we have no real control over the outcome. We think that people are just going to leave, and that it’s the natural order of organizations. We also think that this falls outside of our responsibilities as talent acquisition professionals.

Retention matters to talent acquisition leaders.

For those talent acquisition functions that are under water, retention should be your very first priority. Plug the holes in the dam first, and then worry about talent communities and candidate experience once you get the basics right. The last thing you want to do is bring more talent into an environment where they’re more likely to turnover as well.

An organization cannot move forward if you’re always replacing significant talent across all functions. Create and develop an environment where people want to stay and work and thrive, and your job as a talent acquisition professional gets easier.

Build it and they will stay. I promise you.


Learn more about workforce data and analytics that can help you with your retention efforts.


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.

New Webinar: Why Can’t All My Recruiting Tools Get Along?

October 26th, 2015 Comments off
CareerBuilder webinar with Tim Sackett and Kris Dunn

Is your HR technology causing you headaches instead of solving your recruitment problems? Are your different HR systems refusing to talk to each other and get along…like bratty children?  Don’t worry, we’ve got the cure.

Join Kris Dunn — CHRO at Kinetix and founder of HR Capitalist and Fistful of Talent — and Tim Sackett — HR pro and Fistful of Talent blogger — for a brand new CareerBuilder webinar where they will cover all of your most common headaches when it comes to HR technology and show you how all your recruiting tools can get along.


Why Can’t All My Recruiting Tools Get Along?

In this webinar, Tim and Kris will be talking about some of the most common headaches that stem from HR technology.

They will also answer your questions, so this is your chance to ask some of the biggest names in HR technology your burning recruitment tech questions. Simply join the discussion on Twitter during the webinar and use the hashtag #HRheadaches in your tweet to submit your questions or comments. We’ll be monitoring the stream to address and bring your questions to life as we go along.

Date: Tuesday, Nov. 3, 2015

Time: 12:00 p.m. Central

Please complete the form below to register

Click here to add it to your calendar

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.

Why Contextual Search is Critical for Talent Acquisition Leaders

October 9th, 2015 Comments off
Contextual search

There is no doubt that talent acquisition professionals operate in a global economy. Whether you are hiring developers in San Mateo or engineers in Indianapolis, human resources professionals find that their applicant tracking systems are full of resumes from around the globe.

The BBC estimates that nearly 7,000 different languages are spoken around the world. Even when two languages use a similar structure, such as English, words may be used differently in different geographic locations. Americans may live in an apartment building, whereas our colleagues in London live in a block of flats. Sports fans in America say instant replay while our colleagues in Britain call it an action replay.


Employers and job seekers often use different words or phrases to describe the same thing in job descriptions or resumes/CVs. In an increasingly global recruitment environment, recruiters must work harder than ever to use concise but also flexible language.

Seem impossible? It’s not.

Talent acquisition experts are winning the war for talent by investing in contextual search. The best online job platforms do something called multilingual CV parsing, job parsing, and semantic search. These software solutions also offer sourcing and matching software to help accelerate the process of matching supply and demand in the job market.


Once you have a system that is flexible enough to showcase your requisitions to job seekers who use different language combinations, you need to circulate resumes or social media profiles to hiring managers in your organization. Savvy talent advisors are leveraging 21st-century recruitment and HR modules that are flexible and customizable. They are creating a process where a candidate profile goes beyond the look and feel of a resume and becomes a searchable database record in any HR or recruitment system.

In addition to creating a flexible and nuanced candidate profile that takes into account the different ways language is used, recruiters and talent acquisition professionals must provide analytics behind those global recruiting efforts. The best and brightest talent advisors work with technology partners who can help them gauge the difficulty of filling a position in a particular market by measuring the number of job openings for that occupation against the amount of available talent.

Economic data, combined with technology that accelerates language fluency, is a killer combination that will help your recruiting efforts in both local and global markets.


How do you get your hands on the great tech I just described? If you are not sure if your job distribution platform takes into account language patterns to pinpoint what the user means to provide the best search results, you should ask.

That’s it.

Your existing account representative should be happy to sit down and answer technology-related features. If you’re not working with a technology provider who can help you understand how your technology helps you to find the best talent in local and global labor markets, it may be time to scan the marketplace and see what other solutions are out there.

As a talent advisor, you have worked hard to earn your position of credibility. Technologies like semantic search and job forecasting algorithms are critical within the talent acquisition function. Start asking important questions about contextual search, and make your technology partners and vendors work hard to earn their seat at the table with you.


Throughout the month of October, our resident talent advisors are focused on all things HR technology. Turn even the most junior recruiter into a Boolean black belt by taking the guesswork out of your search queries. Visit our website or contact your rep for more information on CareerBuilder’s candidate sourcing platform with semantic search.

Empower 2015 Recap: ‘The State of the Health Care Workforce’

September 25th, 2015 Comments off
State of the HC Workforce

HR professionals in the health care industry recently joined Inavero’s Founder and CEO Eric Gregg at Empower 2015 for a breakout session about the findings from CareerBuilder’s 2015 Health Care Workforce Study.

The goal of the session was to uncover the truth about what’s happening in health care recruitment today, provide best practices to apply to talent acquisition and retention strategies and demonstrate how to create a better candidate and employee experience.

If you missed the session, never fear. Here are five key takeaways you can start using today:

No. 1: Find Candidates Who Love What You Offer

Gregg started off by sharing a visual example of Girl Scouts selling cookies in front of a marijuana dispensary. His point? Just like these smart, savvy girls did, you have to identify who are the most likely candidates to love what you offer and find a way to get to them.

And considering the complexity of the job search today, targeting them can prove to be a challenge. The typical health care candidate utilizes between three to four different types of resources during their job search, according to the study. So if you want to recruit top talent, you need to reach them with consistent messages of differentiation and employment branding across multiple platforms.

No. 2: Put More Emphasis on Mobile

Eighty-six percent of the health care workforce has a smartphone, and they’re using it in their job search. They’re researching companies, searching for jobs and communicating with employers. So not only should your organization’s career site be mobile-optimized, you need to consider whether your emails are mobile-friendly as well.

Health care workers have an expectation that your communication channels will be mobile-optimized. In fact, when coming across a health care provider’s website that is not, half of employees believe your organization is behind the times. As Gregg pointed out, this leaves a bad taste in their mouth if they try to visit your site or engage with your email in a mobile environment and it doesn’t work. And the last thing you want to do is give potential employees a bad impression.

No. 3: Understand the Candidate’s Mindset

As Gregg reminded the audience, when people are job hunting, they are at one of the most stressful points of their lives. Gregg referenced a study conducted a few years back that asked respondents what life events they considered to be more stressful than their current job search. Fifty-seven percent said they think that a family sickness or illness is less stressful than their search. That just goes to show what state of mind a candidate is in when they’re looking for a new opportunity.

So, when a candidate is interacting with an employer, the employer can either make things less or more stressful. And people always remember the things that lead to more stress. That creates a huge responsibility – and opportunity – for employers, because they’re laying the foundation as an employer of choice. If you provide candidates with a positive hiring experience, and show them you have what they want, you’ll become that employer of choice.

No. 4: Invest in Training for New and Seasoned Employees

The study showed just how big of an impact training has on employee satisfaction and engagement. When it comes to both onboarding and ongoing training, the more extensive the training, the more likely the employee is to recommend the organization as an exceptional place to work.

Professional development – typically delivered through some type of formal training – is a critical driver of overall loyalty to an organization. So, while it may take some investment upfront, it will pay off in more satisfied employees and a strong employer reputation.

No. 5: Reinforce the ‘Why’

When asked what the most rewarding aspects of their job are, “helping people” was far and away the top answer (36 percent; the next highest on the list was “growing your skills/learning” at 12 percent).

It’s so easy to get into the minutia of the job that employees forget the big picture, or why they got into health care in the first place. As an employer, you should reinforce this “Why” to your staff. Do this by telling stories of how a department or individual impacted someone’s lives. By reminding them about their role in helping others, it will ultimately help with retention.

In Conclusion: A Marathon, Not a Sprint

Gregg’s parting thought was that making changes to processes takes time and experimentation – some things will work, and others won’t. Progress isn’t always going to be pretty, but there will be big lessons in both your successes and failures that you can apply the next time around. He also stressed that employers have a huge responsibility because they’re involved in hiring/the job search, which is one of the most personally defining parts of a candidate’s life. So as an employer, you owe it to candidates to improve the process.

Want even more insights from the 2015 Health Care Workforce Study? 

Appreciating and Recruiting Truck Drivers

September 15th, 2015 Comments off

September 13-19 is Driver Appreciation Week, and as somebody who frequently shops online, I’m one of many people who owe thanks to truck drivers. But these drivers do more than deliver online purchases. Everything you see and use from the clothes on your back to the water bottle you just took a sip out of are the result of a driver’s hard work. Drivers provide access to everyday necessities, making them critical to the wellbeing of many people and businesses.

This week is also an important time to highlight just how difficult it is to fill these truck driver positions, as the number of job postings exceeds the number of candidates available. With data from CareerBuilder and Economic Modeling Specialists Intl. (EMSI), let’s take a closer look at where the drivers are, where they’re needed and what that means for staffing agencies, hiring managers and recruiters like you.

Job postings vs. hires
Demand for drivers has drastically increased for drivers over the last two years while driver supply has stayed relatively constant. In an average month, there were 730,637 unique job postings for heavy and tractor-trailer truck drivers, and 104,214 candidates hired. This means that there was approximately one hire for every seven unique job postings for heavy and tractor-trailer truck drivers.

However, when we look at the job posting intensity nationwide, there is only one active candidate for every 58.56 job postings. This is frustrating news, especially when drivers are critical to our everyday wellbeing and so many current drivers are approaching retirement age. And with an average national salary of $54,068 for drivers, there has to be a better way to attract and hire candidates for these positions.

Skills and certifications needed
According to EMSI’s data on the highest percentages of postings with skills required, the top in-demand skills for heavy and tractor-trailer truck drivers in the U.S. include:

  • Commercial driver’s license (CDL) (51 percent)
  • Transportation (36 percent)
  • Trucking (32 percent)
  • Truck driving (29 percent)
  • Owner operators (21 percent)
  • Business (20 percent)
  • Refrigerated (18 percent)
  • Hazmat (17 percent)
  • Van (14 percent)

In addition, the top certifications listed in postings include a commercial driver’s license (5 percent) and a Department of Transportation physical (4 percent).

National, regional and local recruitment strategies
It’s clear now that with a high number of job postings and a low number of national candidates, there will be difficulties filling driver positions. But the data also offers answers for where to source that talent from when you examine which cities have the highest level of active candidates. From July 2014 to June 2015, for instance, the highest number of active candidates for driving positions is Houston, with 4,186 candidates. That’s followed by Philadelphia (2,925), Chicago (2,855) and Orlando (2,605). Take a look at the map below, with data from CareerBuilder’s recruitment analytics tool, Talentstream Supply & Demand:


As drivers take on different work environments and distances, this can help inform your recruitment strategy. Consider that 35 percent of postings ask for regional drivers, 14 percent are looking for local and 8 percent want national drivers. Since a high concentration of drivers work regionally, your recruitment strategy may capitalize on sourcing these candidates regionally versus locally. For example, if drivers are needed in California, you may look to Phoenix (where there were 2,599 active driver candidates in the last year) or Las Vegas (2,115) for talent.

While part of the answer to this recruiting conundrum lies in how we’re preparing future workers to join this in-demand role, customizing your recruitment strategies around solid data and other workforce analytics tools is a great way to address hiring challenges today.

Request a Demo for CareerBuilder’s EMSI Analyst or Talentstream Supply & Demand. Just follow this link http://www.careerbuilderforemployers.com/products/workforce-analytics to learn more about tailoring your recruitment strategy for hard-to-fill positions.

6 Ways to Build Trust with Your Candidates

September 11th, 2015 Comments off
6 ways to build trust with your candidates

With five million job openings in the U.S. today, candidates have more options than we’ve seen in years.

To get the best talent, hiring managers have to do more than simply post a job and schedule interviews; they also need to communicate and build relationships with candidates to draw them to their company. The best way to start building those relationships and establishing a great candidate experience is to build trust. If trust isn’t there, candidates will move on.

Here are six ways to establish trust throughout the hiring process:

1.     Confirm the application has been received.

This should be a no-brainer, but there are still companies that don’t do this. Every online transaction today has a confirmation email: receipts, tracking information, and so on. Candidates expect the same follow-up after they apply to your job. Even if it’s through automated emails, let candidates know their résumé has been received. Companies that miss this step fail to build a good line of communication and trust early on.

2. Explain your timeline and process.

Every company works differently. Different positions get filled at different speeds. Is there an immediate need for the role? Which employees should candidates expect to meet with? What’s the expected start date for the position? Forty-two percent of hiring managers say they don’t communicate the length of the application process to candidates in the early stages of the process. Be accountable and stick to the timeline you give candidates.

3. Be honest about your company.

Don’t tell a candidate your office is laid back if it’s a fast-paced environment. Set expectations from the start. You’re interviewing candidates for culture fit. But they’re interviewing you too. Give candidates an opportunity to self-select out if the fit is not right. Clearly explain what the role is. You don’t want to hire someone who won’t want to do the job. Just because your company’s culture is right for one person doesn’t mean it is for someone else. Is it an open, team-based environment? Or is it a quiet office with cubes and closed doors? Share this information with candidates to ensure there are no surprises later on — on either end.

4. Offer constructive feedback.

This can be as simple as providing feedback on on a candidate’s résumé. Candidates should always take something away from the interview process — even if it’s not the job itself. Seventy-three percent of candidates report that the company they interviewed with didn’t offer them an explanation when they weren’t given the job.

5. Let them know when it’s filled, and why they weren’t selected.

During the interview process, a lot of companies stop communicating with candidates they aren’t moving forward with. But that’s a mistake. It’s still important people have a good experience.

Some companies send automated emails alerting candidates if they’re not moving forward. The best companies take it a step further than that. Don’t just tell someone they didn’t make the cut. Discuss the qualities you are looking for and tell them what they can do to make themselves a stronger candidate in the future.

6. Ask for feedback.

Glassdoor has interview reviews. Companies should utilize those or create their own surveys. Use that feedback and talk to candidates about it if necessary. If a candidate has a bad experience with your company during the interview process, listen to what they have to say. Ask what you could have done better. Apply that feedback to future interviews, and show you want to get better.

What types of things has your company done to build trust with your candidates? Let us know in the comments below.


ABOUT THE AUTHOR: Tom Gimbel is the Founder and CEO of LaSalle Network, a staffing and recruiting firm headquartered in Chicago. Gimbel is an expert on organizational development, securing a job and hiring successfully. He’s been featured on CNBC, The Today Show, Fox Business Network, Wall Street Journal, Entrepreneur Magazine, Fast Company, Inc. Magazine, Fortune Small Business and Crain’s Chicago Business. Gimbel holds a bachelor’s degree from the University of Colorado and is on the Board of Directors at Ounce of Prevention. He is an active member in the Young Presidents’ Organization, Economic Club of Chicago, American Staffing Association and Entrepreneurs’ Organization.


Learn more about elevating the candidate experience with CareerBuilder’s e-book on how to use HR technology to humanize your process, and check out “10 Tips to Create an A+ Candidate Experience and Improve ROI.”


Best Practices for Rehiring Former Employees

September 4th, 2015 Comments off

“Grey’s Anatomy” has been on air for 11 seasons, and it’s had its share of cast shakeups. (Yes, “Grey’s Anatomy” is still on TV, and yes, I still watch it – deal with it, haters.) Perhaps the most notable (well, after McDreamy’s tragic exit, of course) was when Isaiah Washington departed the show after using an anti-gay slur toward another cast member. Seven years after that incident, he was rehired by the show for a guest appearance. The show’s producer, Shonda Rhimes, spoke about his return, saying, “…I feel very strongly and fully believe in people’s ability to grow and change and learn from their mistakes and when they know better, to do better.”

The takeaway here is that rehiring former employees can be a sticky and sensitive situation (although hopefully not to the extreme of what happened on the best show on TV “Grey’s Anatomy.”) Even if the circumstances around why the employee left were vanilla, there still are considerations that need to be made before saying, “You’re hired…again.”

Here are some best practices to follow when rehiring a former employee:

Understand Why They Left in the First Place

If the employee’s departure was by choice, it’s important to determine why he left, and whether he’ll still have the same grievances once he returns. Tom Gimbel, founder and CEO of recruiting and staffing firm LaSalle Network, suggests reviewing their exit interview for clues. “If there was an exit interview, look at those notes to understand why they left, and address those reasons during the interview,” he says. “Ask if they have the same hesitations, or if the reasons listed on the exit interview still hold true.”

Follow Standard Hiring Procedures

When considering a former employee for a new position, it might be tempting to speed up the hiring process (because if there’s a way to cut corners and save time, why wouldn’t you?) Yet, it’s important to practice due diligence and treat the employee like it’s her first rodeo.

“During the hiring process, be selective, thorough—and make sure that bringing back a former employee is in fact the best course of action,” says Michael Lan, senior resume consultant at Resume Writer Direct. “Go through the same procedure as you would for a brand new candidate in terms of the interview, asking for and checking references, and doing all the necessary research on their background and work history.”

Consider Other Employees’ Reactions

“Hiring managers need to think about the effect hiring a former employee may have on current employees,” Gimbel notes. “Were there any issues between that person and their team members before? Be sure to evaluate the impact rehiring a former employee will have on the morale and motivation of current employees.”

Gimbel also suggests being as upfront as possible with employees once decisions have been made. “As soon as the decision is made to rehire a former employee, communicate it with current staff, and meet separately with the team they will be joining. Allow them to voice opinions and concerns.” He says while it’s important to be firm about the decision, you should still outline the reasons for bringing the employee back on board.

Rehiring Means Retraining

Even if the employee has been gone a short time, chances are that certain procedures and ways of doing business have changed at your organization. Also, consider that the employee has likely changed as well, and there may be more of a learning curve for him than you might expect. “Past performance is not always an indication of the future, and just because they were a top producer previously doesn’t guarantee they will be again,” Gimbel says. “They should still go through the full onboarding and training process that every new hire does.”

Monitor Their Progress

“Since boomerang employees are more likely to have a better understanding of what needs to be done to get the job done, they probably won’t need to ask for advice or guidance as much as brand new employees,” Lan says. “Either that, or they might think asking questions demonstrates an inadequacy in their ability to do their job well. With that in mind, make sure that you keep a close eye on their progress in terms of job performance as well as their transition back into the organization.”

One way to encourage former employees to come back? Through a corporate alumni program.





3 Ways to Justify Your Recruiting Spend in 2015 and Beyond

August 24th, 2015 Comments off
3 Ways to Justify Your Recruiting Spend in 2015 and Beyond

I have been blessed to have the opportunity to travel the world for the last several years speaking with talent advisors and business leaders about improving talent strategies, leadership development programs and their own careers.

In conversations with leaders in both small and large companies who work in a variety of industries, one common challenge is voiced to me again and again: Recruiting and hiring talent in a world where the candidates are in the driver’s seat, and companies are facing increasing challenges finding workers with the skills and experience needed to fill their open positions.

To add insult to injury, many talent advisors and talent acquisition leaders are struggling to meet these challenges due to anemic recruiting budgets that haven’t recovered from the rampant cost-cutting measures of a few years ago.

But doing nothing is not an option. Do you want to be a strategic business partner? If so, this is exactly the type of situation where you must step up to the plate and deliver.

If there’s a legitimate need for additional spending to bring the recruiting function to peak performance – which may involve hiring additional recruiters, investing in new technology, or implementing innovative recruiting practices – the business case must be made to get the funds approved.

I’ve outlined the steps for making an effective business case in a previous post on The Hiring Site:

To gain approval for any new program, initiative or process — anything that requires the decision to allocate money, time, or resources — talent advisors must build a business case and complete four critical steps.”

  1. Define the problem.
  2. Use data to quantify how the problem negatively impacts business results.
  3. Evaluate possible solutions and make a recommendation.
  4. Quantify how the recommended solution positively impacts business results.


To get the attention of your organization’s leadership, you need to show them where to find opportunities to positively impact the business.


1. Talent shortages impact the ability to deliver upon business objectives.

According to the 2015 Talent Shortage Survey, conducted by ManpowerGroup, 54 percent of the global employers surveyed indicated talent shortages are impacting their ability to serve client needs, and 42 percent responded that their competitiveness and productivity have been reduced as a result.

Customer satisfaction, competitiveness and productivity are key business drivers that executives must focus on. To gain approval for additional recruiting spend, demonstrate how these challenges will be addressed through improving the skills and effectiveness of the recruiting teams, tapping into different labor pools, and/or implementing additional recruitment channels and methods.

2. Unfilled positions cost the company money and missed opportunities.

The costs associated with extended vacancies are numerous and can include turnover, reduced productivity, lowered employee morale and overtime costs necessary for coverage, among other things.

CareerBuilder recently released the results of a CEO survey, in which 1 in 6 CEOs indicated their company loses $25,000 or more per open position due to long-term, unfilled positions. In this same survey, 68 percent of CEOs believe their company has not been able to reach its full potential due to inability to find and hire qualified candidates.

Spend the time to gather the data necessary to show how much open positions are costing your company. If your numbers are similar to those indicated in the survey above, reducing the number of long-term, unfilled positions by just a handful could result in enough available dollars to have a strong positive impact on your recruiting budget.

3. Your CEO is concerned about the challenges of finding the right talent.

What keeps your CEO up at night? According to PwC’s 17th Annual Global CEO Survey: The Talent Challenge, one of the biggest things CEOs worry about is uncertainty about being able to attract and recruit the talent their companies will need in an increasing challenging environment in the future.

Business leaders and executives are tasked with thinking strategically about the business. This typically involves anticipating business challenges and opportunities, and putting plans in place to either effectively avoid them or take advantage of them. Strong talent advisors who: 1) proactively identify the challenges facing the organization in regard to future talent needs, and 2) propose well-thought-out and researched solutions will likely face little resistance to requests for funding and investment.

Building and maintaining an effective recruiting function in the new world of work is, and will be, a challenge. But, it’s doable. Do the work up front to identify problems, quantify costs, and propose meaningful solutions. The ability of your organization to grow and compete for business in the future depends upon you!

Throughout the month of August, our resident talent advisors are discussing issues around the biggest recruiting issues right now and getting you ready for CareerBuilder’s Empower 2015. Subscribe to Talent Advisor to stay on top of the latest blog posts and discussions, and find out more about Empower 2015 here.

4 Ways to Spend Less Time Sourcing and More Time Hiring

August 20th, 2015 Comments off
How to spend less time sourcing talent and more time hiring great people

In a perfect world, you would spend less time searching for candidates who fit the bill and more time filling vacant job positions. Unfortunately, finding job candidates with the necessary skills and experience can sometimes be a challenge.

ManpowerGroup’s 2015 Talent Shortage Survey found 38 percent of employers are having difficulty filling jobs, with 35 percent citing a lack of available applicants as the cause. What’s more, only one in 10 are adopting new recruitment strategies to make up for the talent shortage.

Finding your next great hire doesn’t have to be difficult. In fact, it can even be easy. Instead of relying on your run-of-the-mill job ad or outdated career page to attract interested applicants, hiring professionals need to adopt new, creative ways to keep the applications coming in.

Here are four ways to spend less time sourcing talent, and more time attracting and hiring them:

1. Enlist your employees.

Employees are a company’s best way to recruit new talent. Recruiting is a team effort, and employees are the perfect ambassadors for your company.

According to a recent LinkedIn survey, a company’s employees have a 10 times larger social media following than the company itself, and a person is three times more likely to trust a post from a company’s employee than from the company — which is why you need to enlist the help of your employees when it comes to attracting new talent.

One way to get employees involved is through a referral program. By rewarding employee referrals that result in hires, employees have an incentive to invite quality candidates to apply for a position within the company.

On top of that, consider creating a separate social media account designed to promote your employment brand. Take AT&T, for example. Not only do they have a Twitter account devoted solely to attracting job seekers (@attjobs), but they also use the #LifeAtATT hashtag to accompany employee posts on company culture, testimonials, and other job-related information.

2. Take part in your community.

Another way to recruit without really recruiting is to get involved within your community. By participating in community service programs or attending industry-related events, you can make your company (and open positions) known to local candidates. Textbook and student service company Chegg has its own program dedicated to serving the community, Chegg for Good, and even gives employees five days off each year to volunteer.

Getting involved with your local community gives you an opportunity to interact with potential candidates, while also demonstrating your company’s devotion to the community — an attractive incentive for today’s job seekers.

Additionally, attending professional development events or conferences within your industry can help establish mutually beneficial relationships with other business owners and hiring managers — yet another source of valuable candidate referrals.

3. Create an internship program.

One surefire way to always have great talent on hand is to create an internship or mentorship program. Interns that succeed during their internship are great candidates for future full-time positions within the company. In fact, HubSpot has hired an impressive 33 percent of their interns as full-time employees.

Unlike applicants from outside of the organization, interns already understand how things run within the company and what’s expected from employees. Whereas outside hires will need in-depth onboarding, interns already have the basics down pat.

5. Redesign your career page.

Often times, a company’s career page serves as a job candidate’s first impression of the company. That being the case, a mediocre, text-based career page isn’t going to cut it. To make a great first impression, have fun with your career page and design it with one goal in mind: to make candidates want to apply.

Instart Logic, a service that helps businesses speed up the delivery of their cloud applications, has an undeniably memorable career page. It lays out everything applicants need to know about the company and its culture, from the benefits offered to numerous culture videos and photos to employee bios and testimonials, in a very unique way.

What are some other ways hiring professionals can spend less time searching for the right candidates? Let us know in the comments!


ABOUT THE AUTHOR: Josh Tolan is the CEO of Spark Hire, a video interview solution used by more than 2,000 companies across the globe. Learn more about how video has changed and connect with Spark Hire on Facebook and Twitter.

How Semantic Search is Revolutionizing Recruitment

August 11th, 2015 Comments off
Semantic search

When employers begin the process of filling an open position, they have a powerful tool at their disposal – their internal databases. Yet, only a small percentage of recruiters actually utilize their databases as a first step before advertising the job opening. In fact, recruiters are often forced to use them.

Why? One reason is because they have multiple databases, and instead of using up precious time to sift through them all to find relevant candidates, they’ll just move on to the next source.

Another reason – and often the one deemed the biggest hurdle – is because the search intelligence of their databases isn’t strong, causing them to miss candidates that would potentially be a great fit for the open position. There’s frequently a difference between how a recruiter phrases a job description and how a candidate phrases their skills on their resume, and the average search function isn’t “smart” enough to bridge the gap.

Recognizing this challenge, we set out to find a way to solve this problem and get recruiters to use their most underutilized recruitment asset – their internal database. That is why CareerBuilder acquired a majority stake in Textkernel, a software company that provides recruitment technology to recruiters, employers and software vendors. At the core of this technology is semantic search, which pieces together the intent and contextual meaning of words, seeing beyond what is typed to ensure that qualified candidates don’t slip through the technology cracks.

Why context matters

When a recruiter goes to write a job description for an open position, they might save time by using an existing job description. Yet, what recruiters should be doing is looking at the resumes of candidates they are targeting to see what keywords they’re using to help them write a description that more accurately captures what those candidates are seeking.

The candidate, on the other hand, may take a similar approach when writing their resume – referencing an existing resume instead of using the job description as a guideline.

When the recruiter goes to search their database, by phrasing their search a certain way, they could be missing applicants who chose different words to describe the same qualifications. That is why understanding the context behind words and phrases is so important.

Textkernel’s innovative semantic search factors in language patterns to combine the best of the human and the machine, bridging the gap between the recruiter’s and the candidate’s intent and making it easier for recruiters to find the best talent.

Removing common recruitment hurdles

Often, recruiters can get so bogged down in the process of identifying and qualifying candidates, that they spend more time with the technology than they do with the actual candidates. With sophisticated semantic search that understands what an applicant is conveying, recruiters will have a larger pool of relevant, qualified talent from which to choose. This allows them to spend more one-on-one time with candidates and less time weeding out mismatches.

Equally important is how easily this feature can integrate with the rest of the recruitment process. HR professionals often use a slew of disparate HR solutions that don’t work well together, which ends up being more of a headache than a help. Textkernel’s HR modules are customizable and can be seamlessly integrated as building blocks into any process, platform or HR system. Combined with Textkernel’s candidate routing workflow, it can convert any resume or social media profile into a fully searchable database record – in any system.

The next frontier of search

When it comes to the hiring process, recruiters and candidates ultimately want the same thing – to make a meaningful connection, one that results in the filling of an open position. With refined semantic search from Textkernel that ensures everyone is speaking the same language on the backend, CareerBuilder is able to facilitate faster, easier and more successful connections between employers and job seekers.


The Only Metrics That Matter In Talent Acquisition

August 10th, 2015 Comments off
the only talent acquisition metrics that matter

I get asked all the time what metrics I use — and like — in regard to measuring the effectiveness of talent acquisition.

I usually give some vague answer because it depends on so many factors. No, really, it truly does. And most talent acquisition professionals only want me to affirm what they think is important.

For example, they want me to tell them that “days to fill” is important. That measuring candidate experience is important. That hiring manager satisfaction is important. But I don’t believe any of that is important to great talent acquisition.

talent acquisition is Sales

You see, talent acquisition and recruitment is not marketing. Yes, I know, almost any vendor selling you talent acquisition tools wants you to believe that it is just like marketing. It’s not. Talent acquisition is sales, and talent acquisition leaders really don’t want to hear that.

“Sales! Yuck! I’m not in sales, Tim! I’m in the attracting talent business!”

Talent acquisition leaders need to dial in their metrics to that which matters most: filling positions. There are steps that every single organization must take to fill positions. Those are the metrics that I like!

  • How many candidates are you getting to engage in each job?
  • Of those, how many are truly qualified?
  • How many passed your assessment process?
  • Of those qualified, how many did you pass on to the hiring manager after initial screening?
  • How many interviews were requested?
  • How many of those interviewed did you offer?
  • Of those offered, how many accepted the offer and started?


Do you see the sales funnel? You should. You need a lot of resumes at the top of the funnel to get a few good candidates at the bottom.

These metrics give you so much of the data you need to run a great recruiting program, and basic ATS technologies will deliver this information to you. It makes these metrics easy to obtain and track. If you look at primary data, you will know how many candidates you need to fill the number of positions you have now. You can make an educated guess and figure out how many candidates you might need in the future to make good hires, too.

It’s about filling positions

I have worked as a leader of a large talent acquisition team. When we got down to brass tacks, my executive leadership team only cared about sales-related metrics. My team was able to find the talent we needed and get them on board. All the other metrics were for good times and bragging!

If you’re close to 100 percent hired, or have your talent acquisition program on the rails and running smoothly, you can then start to dig into metrics that tell the rest of the story: things like source of hire, cost per hire, cost per hire per source, various satisfaction scores, quality of hire, source ROI, and so on.

These are all meaningless pieces of data if you can’t fill positions.

Most talent acquisition leaders focus on subjective metrics that don’t give the organization the true data it needs to make the required number of hires to be successful. Once you get basic recruitment data in the pipeline, it’s amazing to see how all the other metrics just help you dial in and get better.

Fill your positions — then you can worry about getting pretty.

Throughout the month of August, our resident talent advisors will be discussing issues around the biggest recruiting issues right now and getting you ready for CareerBuilder’s Empower 2015. Subscribe to Talent Advisor to stay on top of the latest blog posts and discussions, and find out more about Empower 2015 here.

4 Ways to Streamline Your Recruiting Process

August 7th, 2015 Comments off
4 ways to streamline your recruiting process

I’m a big believer in work-life balance, and I suspect many recruiters and talent advisors are their own worst enemies. The pressure to appear busy is huge, and we add unnecessary steps to processes such as recruiting — instead of trying to figure out how to streamline and simplify our days.

I want you to be as busy as you need to be but have enough time left over for your personal lives and families.

Here are four ways to streamline your recruiting process.

1. Plan your day around the recruitment lifecycle, not the requisitions.

Maybe you are a talent acquisition professional with a million open requisitions. Or maybe you’re a human resources business partner who has a key leadership role to fill in the next 30 days. You will fill your positions by being efficient with your time and tasks:

  • Open your calendar and block off time for key tasks.
  • Screen resumes in one fell swoop.
  • Schedule meetings and calls for specific periods of time.

Diving in and out of your duties is disruptive and wreaks havoc on your day. Avoid manic Mondays where you fling your mental energy from one requisition to the next. Plan your actions around the important aspects of the recruitment lifecycle, and congratulate yourself on being orderly, organized and in sync with your client’s needs.

2. Pick Your Channels Wisely.

People like to joke that the “post and pray” era is over, but they are wrong. Even the best talent advisors think too broadly when it comes to marketing a requisition. They’ll exhaust all avenues and post a job description everywhere. The law of diminishing returns kicks in, and they get fewer and fewer results for all of their effort.

Not everybody needs to know you’re hiring for a cost accountant or a sales representative. Pick your channels wisely, and invest your time and energy in marketing your jobs to the right audience.

3. Begin with the end in mind.

If you know it takes 12 weeks to fill a job, and two of those weeks are eaten by interviews and two more weeks are killed between the time an offer is extended and when a candidate starts, you can begin to backfill dates on a calendar. If the job is open today, figure out now when you need to interview candidates for the first round and second round of interviews. Block off times on your hiring manager’s calendar today. Don’t wait for the perfect candidate to arrive before ensuring the hiring manager is available for interviews. Act like Oprah and embrace the laws of attraction. See it. Feel it. Close that requisition.

4. Pick one platform and stick with it.

There’s too much energy wasted in the process of advertising jobs, searching for candidates, interpreting actionable analytics, offering a solid candidate experience, scheduling interviews, and extending an offer to a candidate. If your current ATS isn’t agile and doesn’t offer the benefits of a CRM, you may want to rethink your recruiting platform. We’re in a war for talent, and linking seven different technologies together with chewing gum and dental floss won’t cut it.

The best talent advisors in the industry are proactive and look for opportunities to remove obstacles and make their days more productive and efficient. I’ve given you four examples of how you can streamline the recruiting process, and I would love to hear more ideas from you.

What works for you? What advice do you have for other talent advisors? Leave a comment, and let’s start a conversation about how we can work smarter, not harder, by offering a new version of recruiting and human resources in our organizations.

Throughout the month of August, our resident talent advisors will be discussing issues around the biggest recruiting issues right now and getting you ready for CareerBuilder’s Empower 2015. Subscribe to Talent Advisor to stay on top of the latest blog posts and discussions, and find out more about Empower 2015 here.

Organize Your Candidates with Talent Gather

July 21st, 2015 Comments off
CareerBuilder's Talent Gather helps you organize your candidates

Between resumes, applications and cover letters, you get a lot of information about candidates during the recruitment process. Still, there are some points of consideration that go into finding the right candidate that don’t necessarily come up on a resume. So how can you keep track of your notes and impressions about candidates from the first time you meet them — and potentially all the way through the interview process?

Talent Gather does just that: This app allows recruiters to take consistent notes on candidates, and works with BroadBean Search to facilitate quick post-event follow up and information sharing. It also allows you to review and filter candidates based on your notes and tags.

Easily link your notes to the candidate’s resume – even if all you have is a hard copy. All you need is to do is take an image of the resume, and Talent Gather will parse that information and add it to your into searchable digital documents, making it an ideal tool for anyone who recruits at colleges, military or diversity events and other face-to-face recruiting situations.

Immediately interested in a candidate? Talent Gather can help you get the ball rolling right away. Email your notes and the candidate’s resume to the hiring manager directly from the app. You can even call the candidate and set a follow up meeting or interview directly from the app.

Organize your documents by event to keep track of where and when you made contact with a candidate. You can also configure your questions based on your unique recruiting goals for different events.

Plus, with Talent Gather you can access your notes offline, so your introductions and interviews won’t be threatened by spotty WiFi signals. And since it is compatible with any iOS or Android device, you can share everything from notes to full resumes with your entire team.

WANT TO LEARN MORE? Join Nathan Lippe on Wednesday, July 29 for a CareerBuilder product webinar to see a demo of Talent Gather and find out more about how this app can improve your hiring process.

Register for the webinar now


3 Tips for Setting Compensation and Retaining Employees

July 17th, 2015 Comments off
Determining compensation

How are raises decided in your company? Does the compensation structure reflect employees’ talent? If you are not rewarding talent, people may quit, and in the current economy, replacing them will be hard. More specifically, in the tricky case of a merger and acquisition, you want to restructure pay so that employees are kept happy and motivated, despite the many changes they are facing.

So, what pitfalls should an employer avoid when determining compensation for different employees? Recent research by my colleagues Arin Dube, Laura Giuliano and Jonathan Leonard sheds light on what to do – and not to do – when it comes to setting compensation.

1. A higher compensation increases employee retention

You may expect that a higher pay increases employee retention, and indeed, this is what the researchers found. So then, it would seem that increasing pay would help with retaining crucial employees. Yet, be mindful of how raises may affect the morale of other employees.

2. Beware of the unfair raise

If raises are not based on any objective criterion and seem arbitrary, employees who do not get a raise are much more likely to quit. A seemingly unjustified 5 percent raise to an employee will double the quit rate of a no-raise employee in the same position.

3. When it comes to employee retention, pay rates at your own company are most important

Will employees quit if you pay them less than the competition? It turns out that this is less important than paying them a fair wage compared to other employees in your company.

In a nutshell, to boost retention, it is important to make sure that your compensation structure is fair.

See how workforce analytics can help you determine compensation at your organization. LEARN MORE AND REQUEST A DEMO.

6 Highlights from CareerBuilder’s 2015 Midyear U.S. Job Forecast

July 9th, 2015 Comments off
6 highlights from the 2015 Midyear U.S. Job Forecast

We’re halfway through 2015 — can you believe it? A lot has changed… some good (Bennifer is over, and you’re still rooting for J Lo and Ben to get back together), some bad (Bennifer is over — and if they can’t make it, who can?!). In the world of employment, many hiring trends are predicted for the last half of the year, according to CareerBuilder’s Midyear U.S. Job Forecast — and some of those things are more favorable than others, depending on how you look at it. Both employers and job seekers are feeling confident in their prospects. In fact, nearly half of employers plan to hire full-time, permanent staff over the next six months, and one-third plan to hire temporary or contract workers. Both of these projections are improvements over 2014’s hiring outlook. Good, right?

Well, good for the employers hiring, and for job seekers — but the employers they’re leaving may not agree: With hiring on the upswing, many workers are looking to take advantage of a labor market that has produced an average of 245,000 jobs per month in the last year and leave for greener — or at least what appear to be greener — pastures. Three in ten workers (29 percent) plan to change jobs in the next 12 months, up from 25 percent last year.

But employees departing their jobs really is a good thing for all: It means the labor market thrives and becomes more competitive. And as talent advisor Steve Browne has stressed, employees leave their jobs — it shouldn’t be treated as a negative, but as a natural occurrence. It’s the circle of life, y’all.

There’s a favorable dynamic happening in the labor market today,” said Matt Ferguson, CEO of CareerBuilder and co-author of The Talent Equation. “Companies are feeling more financially secure and increasing their headcount. This is creating a more competitive hiring environment, which is having a positive impact on wages and the labor force participation rate. We expect to see continued strength in these trends with nearly half of employers looking to add staff and raise starting salaries in the months ahead.”


 some 2015 Midyear U.S. Job Forecast Highlights:

  • Starting salaries are on the rise: Nearly half of employers (47 percent) expect to increase starting salaries on job offers over the next 12 months. Around 1 in 6 employers will raise starting salaries by 5 percent or more.
  • Hot areas for hiring are headed up by IT: Information technology, health care, hospitality, financial services, manufacturing and retail are all expected to outperform the national average for full-time, permanent hiring in the last half of the year.
  • In-demand areas for recruiting include many newer fields: Those tied to mobile, search or cloud technology; cyber security; social media; wellness; financial regulation; managing and interpreting big data; content strategy for the Web; alternative energy sources and robotics.
  • Northwest is winning when it comes to regional hiring: Comparing regions, the Northeast displayed the biggest increase in the percentage of employers planning to add full-time, permanent headcount in the second half of the year. (52 percent planning to hire permanent, full-time employees — up from 48 percent last year). Hiring in the other regions is expected to experience a slight shift or stay in line with last year.
  • Hiring in Q3 2015 is looking up: 34 percent of employers plan to hire full-time, permanent employees in the third quarter, up from 31 percent last year. Seven percent expect to downsize staffs – an improvement from 9 percent last year – while 54 percent anticipate no change and 5 percent are undecided.
  • Small businesses are feeling more confident: Hiring is expected to increase three percentage points over last year for companies with 50 or fewer employees

How did we do in Q2 2015?

In the second quarter of this year, 39 percent of employers added full-time, permanent headcount, up from 36 percent last year. Nine percent decreased headcount – an improvement from 10 percent last year – while 51 percent made no change and 1 percent were unsure.


Want the full story? view the full forecast here.

What Health Care Candidates Want Out of Their Next Employer

July 9th, 2015 Comments off
health care employment

When filling an open position, you have an ideal candidate in mind, and the qualities, education and skills the candidate should possess are detailed in the job description. While you may be looking for that perfect fit, don’t forget that the candidates themselves have their own wish lists of what their desired position and the company they’d work for can offer them.

And in this candidate-centric economy, candidates can be picky.

A new CareerBuilder survey provides insight into what today’s health care candidates want out of an employer, what roadblocks they face when it comes to locating that perfect employment match – and the implications these findings have on your recruitment strategy.

Cultural Connection

Factors such as salary and benefits will always be important to most candidates when it comes to a job opportunity, but fitting in continues to be more and more vital to a health care candidate’s decision to pursue a company.

When asked which attributes where most important to pursuing a new health care position, 62 percent of respondents named “company culture,” up considerably from 32 percent in 2013. It’s clear that candidates are looking for companies that they can identify with and can see themselves working for.

chart 1

Conversely, when asked what factors would be considered grounds for eliminating a potential employer, “Not a fit with company culture” ranked high on the list, increasing significantly from two years prior (55 percent in 2015 compared with 31 percent in 2013).

Why it matters: It’s more crucial than ever to have a strong employment brand, one that tells the authentic story of what it’s like to work for your company. Shout these messages from the rooftops – starting with a robust career site and including an engaging social media presence. And the emphasis here is on authentic – if candidates don’t feel like what they’re seeing and hearing from your company is accurate, they won’t be afraid to eliminate themselves from the running.

Challenge Accepted

Click to see larger image

Click to see larger image

One of the biggest indicators that health care organizations are living in a candidate-powered world is the perceived ease in which some candidates find the hiring process. The number of respondents who didn’t encounter any roadblocks when applying for a health care position, while still relatively low, doubled from 10 percent in 2013 to 21 percent in 2015.

Why it matters: This once again reinforces the intensely competitive environment health care organizations are facing due to high demand and low supply of qualified talent. Candidates are finding it easier to land their desired job, which makes it your job to provide a hiring experience that stands out from the rest of the competition. It also means you need to know where your candidates are looking and make sure you’re in front of them so you don’t miss any opportunities to interact with your next potential employees.

Training Days

While some candidates say they are breezing through the hiring process, others are still facing hurdles to their happy employment ending. “I don’t have the proper education/training/degree” was one of the top answers to, “What are the biggest challenges you encounter when applying for a health care position?”

Why it matters: Your organization may be struggling to find qualified talent to fill open positions, and that could in part be because you’re overlooking candidates who don’t – on paper – have all of the qualifications necessary to fill your open positions. But with a little extra training or reskilling, they could be a great fit.

Considering that 71 percent of respondents have increasingly seen the negative impact that extended vacancies can have on employee morale – and in turn – patient care, there’s merit to providing on-the-job training to help close the skills gap. It may be an investment – but it’s worth it if it means filling positions more quickly and efficiently and avoiding the cost of turnover caused by low employee morale.

What do candidates really think about you when they’re going through the hiring process? Find out in “4 FACTS ABOUT HEALTH CARE CANDIDATES TO REVIVE YOUR RECRUITMENT STRATEGY.”













The Pulse of Staffing and Recruiting in Q3 2015

July 8th, 2015 Comments off
Two Businesswomen Meeting Around Table In Modern Office

Every quarter, CareerBuilder surveys over 400 staffing industry professionals to gauge national industry trends and business insight—then shares the results with you. Check out where you stand amongst the competition, how other staffing organizations are growing and the Q2 trends that will impact your back half of 2015 for all things staffing and recruiting.

Growth and speed of business
A robust economy means more and more staffing firms are putting people to work—internally and externally. When asked how they anticipate their average number of open job orders will change from last quarter to the current quarter, 70 percent of staffing professionals anticipate an increase (down slightly from 72 percent in Q1 2015). Twenty-five percent expect their job orders to stay the same, and 5 percent anticipate a decrease.

Of those who anticipate an increase, 51 percent expect the number of job orders to increase by 6-15 percent. According to one pulse survey respondent, “It’s a candidate-driven market, given their ability to vet their own opportunities aside from ones a staffing firm represents. The importance of timely feedback and realistic expectations of hiring associates is imperative, now more than ever.”

That applies to staffing firms’ internal hiring strategies, too, especially when 66 percent of staffing industry professionals anticipate increasing their number of recruiters in Q3 2015, up from 63 percent in Q1. “If there is a candidate you are interested in, make time to interview them as quickly as possible. Most candidates do have more than one offer out there and are also actively interviewing,” another survey respondent says.

SRG Q3 pulse survey

Competitive recruiting and signing
It often feels like recruiters are from Mars and candidates are from Venus—expectations can vary wildly and getting both parties to agree to the terms of a new job is an uphill battle. How you source your candidates, combined with the experience they have, can impact the quality and quantity of talent available to you. A survey respondent says, “I think people are realizing that social media is going to play a huge part in hiring for the future. Great talent pools are getting harder to find, and the most common thing I hear from clients is that the talent pool has never been smaller. That’s where CareerBuilder and I come to the rescue!”

There are plenty of solutions to growing your own internal talent pool, as well as connecting better with job seekers. One major fix you can apply to your own hiring strategy today is to make expectations clear—from the job posting to the interview to salary negotiations. For instance, 66 percent of respondents say job candidates’ salary expectations exceed employers’ offers, which translates to a lot of candidates carrying very different expectations throughout the interview process. These misaligned expectations will not only affect how your offer is received, but they will also result in both you and candidates wasting each other’s time when the salary difference is too large.

The most common reasons for a candidate declining an offer are:

  • Received another offer (39 percent)
  • Compensation/benefits not in line with expectations (29 percent)
  • Received a counter offer from their current company (10 percent)
  • Undesirable location (9 percent)

As the economy—and with it the labor market—continues to grow, recruiters will be expected to grow and manage the influx of talent. The first step to tackling today’s challenges is to understand what is (and isn’t) working for your staffing industry peers.

A Closer Look at Candidate Behavior in 2015

July 7th, 2015 Comments off
candidate behavior

Though we work with them every day, communication between candidates and our staffing firm clients can always be made clearer, more open and more productive.

Here are key insights revealed by CareerBuilder’s Candidate Behavior 2015 study, which delves deeply into preferences about candidates’ communication methods, salary expectations and career goals.

Career goals and new jobs

A majority of workers (75 percent of full-time workers) are always interested in hearing about new opportunities, whether they are actively seeking a new career or just seeing what’s out there. When given the option to select one or more answers to how they would best describe their attitude or behavior toward finding a new job, workers (including full-time, part-time, temporary and contract workers) replied:

  • I am employed but open to new opportunities (61 percent)
  • I am employed and not willing to consider other options (23 percent)
  • I am evaluating available opportunities for employment (14 percent)
  • I am considering starting a job search (13 percent)
  • I am actively seeking new employment (e.g., applying for jobs, sending out resumes) (13 percent)
  • I am evaluating my employment potential (e.g., compensation, skills, credentials) (10 percent)


Keeping in mind where your candidate is in the job search, you may have better luck connecting with her by narrowing down their pain points — and areas of strength — in order to help move her along more quickly. For instance, if you’re reaching out to a candidate who is screening out jobs that are not attractive to her, dig deeper about what negatives she’s finding in a job; you may be able to correct those wrong assumptions (and point out why your open position is the perfect fit).

Unsurprisingly, though, most people (62 percent) say they are prompted to look for a new job due to an interest in a higher base salary. Coaching your clients about candidate expectations such as a competitive salary or improved benefits can save time during negotiations and ensure everybody’s on the same page.

Other reasons respondents say they were prompted to look for a new job include:

  • Looking for improved benefits (34 percent)
  • Looking for better advancement opportunities (33 percent)
  • Looking for better skills growth potential (30 percent)
  • Looking for improved work/life balance (27 percent)
  • Looking for better bonuses (20 percent)
  • Looking for a better city/living situation (18 percent)
  • I was/am unemployed (11 percent)

Applications and communication

Inaccurate assumptions can cause you to lose top talent if your application isn’t tailored to their interests. The survey findings indicate candidates are more likely to apply to positions where not only are the responsibilities and salary well defined, but also are the benefits.

key details that can prompt a job seeker to apply include:

  • The job duties/responsibilities are clearly defined (85 percent)
  • The salary range is defined (77 percent)
  • The benefits package is described (60 percent)
  • Advancement opportunities are offered (45 percent)
  • Describe the work environment (45 percent)
  • The company’s employment brand is defined (25 percent)
  • The look and feel of the posting is creative/unique (17 percent)
  • Language used in the posting is creative/unique (13 percent)
  • Share fun events/outings the company does (11 percent)


Communicating with today’s always-plugged-in candidates is crucial; even an automated response can make a difference. Candidates rank receiving a confirmation of application as the most important factor in their job search experience.

when candidates would ideally like to be contacted by the company with which they applied:

  • After submitting resume/application to confirm receipt of your materials (49 percent)
  • After interview if not selected for further interviewing/not chosen for position (43 percent)
  • At all of the above points in the process (39 percent)
  • If the decision is made to not interview you (39 percent)
  • Before interview if taking a long time (36 percent)
  • After interview but before job offer (26 percent)

When asked about the best interactions candidates have had with companies they’ve applied to, these topped the list:

  • Company sends an automated message acknowledging they’ve received my resume/application (25 percent)
  • Interview with multiple people from the company (18 percent)
  • A hiring manager/employee of the company calls me acknowledging they’ve received my resume/application (10 percent)


Candidates are sending employers a clear message: Caring about your candidate experience is the best way to invest in your future employees.

For more insights on candidate behavior, including customized data on specific job types, view the full 2015 Candidate Behavior Study.

How to Write a Winning Job Advertisement

June 16th, 2015 Comments off
Create winning job advertisements

Job advertisements: Whether you love them or hate them, they remain a crucial part of talent acquisition. Without the job ad, there’s nothing to build your recruitment message around, to attract candidates with, or to promote your open position. A recruiter’s goal is to essentially sell jobs, which can’t be done if an effectively written job ad doesn’t exist.

Considering the important role it plays, why do recruiters often spend the least amount of time on this part of the recruitment process? It’s often cobbled together from the job description or a series of buzzwords that don’t do anything to make it stand out.

Recruiters invest in platforms to get job ads as many qualified clicks as possible. Time, money and energy are spent pushing them to social media networks and multiple job boards. And yet bottlenecks and other recruitment process pain points are still reported.

So, how can you turn your job ads from boring into unbeatable? Here are some tips for writing winning job ads.

Use easy-to-understand language

You may refer to positions or job duties in a certain way internally, but your internal jargon won’t translate well into the job ad. Remember, candidates aren’t part of the company yet, so even if they are experienced in the particular field, their previous company many not use the same corporate language or acronyms as your organization. Instead, go for clear, easy-to-understand descriptions that convey the opportunity without causing any confusion. The one exception to the rule is when a role requires specialized skills that can only be described with industry jargon.

Be succinct

While it’s important to offer up enough detailed information about the job to pique candidates’ interest, a too long description will make them lose interest. Plus, long descriptions just won’t work on social. Shoot for quality over quantity – no need to include overly flowery words that eat up space without really adding anything.

It might also be tempting to list the certifications, degrees, training and skills a candidate must have in order to qualify. However, doing so may turn off candidates who could be an ideal fit but just need a little on-the-job training. You have just 77 seconds to catch a job seeker’s attention with your job ad, so it needs to make a strong first impression.

Don’t be too dry

Remember, you’re writing an advertisement, so make it compelling. If you want to sell your company to a candidate, make sure the pride employees have for the company brand and culture is reflected in the description. Include the features of the organization that make it a great place to work so you’re not only targeting functionally fit candidates, but culturally fit candidates as well.

Provide a call-to-action

You’ve created a job ad that has all of the bells and whistles, so now what? Without a recruitment call-to-action, candidates have no guidance on where to go next. Provide clear next steps to apply for the job at the bottom of the ad, and share information about what is required when applying.

Job ads are often the job seeker’s first interaction with the company. This is your opportunity to rise above the competition and get noticed by top talent. Use clear, compelling language, include a direct call-to-action, and most of all, give candidates a reason to continue in the recruitment process.

Reach more candidates with your job advertisements in less time using the world’s biggest job board distribution network. Request a Broadbean demo now.

When Should Recruiters Stop Stalking Job Seekers?

May 29th, 2015 Comments off
When recruiters should pursue a candidate -- and when they should stop contacting them.

Job seekers are so curious. They love to complain about recruiters, but they never return our calls. In the war for talent, talent advisors are relentlessly pursuing candidates. When does it makes sense to chase someone? When do you let it go? Here are some thoughts from our resident talent advisors.


Most recruiters fail by believing that two to three messages without a reply — email, text and phone calls –means no. Here’s a fun fact that is entirely made up but feels right: It can take up to eight or more messages to get a job seeker to respond.

You’ve only gone too far when your number is blocked. How do you know you’ve been blocked? If you call and it immediately goes to voicemail after one ring, you’ve been blocked or the phone is off. You can measure the capability of a recruiter on how many times they’ve been blocked by a candidate. If you’ve never been blocked, you’re probably not that good at recruiting.”


To Tim’s slightly scary point about stalking, no very rarely means no in talent acquisition. Unless it involves a threat of violence or a court order. But sometimes you need to be willing to put things on the back burner and allow someone to progress in their company or their career. If they are truly talented and you’ve assessed it well, your paths are probably going to cross again. You don’t want to have ruined your chances when that moment comes. And now I’ve got to go and block some numbers. Mainly from American HR people.”


My rule of thumb relates to time. If I don’t get a firm answer from you after three weeks of not hearing from you, I move on. I hate missing you, but you need to take some ownership as a candidate as well.”


Are candidates going dark once you’ve started the interview process? Your recruiting process should be investigated to see what went wrong. Was it salary? A misunderstanding about the job posting? An inappropriate question during an interview? If a candidate no longer wants to be considered — and isn’t returning your phone calls — something must be be awry. Figure it out.”


As a recruiter, my philosophy is to slow down if a job seeker doesn’t show up or consistently reschedules. I wouldn’t just stop the pursuit, though. I’d reach out and let them know that it seems like our opportunity doesn’t seem to be generating interest from them. I would ask what has been missing and what would it take to get them to reconsider. Let’s see if they respond. If not, then it’s time to cut bait.

Another flag is when salary requirements keep going up. I’ve had more than one candidate pre-closed, and then as we get closer to the end of the process, their salary requirement magically starts changing. Only in the rarest of instances, for the purplest of squirrels, would I put up with that. That’s almost always a sign of shopping offers. They’re not interested in the role or your company. It’s all about the money.”

a recruiter must have a code

The world of human resources is evolving. Recruiting is ruthless. But you can play the game at an elevated level and win. Our talent advisors have great advice about how and when to push harder for job seeker contact and when to apply the breaks during the recruiting process.

Want more? Check out Steve Browne’s recent post on why unresponsive HR has got to go, and get tips to give candidates a better experience. For daily updates and advice on how to manage the tricky and complex worlds of talent acquisition and job seeker expectations, sign up now to start getting Talent Advisor in your inbox.

4 Facts About Health Care Candidates to Revive Your Recruitment Strategy

May 28th, 2015 Comments off
Group of health care workers

If you’re like many health care employers, you’re under increased pressure to hire more efficiently, with less resources to get the job done. Yet at the same time, you’re facing an uphill battle to find qualified talent to fill your open positions. How do you meet your talent acquisition needs, while also giving candidates what they want – and expect – out of a recruitment experience?

CareerBuilder’s 2015 Candidate Behavior Study provides a behind-the-scenes look at the expectations and frustrations of today’s health care candidate, to help arm you with the knowledge needed to recruit smarter in the ever-changing health care landscape.

Here are four facts about health care candidate behavior, and how you can align your recruitment strategy to meet their needs:

1. Health care candidates are savvy searchers

According to the study, U.S. job seekers use up to 18 resources when searching for a job. Looking specifically at health care candidates, 71 percent will use Google search and 52 percent will use job boards when researching job opportunities.

What this means for you: Increased access to technology and resources have created savvier and more sophisticated job searchers. They’re utilizing all tools available to help them find their future career. If you aren’t where the health care candidates are when they’re searching, you could be missing out on opportunities to connect with your next potential employee.

2. Health care candidates want to interact with you before applying

What will the work culture be like at this company? Does the organization make an effort to interact with current and future employees? These are the types of questions health care candidates may be asking as they near the application stage of their job search. They’ve identified the organizations they’d potentially like to work for and are finding ways to connect with them: 82 percent of health care job seekers use a career site and 66 percent use social media to discover more information about an organization.

What this means for you: Health care candidates want to know if they’ll fit in with an organization before applying, and they’ll look to an organization’s career site and social media pages for clues. If they can’t find the answers they’re searching for, or if what they find doesn’t seem authentic, they may move on. That’s why it’s important to have a robust career site that gives candidates a taste of what it’s truly like to work at your organization, as well as an active presence on social media that provides a more transparent view of your company.

3. Health care candidates give you an “F” for responsiveness

According to the study, more than half of employers across all industries say they respond to less than half of the candidates who apply. It’s no wonder then that just 19 percent of health care candidates consider employers to be responsive throughout the application process.

What this means for you: If you’re already facing a lack of resources, the idea of responding to every candidate who applies can seem unrealistic. Yet if job seekers have a bad experience throughout the hiring process, it may dissuade them from applying again in the future or recommending your organization to their peers. By taking small steps to increase responsiveness, you can help build a network of talent that you can tap into down the line – and that will be happy to hear from you when you do.

4. Health care candidates are looking for more than just money

If a candidate has made it to the job offer phase and has had positive interactions along the way, they’ll be more enthusiastic about joining that organization, even if it means accepting a lower salary. The study found that 69 percent of health care candidates would compromise on salary for a good experience.

What this means for you: This finding further reinforces the importance of a strong employment brand, which is built from the moment the job seeker starts searching. By investing a little more to improve candidate experience throughout the hiring process, you could end up saving your organization money, while at the same time hiring workers who believe in your brand.

For more insights on candidate behavior, including customized data on specific job types such as nursing and allied health care, view the full 2015 Candidate Behavior Study.

Infographic: Today’s Job Search from Two Perspectives

May 25th, 2015 Comments off
Employers and job seekers see the job search process quite differently

For the most part, candidates and employers want the same thing. Yet there are still some ways in which they don’t quite see eye to eye in regards to expectations about the job search process.

And since it’s unlikely that every recruiter in America will wake up tomorrow in the body of a job seeker and every job seeker in the body of a recruiter, only able to revert back to their original bodies after learning a valuable lesson about seeing things from another person’s point of view, we’ll have to settle for the next best thing: comparing the perspectives of job seekers with the perspectives on employers based on the numbers.

Check out this infographic to see what job seekers and employers agree on when it comes to the job search process – and where they differ.

Candidate Behavior Infographic Final

Employer Brand: How to Remarket and Re-Engage Candidates

May 22nd, 2015 Comments off
One bright color smiling pencil among bunch of gray sad pencils

Last month, I bought three pairs of awesomely impractical shoes. Then I came home and found myself mindlessly surfing the Web and checking out a popular shoe site to see if there was anything else that might catch my interest.

Of course, I didn’t need any more shoes. The latest additions to my collection had just been carefully placed in their new home in my closet — not yet worn. But that’s never stopped me from looking at new shoes.

After a few minutes of searching online, I came across a glorious pair of electric blue pumps. Faux snakeskin. Four-inch heels. On sale. Intrigued, I clicked on the image to read the reviews from those who had purchased them.

My favorite shoes, ever.” “Stunning!” “I bought this shoe in every color!”

There was even a video of an employee unboxing the shoes, walking around in them, and talking about how comfortable they were.

I began to picture myself in the shoes. I was about to click on the ‘add to cart button’ when I snapped out of it. The practical voice in my head reminded me that I had just purchased several pairs of shoes. I closed the website and turned off the computer.

But the next day, those shoes began to pursue me. Whether I was reading an article on a news site, or scrolling through Facebook, a picture of those lovely blue pumps appeared in my sidebar practically begging me to come back and complete the purchase.

What does my shoe story have to do with your role as a talent advisor?

It is an accurate description of how candidates behave in the job search process, and how companies can (and should) continue to engage with those who have expressed some level of interest in their organization — even if they drop out of the application process at some point.

Similar to a searching for a product, job seekers come across job openings through a variety of methods, including referrals from their personal/professional networks and online searches.

Whether or not they are actively looking for a job, prospects may be pulled into the consideration process by a compelling job description, information about the work environment and company culture, and employee or customer testimonials.

However, that doesn’t mean that everyone who checks out your job postings will apply for a job or sign up for more information from your company on the first visit. Assuming that online job seeker behavior is similar to consumer behavior, most will not. But marketers know that consumers who have expressed an interest in a product or service have a higher probability of making a purchase than those who have not, so they invest money in remarketing and re-engaging with potential customers who have completed some portion of the buying process – which is why the blue shoes haunted me.

As talent advisors, we must think like marketers when recruiting talent into our organizations.

Whether we spend recruitment advertising dollars on retargeting campaigns or use social media, personal interaction, or email marketing to keep our employer brand and employment opportunities top-of-mind with prospects, we need to look at the talent acquisition process as a long game. The more we engage with our potential customers (candidates), the more we increase the chances of a conversion.

Ultimately, I did buy the amazing blue shoes because the remarketing efforts kept reminding me that my life was not complete without them.

There are likely some great candidates out there who previously dropped out of your application process at some point. Either the time wasn’t right, or they weren’t convinced it was the right opportunity for them. How can you learn from the best consumer marketing practices and show them what they’re missing?

6 Must-Knows for a Better Candidate Experience

May 21st, 2015 Comments off
Check out these 6 tips to a better candidate experience based on the 2015 Candidate Behavior Study by CareerBuilder and Inavero

We’ve talked before about how devastating ignoring candidates can be to your business — and guess what? The rules haven’t changed. If anything, as technology continues to be more and more intertwined in job seekers’ personal and professional existence and as their expectations of employers get higher, it’s all the more vital that you as an employer learn how to communicate with the people who want to work for you.

Or, you know, don’t — but don’t say we didn’t warn you…

Candidates are your customers

The experiences candidates have throughout the application process can make or break their impression of a company, as a new CareerBuilder study shows. Not only may candidates be so turned off by a bad experience that they’ll opt out of applying — they may also choose to stop being your customer (and may tell others to do the same).

The 2015 Candidate Behavior study, conducted by Inavero on behalf of CareerBuilder, surveyed more than 5,000 workers and 2,000 hiring decision makers about the hiring experience. The study sheds light on the differences between what candidates expect from potential employers during the job application process — and what employers actually deliver.

Did I mention those differences are quite vast?

So what do you need to know right now about the candidate experience to help you better meet their expectations and get more great people applying to — and happy with — your company?

1. Candidate experience can impact your bottom line.

Though 82 percent of employers think there’s little to no negative impact on their company when a candidate has a bad experience, 58 percent of candidates are actually less likely to buy from a company if they don’t get a response to their application.

Conversely, 69 percent of candidates are more likely to buy from a company if they’re treated with respect throughout the application process.

Money talks: Check out these three key ways to get your execs to care about the candidate experience.

2. You need to use data to really connect with candidates.

Even though candidates consult up to 18 resources throughout their job search — including job boards, social networking sites, search engines and online referrals — 58 percent of employers don’t use tracking or coding technology to learn where their candidates are coming from. Consequently, they may be missing opportunities to connect with candidates where they are actually searching.

Can you put a number to it? Find out more about using data to connect with your candidates

3. Candidates prefer bad news over none at all.

For some candidates, the myth of the infamous application “black hole” is all too real. Fifty-two percent of employers say they respond to less than half of the candidates who apply, which is problematic: Not only do most candidates expect an automated reply that acknowledges their application, the majority (84 percent) also expect a personal email response (even if the news is negative).

What does “candidate relationship management” really mean? 

4. Ongoing communication is critical for candidates.

When it comes to candidate communication, many employers are falling way short. Even though 41 percent of candidates expect to be notified post-interview if they weren’t chosen for the job, 73 percent of candidates who interviewed with companies said they were never given an explanation of why they didn’t get the job.

Read more about why unresponsive HR has got to go.  

5. Candidates want you to be personal and simple.

When it comes to keeping candidates engaged and interested in their opportunities, a company’s application process can be its own worst enemy. Forty percent of candidates feel the application process has become more difficult in the last five years. Of those, 57 percent complain the process is too automated and lacks personalization.

Get tips on getting human to personalize the candidate experience. 

6. Candidates may be willing to accept lower salaries.

As noted earlier, treating candidates well is good for the bottom line. More than 3 in 4 candidates (77 percent) are willing to accept a salary that is 5 percent lower than their expected offer if the employer created a great impression through the hiring process; even more (83 percent) would do the same if the company had a reputation as a great employer.

Want to improve your company’s rep? Make sure you’re avoiding these three pitfalls.

These findings underscore the importance of having a strong employment brand. Even so, 52 percent of employers do not have one, giving the other 48 percent a distinct edge when it comes to capturing in-demand candidates at competitive prices.


Get the rest of the story on how to improve your relationship with candidates: Join the Candidate Behavior webinar or download the full report.


May Twitter Video Chat: Candidate Behavior

May 18th, 2015 Comments off
April Twitter Video Chat: HR’s Role in Workforce Diversity

After the recession, employers held a lot of power in the jobs market. Today, that power has shifted. The competition for talented candidates has spiked and job seekers know it. In order to attract and recruit the best workers with the skills your company needs, you need a deeper understanding of candidates’ expectations and their experiences.


Our friendly team of talent advisors — Laurie Ruettimann, Jennifer McClureTim SackettSteve Browne, Neil Morrison, and special guest Rosemary Haefner — got together to discuss candidate experience in our monthly Talent Advisor Twitter video chat.


watch the twitter video chat 


>> Follow our amazing talent advisors on Twitter: @CBforEmployers @lruettimann @jennifermcclure @timsackett @sbrownehr @neilmorrison @haefner_r

We welcome all human resources professionals, recruiters and talent acquisition leaders to become part of the evolution! Sign up now to start getting Talent Advisor in your inbox.

Miss last month’s Talent Advisor Twitter chat? Here’s a recap so you can get up to speed. Join us for a brand new Twitter video chat at 12 p.m. Central on Tuesday, June 23. And follow us on Storify for regular updates.

Managing Candidate Behaviors During the War for Talent

May 15th, 2015 Comments off

Oh, snap. The war for talent is upon us, and candidate behavior feels confusing and tricky to manage. How do you attract talented job seekers and retain great people while being true to cultural and political changes in the broader environment?

Talent advisors are busy, but I believe that HR should never just open a Twitter account and expect people to apply for work. Recruiters shouldn’t be so absurdly picky about appearance and clothing, either. Unless there’s a bona fide reason to require your applicants and candidates to look a certain way, go easy on job seekers. And as much as you’re judging them, they are judging you.

My colleague Dr. Matthew Stollak says, “In a talent-driven economy, don’t expect to pay at or below market compensation and expect to draw top applicants.”

Dr. Stollak warns us not to ask silly or irreverent questions that have little to do with the job at hand. “Top talent has better things to do with their time. And usually the HR mantra is ‘hire slow, fire fast.’ However, in a talent-driven economy, top candidates will likely have multiple offers. Don’t take too long to act.”

Neil Morrison has keen advice about how to manage candidate behaviors in this employment market:

“Don’t make assumptions based on gut feeling and no data. Don’t make it hard to apply unless you want it to be hard to find good talent. And don’t forget ‘candidate experience’ means that talent advisors must work harder, not easier.”

Tim Sackett wants talent advisors to know something important: never let your process or a policy get in the way of hiring the best talent. Yes, you might set a precedent. That’s okay, someone has to do it.

He also said, “You should never keep it quiet that you have an opening. Some companies do silly things like ‘keep it under wraps’ that they lost their Director of Engineering. Shout it from the rooftops.”

Sackett also has one more piece of advice:

“Never hire a highly talented person who doesn’t want to work for your organization. The fit is king. A slightly less talented job seeker who loves working for you will work out better in the long run.”

Finally, Jennifer McClure weighed in with some great advice:

“HR should never forget about the top talent that currently works for their company and assume that they’re not looking. If you aren’t constantly re-recruiting your existing employees by addressing their career needs and aspirations, someone else will.”

She adds, “HR should never be responsible for holding up the recruiting or hiring process. Respond quickly, communicate promptly and keep the process moving forward. If hiring managers hold up the process, that’s another issue. Never let slow hiring/losing talent due to a long process be attributed to you.”

She wraps up her advice with this gem: “When you find a candidate who has the skills and experience, and if that person is a good fit, hire them. Don’t wait to see if something better comes along!”

Wise advice from our resident talent advisors on managing candidate behaviors while staying true to your role as human resources leaders and talent acquisition professionals.

How do you manage candidate behaviors? How do you manage your own behaviors? What advice for other talent advisors do you have?

How to Tap a Treasure Trove of Undervalued Talent

May 8th, 2015 Comments off

As the economy is picking up steam, there are nowadays only two unemployed workers per job opening. This means that the labor market is as tight as prior to the Great Recession. In this context, hiring new talent is getting harder and more expensive as you have to compete with other employers looking at the same people. Academic research by Lisa Kahn on the careers of college graduates reveals a surprising new tip to help you tap talent that other employers may neglect.

Students who graduate from college during a year with high unemployment have lower pay

The research compared the pay of new college graduates who graduated in years with high unemployment vs. years with lower unemployment, and found significantly lower pay for those who graduate during high unemployment times. For example, someone who graduated in 2009 when the unemployment rate was 10 percent would be making more than 20 percent less in their first year than someone who graduated in 2008 when the unemployment rate was 6 percent. There is no reason to believe that people who graduated in 2008 are any more talented than those who graduated in 2009: the 2008 graduates just lucked out by facing a better economic situation.

The impact of high unemployment on college graduates’ pay persists for at least 15 years

The impact of high unemployment on pay is not temporary but lasts for a long while: even 15 years after graduation, those who graduated during a high unemployment year tend to make less than those who graduated during a low unemployment year. Therefore, the bad luck of graduating in a bad year sticks with people for a long time.

Students who graduate from college during a year with high unemployment work in lower prestige occupations

Those who were unlucky to graduate during a high unemployment year not only make less but are less likely to be employed in high prestige occupations. For example, people who graduated in a bad year are less likely to be employed in managerial positions.

The lesson: hire people who graduated in years with high unemployment, and you will likely get a great deal

What does this all mean for employers? If you want to hire someone who is talented but has not been given a fair chance, take a closer look at applicants who graduated in the worst years of the recent recession, say 2009 to 2011. These people may seem less attractive to other employers because their resume shows less prestigious positions. However, if you consider that this happened because of bad luck and not a lack of talent, you will be able to hire a very competent but undervalued candidate. Furthermore, because people who graduated in a bad year tend to make lower salaries, such a hire will also cost you less. So, if you want to hire great talent for less, tap the treasure trove of those who graduated in 2009-2011.

Great Candidates Read Job Descriptions

May 8th, 2015 Comments off
3 must-haves for a great candidate experience

A San Diego-based technology company posted a job description on the internet, and it set the social media networks on fire. The advertisement is called, “Searching for 2 [bleeping] Great Developers.

It’s amply NSFW for most work environments, so click on the link on your personal mobile device.

The job description drops the F-bomb over a dozen times in an attempt to increase brand awareness, gain traction and find the right candidate for the right job. I wondered—Do great candidates even read job descriptions?


Conventional wisdom tells us that over half the workforce is always looking for a job. However, just because you have a job opening doesn’t mean that applicants and candidates are interested in your opportunity.

To develop a deep and comprehensive talent pool, you need a strategy that mimics some of the best consumer marketing strategies. Your company must have a brand and a presence in the global, national, local and online communities that matter. Your leadership team should be mixing and mingling with influential stewards of those communities to tell the organization’s story. And all marketing efforts should be tracked and measured to determine what’s working and what isn’t.


Job descriptions are the bane of our experience as talent advisors, but we know that succinct and compelling job descriptions are a part of an overarching sales and marketing campaign. Job descriptions help to attract the right type of candidates and can be used to nurture leads in new communities where you’re trying to develop a talent pool.

Want to coax a passive candidate into becoming an active candidate? Job descriptions can also be used to close the deal. At the moment that lingers between contemplation and action, you can create a fun, creative and fiercely impressive job description that moves someone from the “no” column to the “apply” column.


If your company offers what it says it offers—and most companies hope to offer transformational life experiences and best-in-class professional development programs—there is no reason you shouldn’t shout that from the mountaintop.

Transparency is the great differentiator for many job-seekers. Job descriptions that show the intricacies of culture—and quite possibly just how hard it is to get a job at that company—beat your boring, compliance-driven job descriptions any day of the week.


I mentioned the San Diego-based technology company in the opening of this article, and that job description works because it’s ruthlessly authentic. If you copied that job description, you would be dead in the water.

There’s no need to apologize for being a conservative brand with a specific set of values. If your company doesn’t allow dogs at work or requires its salesforce to wear very professional attire, don’t pretend otherwise.

Job descriptions can be excruciatingly awful documents, but smart talent advisors know when to drop the legal-eagle language and get real. Stop chasing talent around the globe and start thinking strategically. Your awesome career opportunities can come to life. You can create living, breathing documents that help candidates see themselves in your organization.

Great candidates read your job descriptions. It’s time to stop wasting that space and giving those talented candidates something to get excited about!

Active and Passive Candidates in Academia and Beyond

May 6th, 2015 Comments off

Unlike the picture of Dorian Gray hanging in the attic, the idea of a passive candidate as the answer to a difficult search continues to age well in the eyes of recruiters.

As Dr. John Sullivan suggests, however, calling them “passive candidates” is a bit of a misnomer. These individuals are not candidates since they haven’t applied and are not looking for a job. Further, they can hardly be described as “passive,” as they are strong performers on the job.

Nonetheless, these individuals often make the best hires. One can see why by exploring a common group of employees — Associate Professors. What makes a tenured professor a “passive candidate,” and a better one?

The tenure process is long and arduous. Those who succeed demonstrate strong performance, commitment, and engagement.

To become tenured and be promoted from assistant to associate professor, individuals invest four to seven years in trying to grab that brass ring. At my institution, candidates for promotion are evaluated on four criteria: quality of teaching, scholarship and professional activity, collegial service to the institution, and student advising, all under the auspices of serving the mission.

Unlike most non-academic settings where organizations simply award a promotion for excellent performance, professors must apply to a panel of their peers. The application essay may reach over 100 pages, with supporting documentation often exceeding one thousand pages. To earn promotion means you are a stellar performer, and unlikely to look elsewhere for what is likely to be little change in the job. Tenure and increased rank usually do not travel if you decide to look elsewhere, and most do not want to go through the grueling application process and resulting anxiety again.

Even with the problem of pay compression, most professors stick to their current organization. When granted promotion, those individuals continue to be engaged in their teaching, scholarship, and collegial service in order to build the vita for promotion to the rank of professor.  As a result, these individuals are going to remain committed to the organization while maintaining a high level of professionalism and dedicated activity.

However, there are caveats.

In academia, the search process can be defined as “hire slow, fire even slower.”

The search for a tenure-track position at a college or university begins as early as 15 months ahead of the actual hire date.  If we wanted to hire someone to begin in the Fall semester of 2016, our job posting would likely go out sometime in June 2015.  It is the nature of the academic calendar, as Fall 2015 classes are already in motion, and it is rare for someone to leave an institution mid-semester or mid-year. Given the long time frame, enough active candidates typically appear; those who may be starting out their academic career, or those looking to switch jobs due to a bad fit at their current institution.

Once a hire is made, those individuals are given two to three years to determine if they are making progress toward promotion. Even if the promotion is a 50/50 proposition, individuals may be retained until the tenure process is complete. If someone is denied tenure after six or seven years, they are usually given a terminal contract for a year to give them time to become an active candidate.

There is little to gain from poaching passive candidates for most colleges and universities.

While they may be excellent performers, a big hiring splash has a limited impact. Alumnae will not donate significantly more for hiring a “name” professor. It doesn’t increase enrollment (and most professors do not want larger class sizes). There is little marginal revenue gain for the institution to match what it might cost to hire the experienced professor. In an environment where the availability of tenure-track positions continue to shrink, and states such as Wisconsin are cutting $300 million from their higher education budget, unless the individual has significant and portable grant money, it may not pay to approach a particular passive candidate.

So, what do talent advisors know, or could learn from, the academic approach to passive candidates?

To align talent acquisition with business goals, understand the trade-offs that may occur when pursuing passive candidates.  Attracting already excellent performers from other organizations may fill a particular talent need, but it may come at a price. Advocating for and developing your employees may be the best way to attract candidates.

We’ve already seen that younger workers want to work for an organization that invests in them.  Perhaps the best passive candidates are ones that are already part of your organization.

What Does Candidate Relationship Management Actually Mean?

May 4th, 2015 Comments off
Happy Business Teamwork

I recently bought a new car. During the sales cycle, I visited the dealer’s website. I inquired about an individual vehicle on the website, and you can imagine what happened next.

A mountain of communication came down upon me over the next few weeks. I was inundated with email, snail mail, and phone calls. I was somewhat shocked I didn’t get someone knocking on my door, “Hey, we were just in the neighborhood driving this new car and thought you might want to take a quick look!?”

I bought the car, but the follow-up didn’t stop. I received more communications about how I liked my new car, how I liked the dealership, and things I could buy to enhance my car. I also received special offers on how I could get my friends and family discounts by just referring them.

What I just described to you? That’s CRM.

If you are in the talent acquisition function, CRM is the new acronym that has taken over the industry during the past couple of years. CRM stands for Customer Relationship Management, but the recruiting/tech industry turned CRM into “candidate relationship management.”

In reality, it’s the same thing. Recruiting is a sales cycle.

In recruiting, just like sales, we have a target audience. In sales, we sell a product or service. In recruiting, we sell an opportunity to come work for our organization. CRM is a system that keeps you in contact with someone who is a possible target for a sales opportunity.

In talent acquisition, a candidate relationship management system helps you find, build and keep relationships alive with potential candidates whom you might want to hire now and into the future. Just like selling a car, you can turn a dial and choose how aggressive your CRM process is, or how laid back.

The great part is that CRM allows you to both personalize and automate most of your communication. It looks and feels like you are pursuing candidates, when in reality, it is almost all being done by the CRM system.

The best CRM software will transform your talent acquisition department to be one of the best in your industry. Even the worst system will put you in the top 10% because nobody is taking full advantage of this software’s robust features.

CRM allows you to offer concierge-like services to candidates in your ATS. Have 500 applicants for a job? A strong CRM tool will tell you which ones clicked through to your site and looked around. What pages did they go to? How long did they stay? Which ones should we reach out to with a follow-up message, or maybe even a call?

The answers are in the system.

It will also tell you which candidates are already in the process of interviewing. It is helpful so you don’t accidentally send a ‘hey we like you’ message and look like an idiot! The system also will keep periodic contact with candidates, keeping them warm for you when you need to pull the string and have a hiring need.

Candidate relationship management technologies allow you to reach and keep in contact with applicants and potential candidates for your organization — all without you having to do much of anything but turn it on.

Most ATS vendors try to make you believe they do CRM, but most don’t. It’s worth your time to check out a real CRM tool and see the difference. For talent advisors, a simple demo is key. I believe the education will be invaluable to your development!

More than 3 in 5 Workers Choose Not to Access Wellness Benefits

May 4th, 2015 Comments off
More than 3 in 5 Workers Choose Not to Access Wellness Benefits

More than 1 in 4 U.S. workers (27 percent) have access to employer sponsored wellness benefits, including onsite workout facilities and gym passes, but 63 percent of this group does not take advantage of them, according to a new CareerBuilder survey.

But in order to be fully engaged and productive, employees need to pay attention to their health and wellness — and, as employers, you can help.

Of the employees surveyed, a majority (56 percent) pointed to sedentary behavior as the main culprit they felt contributed to their weight gain at their current job. On the other hand, workers who say they’ve lost weight at their current job tend to exercise more and take advantage of their employers’ wellness benefits.

What does this mean for you?

Offering robust wellness benefits can give you a competitive advantage when extending job offers to candidates. If you can effectively communicate the value of the benefits you offer, you can use this as a key selling point to land in-demand candidates.

As Rosemary Haefner, chief human resources officer at CareerBuilder, says:

There’s a clear incentive to make wellness and work-life balance a focus of organizational culture, and we’re encouraged to see many companies making them a priority year-after-year.

Are you?

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Lifting the Veil on Candidate Behaviors

May 1st, 2015 Comments off
recruiting top tech talent

The month of May is busy for most talent advisors across North America. We begin with high hopes of wrapping up talent reviews and filling our remaining open requisitions. We end the month by jockeying for face time with executives who have compressed calendars due to Memorial Day vacation plans.

Even if your schedule is a little crazy, you should begin thinking about your upcoming staffing challenges for the third quarter.

When you post a job requisition, do you know the key items that can positively influence someone to apply? Do you know who clicks through from a job posting to your website? Do you know why? A candidate relationship management system can help you understand some of those questions, and in the month of May, our CareerBuilder talent advisors will explain the nuances of that technology.

Do you struggle to receive high-quality job applicants, or do you make broad and sweeping assumptions about the level of applicants who apply for your jobs? This month, our talent advisors will examine the push and pull between active and passive candidates. Which one is better? What are the myths and truths behind why people look for work and choose your brand?

Have you been trying to tell your marketing team that your employer brand is broken or boring? Do you have ideas on how to reach potential candidates in a better way? This month, we’ll also explore how messaging impacts candidate behavior and how to re-engage job seekers who may have overlooked your company in the past.

Finally, we’ll be sharing data on the ROI of specific recruiting methodologies. What do best-in-class talent advisors do to explain the hiring process to applicants and candidates? When do you reach the point of over-saturating your candidates with communication? How much is too much, and when do you—as a talent advisor—reach the point of diminishing returns?

If you begin to ask yourself some key questions right now about your hiring process and the systems and technologies that support you, the summer might not be as hectic for you.

Maybe I’ll finally see you at the beach!

The Evolution of Staffing Firm Technology and Identity

April 15th, 2015 Comments off

An interview with Andrea Edwards, vice president of marketing and communication at Staffmark

Resumes used to come on paper that had been through a typewriter. Then there were job boards. And now?

In the past 20 years, staffing firms have undergone drastic changes to keep up with technology and the evolving workforce—and it hasn’t been easy. In an interview with Andrea Edwards, vice president of marketing and communication at Staffmark, CareerBuilder asked the secret to client satisfaction (something they have recently been awarded for), how to work for both clients and candidates, and what technology has been crucial to keeping up with the competition. Here’s what Edwards had to share.

Marketing yourself for clients and candidates

Internal marketing strategies are a hot topic at staffing firms: It’s no easy task appealing to both clients and candidates. How do you focus on each without losing site of the other? What approach do you take in defining your staffing firm brand?

For Staffmark, Edwards explains that the invitation to both clients and candidates is, “‘We want to be your partner.’ Staffmark’s promise to their clients is, ‘If you need people, we want to partner with you to find you the best people.’ The promise to applicants is similar: ‘If you need a job, we want to partner with you to help you find the best job.’ While that’s communicated differently to clients and candidates, the overall message is that Staffmark is there to help.”

Making a positive impression is essential, as often, the largest driver of referrals is making a memorable connection with those you’re helping. Crowd-sourcing is a game changer for everyone. “When is the last time you booked a hotel without reading reviews online? It’s the same for staffing firms. People are checking you out online before working with you so it’s important that you engage with people in a way that makes them want to share their positive experiences with others.”

Keeping up with demand and anticipating needs

Prioritizing satisfaction is something Staffmark does well— this is their fourth year in a row to win Inavero’s Best of Staffing award for client satisfaction. To what do they owe some of their success? Balancing both sides of their customer base. “The best staffing firms are the ones that really have the balance and can see that both groups—clients and candidates—are equally as important and can cater to each set’s unique needs and preferences,” Edwards says.

The best practices to recognize the needs and preferences of client and candidate needs have evolved just as much as the staffing industry itself over the past twenty years—and both Edwards and CareerBuilder have been here to see that evolution. Edwards has more than two decades of industry experience, and has a key focus on website and mobile branding for their two audiences. “When job boards first appeared many years ago, a lot of people didn’t embrace them because they thought their candidates weren’t there. The same thing happened when mobile presence emerged. Today, 50 percent of people are connecting with you and applying on a mobile device so you have to adjust. People don’t have time to read two pages of copy—you need to get to the point.

“On a parallel path—there is an increased expectation from clients and candidates that their firm is going to look out for them. They may prefer you stay in touch electronically, but they want it to be meaningful and personal. And they want a variety of ways to connect with you. That’s one of the things we really like about Talent Network. It allows us to reach out to passive job seekers and then engage in communication when they are ready.”

Getting the most out of software solutions

CareerBuilder’s own role in developing talent pipelines and moving staffing technology forward has been a component of Staffmark’s success in connecting with clients. “We put your engine in our car and it was a much higher performance engine,” Edwards says, referring to using CareerBuilder’s job search engine to power their job listings. “We also launched a new job search app for candidates. They can download to their phone, and they can apply in two touches if they are already registered with Staffmark. The whole point is to make it quick and easy for them to work with us.”

Before using some of CareerBuilder’s products, Edwards said that, “The challenge was, how can we interact with and start dialogue with those currently working but not loving their jobs? There was a big, untapped audience of passive job candidates that was very challenging to reach—and Talent Network allowed us to connect. People only have to supply a little information in order to join.”

Staffmark found three direct benefits from using CareerBuilder’s Talent Network product:

  1. Increased applicant volume
    “It definitely gave us an entirely new pool of more passive candidates. And in our branch offices they are so busy—the increased applicant flow and a new recruiting tool overall” were beneficial.
  2. More ability to find qualified candidates
    “We are very happy with it; it’s hard to find new recruiting sources.”
  3. Higher brand exposure and opportunity
    “More visitors to our website and the CareerSite. Our team saves time because they can post on both in one. You made it easier for people to find and access our jobs.”

The only way to maximize your organization’s time and resources is to ensure you are choosing the best software solutions to their full potential. Focus on the challenges your staffing firm has and the technology and resources available to answer those needs will be a key factor in the success of your firm.

Do pay comparisons hinder your capacity to hire talent?

April 15th, 2015 Comments off
Offer of employment

Will a candidate accept your job offer? Compensation is obviously an important element that makes your job offer attractive. What is perhaps less obvious is that candidates tend to compare the compensation you offer to other reference points. In particular, they may compare it to other people’s compensation or to their own compensation in similar jobs.

Newly published experimental research (Bracha, Gneezy, and Loewenstein, 2015, http://www.jstor.org/stable/full/10.1086/678494) shows that such pay comparisons affect workers’ propensity to take on a job, and offers insights about how to increase your chances of getting the talent you want.

Candidates are less likely to take on a job when compensation compares unfavorably to compensation they received in another job

One of the clearest reference points in most candidates’ minds will be their own recent compensation. If the candidate was previously working in a job where they had higher compensation than what you are offering, this could make them hesitant to take your job. This is the case even if the compensation level you offer is reasonable by industry standards. But people have a psychological tendency to use reference points, and most people really dislike the idea of earning less than what they were making before.

Candidates are less likely to take on a job when compensation compares unfavorably to compensation received by other people

Another point of reference that is likely to influence a candidate’s decision is how If candidates are aware that others were offered a higher compensation for a similar position, this will lower their willingness to take on your job offer. This is particularly true for men, and to a much lesser extent for women.

Offering a good rationale for lower compensation improves your chances of hiring

So, if a candidate complains that your compensation is too low, what can you do? There’s the obvious answer of offering a higher salary, but in many cases that’s simply not an option. Luckily, the research suggests that providing some justification for why you are offering a lower compensation can wipe away much of a candidate’s negative impression.

While you may not always be able to match every candidate’s salary expectations, if you come prepared with a solid rationale for the compensation you are offering, you’ve always got a shot at securing the best talent.

3 Ways to Leave the Employer Branding Up to Your Employees

April 14th, 2015 Comments off
Employer branding

By Kelly Robinson, founder and CEO of Broadbean Technology

Tim Sackett (@TimSackett) brought up a great point about employer branding in his post, “How Fake is Your Employer Brand.” Tim said:

I think most employment brands are completely fake. The reason I feel this way is because HR and executives approve the messaging. We, HR and executives, are the last people who really know what our employment brand truly is.

Is Tim correct? Well, it depends on who you ask – 36 percent of HR departments manage the employer brand. If you ask HR, execs and marketers who have worked so hard to build out employer branding strategies and campaigns, you’re probably going to get a little bit of backfire. However, if you ask an employee who was completely duped by his or her employer’s branding facade then you’ll find some agreement.

How do we get HR, execs and marketers to be more transparent with their employer branding initiatives? Well, let’s try leaving the branding up to the employees (with a little bit of HR’s direction and marketing’s creativity).

Here are three ways to cut the BS on your employer branding strategy and ensure that your company is honestly represented to job seekers.

  1. Forget the staged, produced video interviews with employees.

Encourage employees to document glimpses of what a typical day in the life would be like at your company and find a way to creatively portray it. Use these videos to show what it’s really like around the office instead of using staged, produced videos … what a snooze.

What do job seekers really want to see? Well, 29 percent of job seekers believe employers don’t do a good enough job reinforcing why their company is a good place to work. One of the best ways to show how your company is a good place to work is through honest, raw footage of your employees in their day-to-day activity. Is Sue always in a good mood and loves to give compliments? Show it. Does Jeff hold the door open for anyone and everyone? Show it. Is Melissa always putting together little contests in the office? Show it, because there are no rules. While these are small acts within your organization, they are what job seekers want to see.

  1. Create specific social accounts that are strictly for employees to use.

Allow them to upload pictures from around the office, team meetings, lunch outings and events that highlight the unique makeup of your workforce. Tumblr and Instagram, photo sharing sites, are growing faster than Facebook, LinkedIn and Twitter. Tumblr is seeing a 120 percent increase in active users, while Instagram is seeing a 64 percent increase. It’s the perfect time to jump on these social networks and show off your employees’ crazy, but hardworking sides.

  1. The employer brand isn’t bound by office walls.

Eighty-eight percent of Millennials want a better work-life balance, so why not show how your employees do just that. Like it was mentioned in No. 1; there are no rules. Start an initiative within your company to find unique stories about the people that make up your workforce. What do they do in their free time? Are they painters? Do they play on a sports team? Have they overcome an enormous obstacle? What differentiates them from the rest of their team and how do they all come together to build an amazing workplace? Job seekers want to see that these employees on your career pages are real people, not actors for your employer branding marketing strategy.

It’s been determined that 2 out of 3 candidates will accept a lower salary if the company gives off a good employer brand. In the candidate-centric recruiting landscape we are in today, employers are fighting for candidates’ attention. Job seekers see through staged initiatives, so instead of being like everyone else… try showing off your brand in a completely genuine way.

This article originally appeared on Broadbean.com.


Kelly Robinson is the founder and CEO of Broadbean Technology, a sourcing and recruitment technology company. Broadbean Technology has created a strong global presence with offices in the US, Europe and Australia The company remains true to the core fundamentals of its inception: “Keep it light and fun while getting the job done!” Kelly writes about leadership and culture, as well as reducing friction in the candidate experience.


April 6th, 2015 Comments off

The U.S. workforce has seen a dramatic shift in age since 2001. According to a special report from CareerBuilder, at the turn of the century, 5.2 million jobs were held by workers ages 14-18. By 2014, that number dropped 33% to 3.5 million. Meanwhile, jobs held by workers ages 55 and older have grown by 40%, from 20.6 million to 28.9 million. 210 occupations are made up of at least 25 percent 55+ year-old workers compared to just 86 occupations in 2001.

One factor behind the drop in teen employment is that a many of the jobs once commonly held by teenagers are now being filled by workers in their 20’s and mid-30’s. Faced with a challenging market, 22-34 year olds have taken on an increased percent share of jobs like bicycle repairers (7.5 percent growth), fast food cooks (5.1 percent growth), cashiers (4.7 percent growth), dishwashers (3.7 percent growth), and hosts and hostesses (5.2 percent growth).


The main concern raised by the aging workforce is whether there will be enough talent to fill the vacated jobs as workers begin retiring, and where that talent will come from. Employers need to begin considering succession plans, setting up talent pipelines, and investing in skill development and training for younger workers to help the younger, less experienced workforce prepare to fill their predecessors shoes.

To learn more about diversity in today’s workforce,


How to Build an All-Star Talent Strategy

April 1st, 2015 Comments off

With droves of Americans hunting for work and plenty of business owners seeking the right workers, you’d think companies would have an easier time finding talent. However, the problem frequently isn’t lack of talent or lack of initiative, it’s the lack of a solid talent strategy—the game plan for acquiring and keeping the workers that create success.

A good talent strategy is often the difference between companies that lead and companies that lag. But for busy companies, stopping to build a talent strategy is a bit like stopping to change the tires when you should be going 75 mph. So if you need a talent strategy but can’t afford to pull over for two years, here are some simple steps to get you started.

You first need to have an understanding of the following talent pools: 1) the currently employed; 2) the unemployed or underemployed; 3) students in the postsecondary system. Sound daunting? Thanks to labor market data, it doesn’t have to be. If you know how to analyze workforce data (and what to look for), you can quickly and easily study all three talent pools and make stronger long-term (strategic) and short-term (tactical) decisions.

US federal and state governments collect huge amounts of labor market information that is useful for a basic understanding of the following:

  1. What people are doing – their occupations, wages, and skills, plus the industries they work in.
  2. Who they are – data on graduates by institution, as well as the age, gender, ethnicity, and education level of the current workforce
  3. How this can help or hurt you – Where is the talent, geographically? Are prospects likely to move to your area? Are other industries competing for the same talent?

Here’s a hypothetical situation that illustrates how you can use labor market data to examine the three talent pools at six different levels.

1. Communicating expectations with hiring managers

You have a consulting business in Charlotte, North Carolina, that produces custom computer programing and web design services. You need more graphic designers and you’re willing to pay $18 per hour, and the data shows obvious demand for graphic designers, but it also tells you that median earnings are almost $22 per hour. This means you won’t find too many people willing to work for $18.

2. Prioritizing recruiting efforts

You look for a region with more favorable conditions and larger talent pools and you find Baltimore. Here, graphic designers have declined by 8 percent since 2010, which means you’ll probably find designers either unemployed or else working in different fields by necessity, who would like to return to their forte. Since Charlotte isn’t that far away, the idea of relocating isn’t far-fetched.

3. Site selection and optimization

The competition for talent in Charlotte is getting too steep and your business needs to move. You discover that employment has declined in Virginia Beach, Washington, D.C., and Central Ohio, which means these could be good metros for your new site.

4. Diversity recruiting

Your major, multi-year project with the federal government requires a more racially diverse workforce, so you decide to recruit in D.C., where over 1,500 graphic designers (nearly 23 percent of all designers in the area) qualify as diverse.

5. Understanding industry competition

You decide to move your search for graphic designers to D.C. and you pay attention to the top five industries that employ graphic designers and might be after the same talent: graphic design services (employing 12 percent of all graphic designers), interior design services (9.5 percent), computer system design services (5.5 percent), public relations agencies (5.3 percent), and administrative management (5 percent). You also keep an eye on the industries in Charlotte that could compete for your graphic designers after you get them.

6. Recruiting college graduates

You need to discover the regional schools that graduate the most graphic designers so you can establish relationships to make sure those students know about your business. You focus on North Carolina State University in Raleigh and the Art Institutes in Charlotte, the clear leaders in the state.


Remember that a talent strategy is all about doing what it takes to make a successful company. It’s worth the time and analysis you invest.

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Missed our first two posts in this series? Check out “3 Must-Haves for The Ultimate Candidate Experience” and “5 Factors to Rethink in a Candidate-Centric World” now to find out what candidates really want from potential employers.