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38 Percent of Employers Have Increased Educational Requirements

March 20th, 2017 Comments off
educational requirements

Have you been thinking about increasing the educational requirements needed for jobs at your company?

If your answer is yes, you’re joined by over a third of today’s employers. According to a new CareerBuilder survey, 38 percent of hiring managers have increased educational requirements over the last five years. Thirty-three percent are hiring more workers with master’s degrees for positions that had been primarily held by those with four-year degrees, and 41 percent are hiring employees with college degrees for positions that had been primarily held by those with high-school degrees.

Why Raise Requirements?
Of the 2,605 hiring and human resource managers surveyed, those who increased educational requirements have noticed a positive effect across the board, in many critical areas:

  • Higher quality work: 61 percent
  • Productivity: 51 percent
  • Communication: 45 percent
  • Innovation/idea generation: 41 percent
  • Employee retention: 33 percent
  • Revenue: 26 percent
  • Customer loyalty: 24 percent

 

What Does This Mean For You?
Unsure about whether you should help your workforce reach these increased education requirements? About half of employers (51 percent) plan to provide more online, competency-based learning opportunities to their employees in 2017. Forty-one percent of employers are sending current employees back to school to get advanced degrees – with 14 percent fully funding the degree, and 22 percent funding it partially.

Investing in your employees’ education means investing in your business. Providing training to upskill current employees and helping employees go back to school to get their degree or certification can help improve your company’s bottom line.

Learn about inexpensive ways to fund employee training and education here.

5 Things to Remember When Utilizing Data in Health Care Hiring

March 14th, 2017 Comments off
health care hiring

The health care industry is experiencing phenomenal growth, and with growth comes a demand for more talent. According to the 2017 CareerBuilder Health Care Talent Brief, 38 percent of health care industry professionals expect job demand to continue to outpace overall supply.

“Competition to fill these spots is fierce, especially in small, rural markets,” says Bobbi Hicks, President of Akeso Talent Engagement. The correct use of data in your hiring strategy can provide an advantage without incurring the high costs of a recruitment service.

1. Invest in tools that pull real-time data.

“Decision makers respond to facts and data. That said, it’s important to invest in tools that can provide you with a real-time snapshot of the market that you support,” Hicks says. “We regularly use paid recruiting tools like job boards, Supply & Demand, compensation portals, and social media sites to scope out our competitors and better predict salary ranges and time to fill.”

2. Pull compensation data more often.

Most health care companies pull compensation data once or twice a year. That’s not nearly enough, says Hicks. Pay rates change frequently due to high competition. Your staff likely picks up extra shifts at competing hospitals, so they know firsthand what the competitor is offering.

“You don’t want to risk training your leaders for another facility, because you didn’t compensate them correctly on the front end,” says Hicks.

Stay ahead of the curve by pulling compensation data quarterly.

3. Utilize Supply & Demand data to address the talent deficit.

“If you’re not utilizing Supply & Demand data, then you should be,” says Hicks. By tracking the number of nurses and therapists coming onto the market, you can locate where the talent deficit is, project how substantial it will be, and adjust your hiring strategy accordingly.

4. Include “NOT” statements in Boolean searches.

Boolean search is a helpful way to source candidates faster, but most researchers only utilize “and” and “or” statements. Including “not” statements allows you to exclude terms and narrow results. For example, “pharmaceutical and not sales” would yield candidates who have “pharmaceutical” in their resume, but exclude those with “sales.”

5. Don’t forget about culture.

Competitive compensation and large sign-on bonuses only go so far when attracting and retaining talented employees. You should strive to create a positive culture that values both the employee and patient experience.

“A $15,000 sign-on bonus puts up a red flag,” says Hicks. “Whenever I see that I think: ‘What’s going on over there that makes such a sizable bonus necessary to attract employees?’”

Proper onboarding — and off-boarding — can go a long way toward improving the employee experience and retaining top talent. Many times employees will leave to develop their skill sets elsewhere, but return seeking more senior positions. Ending the working relationship in a professional manner increases the likelihood that a talented employee will come back.

Put insight into action: Learn more about how to use data in health care hiring right now.

GM Leader Shares Semantic Search Secrets to Up Your Talent Sourcing Game

February 28th, 2017 Comments off
GM Exec Shares Semantic Search Secrets to Up Your Talent Sourcing Game

A critical part of a winning recruitment strategy is being able to proactively source the right candidates at the right time. Do you or your team use semantic search or resume parsing techniques today as part of your talent sourcing efforts, or are you planning to in the near future? What should you know about and expect from semantic search efforts?

Get semantic search secrets from a pro. We asked Will Maurer, global sourcing manager at General Motors, for his insights.

CB: What is your perception of semantic search within recruiting today?

WM: I have observed a major increase in the implementation of semantic search technology within our industry. Of course it was initially greeted with a number of questions and a certain level of skepticism. As I grew to understand the methodology behind semantic search it really started to make sense.

For years, recruiting and sourcing professionals have relied on complex Boolean searches in order to extract information from databases and the open web. It only makes sense that at some point technological advancement would intervene and make this process simpler for the user.

While I think a lot of folks still have questions around the methodology, there is little doubt that semantic search can be a big time saver. This becomes increasingly important in a corporate recruiting function, where people are balancing a number of responsibilities and may not have the time to generate a number of complex search strings.

CB: Where do you see semantic search impacting recruitment in the future?

WM: I see semantic search ultimately being a large time saver as well as a useful tool for those folks who may not be well versed in traditional search syntax.

Search strings, as we traditionally know them, can be cumbersome to someone breaking into the industry and anyone who has limited knowledge of the various facets of the skill set that they are trying to recruit for.

In this way, I see semantic search as a way to alleviate issues and ultimately get talent acquisition professionals to the types of the candidates that they’re looking for faster.

CB: How do you see semantic search and Boolean interacting?

WM: The interaction between semantic search and Boolean is an interesting topic to me, and it’s [a subject] I’ve heard a number of people take different stances on.

For me, personally, there is room for both in a proper sourcing strategy.

The fact that semantic search can identify a large number of the relevant keywords surrounding a concept or notion simplifies the process for a lot of people. Some would argue that you no longer have to do exhaustive research identifying alternate keywords and all of the different ways potential candidates can express similar ideas on their resume. While that can be valuable, I think there is always a place for Boolean in a precise and “deep dive” search.

I appreciate the fact that semantic search can help formulate searches by making certain assumptions for me, but I also believe that it’s not safe to assume. At times variations on keywords or concepts that are brought in by semantic search are not actually what I’m looking for. With that said, I do believe that as semantic search continues to evolve, the ability to manipulate the search and truly hone in will increase and may eliminate the need for traditional Boolean.

Simplify your resume search and find candidates faster with CareerBuilder Search.

How to Ensure Gender Diversity: Lessons From High-Tech Firms

February 16th, 2017 Comments off
Gender diversity

A lot of job growth is coming from small- and medium-sized firms. How do these companies fill their jobs and ensure gender diversity in the process? Are women less likely to be hired in top jobs? My fellow economists Roberto Fernandez and Santiago Campero have looked at 441 small-and medium-sized high-tech firms that use the same applicant tracking system. Thanks to their data, the researchers were able to look at the applicant pool, who got interviewed, and who got hired.

The Good News: Unbiased Interview Process
Did high-tech firms discriminate against women when inviting candidates for an interview? They did not, and this was true for both external and internal job applicants. Even more remarkably, there was no discrimination against women in top jobs either: Female applicants had as much of a chance of being interviewed as male applicants for executive-level jobs.

Less Good News: Some Gender Disparity in Hiring
Even though they had cleared the interview hurdle, women were less likely to be offered the job. Overall, because of their difficulty in converting interviews into offers, women had only 86 percent as large a probability as men to be offered a job conditional on applying. Importantly, though, this gender discrepancy was NOT more pronounced in higher-level jobs, so it did not contribute to the glass ceiling.

Lesson: Encourage More Applicant Diversity
Researchers then asked: What would help most to crush the glass ceiling? Stopping interviewers’ potential bias against women or increasing the diversity of the applicant pool? They found that decreasing the potential bias among interviewers would not improve the situation. Indeed, 46 percent of entry-level job candidates are female, and only 28 percent of executive-level job candidates are female. This means that, even if interviewers were unbiased, they would be about half as likely to pick a woman for an executive-level job than for an entry level job. Instead, to ensure gender diversity, it may be useful to encourage more women to apply to high-level jobs. Because 73 percent of hires in these companies come from external sources, efforts to locate good potential candidates are especially useful.

Find out how to find the right candidates faster with CareerBuilder Search

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

Recruiting Through RightSkill: Q&A with President and CEO of Clinical Resources

January 20th, 2017 Comments off
RightSkill Q&A

Jennifer Scully understands the importance of having a strong recruiting team. As President and CEO of Atlanta-based executive staffing firm Clinical Resources, her company is charged with placing professionals in long-term care, skilled nursing facilities, assisted living facilities, hospitals and health care systems, nationwide.

Since their time and resources are dedicated to helping fill their clients’ talent gaps, when it came to filling their own recruiting vacancies, they needed some outside help. That is why Scully turned to RightSkill, a partnership between CareerBuilder and Capella Learning Solutions, that expands the talent pool by finding, developing, assessing and delivering job-ready candidates. Scully specifically utilized the RightSkill Recruiter Program, developed in collaboration with the American Staffing Association, to find entry-level recruiter candidates.

“They are taking some of the [candidate sourcing] off of us, which is huge, since my team needs to use their time to fill our clients’ needs,” Scully says. “We are focusing on what’s most important – placing nurses. I take it very seriously when we are unable to fill a position because it may impact people’s lives.”

We chatted with Scully to learn more about her experience with RightSkill and the importance of programs like these in helping to narrow the skills gap.

CB: Given the growing skills gap in the U.S., how important do you think it is for companies to invest in re-skilling and up-skilling workers?
JS:
I don’t think you can even describe how critical it is. There is a huge skills gap between potential and available candidates and what we need as an employer.

What we are finding is there is a void in good written, verbal and nonverbal communication skills; computer skills; as well as knowing how to work in a corporate environment, whether it is professional presentation skills, punctuality, attention to detail, commitment, growth, working as a team, being more efficient, or cultivating new ideas.

All of those skills are really important in a productive team, so it is critical that employers invest in our people, not only with role modeling, but also through the systems we operationalize.

CB: What drew you to RightSkill? What made you want to hire candidates from this program?
JS: We always struggle to find good recruiters and staffing coordinators, and we are not alone with this challenge. I think the fact that CareerBuilder has recognized what their customers need – that their biggest need right now is for internal talent to service their clients – the fact that they have recognized this … is remarkable! [The RightSkill program] is very intuitive on the part of CareerBuilder and Capella Learning Solutions; I think it shows how progressive they are, how proactive they are, and how they really partner with their clients in so many ways. They truly look at their clients and say, ‘What can we do to help you?’ That to me is really outstanding – I tell everyone about it.

Once we heard about the program, we decided to engage. They have done a great job in submitting candidates to us. We have already hired two candidates from the program, and they are doing well!

They also do a good job at the initial screening. The best part of working with the folks at RightSkill is that they’ve been very open and responsive to suggestions on how to do things differently and better.  They are also meticulous in their follow up.

They have the candidates complete the program before they present them to us. We are open to hiring people that have never worked in staffing and recruiting. The program they go through really entices them to see that it is a career – it is not a job – and it really gives them a flavor of what that career can look like and how their own skills and attributes can be replicated into a career in staffing and recruiting.

So, for example, they may have a background in customer service, call centers, hospitality or retail, and they may be realizing for the first time that they have skills in their toolbox right now that can be transferred into a successful career in the recruiting and staffing industry – and that is what the RightSkill program does for them.

CB: How would you describe the performance of RightSkill workers on the job?
JS:
Both of them so far are doing really well. I think they came with job-ready interests, excitement and understanding that they would have a career, not a job. I think the fact that RightSkill introduces them to the expectations of the positions so they know going into it what is required and expected is a key to their success.

CB: When you see a candidate take the initiative to go through a program like RightSkill, what does that tell you about the person?
JS:
Anybody who is willing to invest in going through the program on their own time and taking the test – that tells me they have initiative and drive. That is admirable to me – I am looking for people with initiative, and taking the program shows me they have it.

CB: What do you like best about the RightSkill program? What surprised you?
JS:
What I like the best about the program is that it really helps people recognize and consider a career in the staffing and recruiting world … people are introduced to great options. There are thousands of talented individuals in this space and yet there are great opportunities for those who take the initiative and do better tomorrow than they are today.

CB: Describe the feeling you have as an employer when you can give someone a good job that enables them to provide for themselves and their families.
JS:
You know you are making a difference. They join us, work with a great team, have fun, and we watch them grow. Their personal lives improve and you see it happening. It plain feels good!

CB: Would you recommend RightSkill to other businesses? Why?
JS:
I frequently recommend RightSkill to others. At industry conferences, the common thread everyone is challenged with is finding and keeping high-performing recruiters. Every company would use it; I just know they would!

Jennifer Scully is President and CEO of Clinical Resources, LLC, a JCAHO Accredited health care staffing company and executive search firm, specializing in the senior care market. Operating nationwide, Clinical Resources places experienced nurses and health care professionals in permanent and interim positions in LTACH’s, skilled nursing, assisted living facilities and affiliate organizations. Scully launched Clinical Resources in 2007 to address the critical shortage of nurses and other health care professionals through a unique talent management approach to meet the need for qualified personnel in health care settings nationwide. She is committed to recognizing and supporting nurses and the nursing profession through her efforts to encourage “back to work” opportunities for nurses and other health care professionals. Clinical Resources’ many achievements include receiving the Best of Talent and Best of Client Award in 2016 and 2017, two years in a row, an INC 500/5000 Fastest Growing Privately Held U.S. company for seven consecutive years as well as a SIA Fastest Growing Healthcare Staffing Firm for two years.

Learn more about the RightSkill program now.  
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Boolean Search Secrets to Make You More Effective

January 11th, 2017 Comments off
Boolean Search Secrets to Make You More Effective

If you’ve been in the HR space as long as I have, you know the hardest part of recruiting used to be knowing how to find the people you wanted to hire. Recruiters often played the role of detectives who used ruses and telephone networking techniques to lead them to the candidates they wanted to interact with. The technology is different today but the basics of HR are still the same.

How Recruiters’ Jobs Have Evolved

Until the mid-1990’s, Boolean logic — the foundation of Boolean search — was the exclusive province of librarians, lawyers and software developers. As the World Wide Web emerged, Boolean search came of age as one of the primary tools of recruiters around the world. Boolean search involves using specific logic and special ‘operators’ to dig deeper into search engines like Google.

Today recruiters have access to an abundance of information about prospective employees using the leading search engines. Finding what they’re looking for involves being able to be specific enough.

Tips and Tricks You Can Start Using Now

Boolean operators can be used to narrow, expand or refine the results of a search query:

• OR means that the search results should include either of two terms. i.e.,
MBA OR Masters of Business Administration
The search results will include either of the two terms but not necessarily both. You can make long strings of OR to make sure that a large range of terms are included.
• AND means that the search results should include both terms. i.e.,
Java AND C++
All search results will include both terms.
• NOT means that the following term should be excluded from search results. i.e.,
Java NOT C++
The search results will include the first term and will exclude results that contain the second term.

In addition to these core operators, Boolean includes powerful modifiers

• Quotation Marks “__“ mean that the search engine should treat the words inside of the quotation makes as a single search term. The search query “baseball player” returns documents with those two words together. Without the quotes, the search results contain documents with those words anywhere, not necessarily next to each other
• Parentheses (_____) are especially useful with long strings of OR queries. i.e.,
(Java OR C++ OR Ruby OR JavaScript)
• Asterisk * (or Wildcard) allows the search to contain the stem of a word. The search develop* would return results with any of the following words: develops, developer, developers, development, developments, developing

Connecting With Candidates Using Search

When this all began, more than 20 years ago, using search to solve problems was a novelty. Back then, the notion of Boolean search referred to the use of terms like OR, AND or NOT to increase the effectiveness of a query. In the intervening years, all search engines have added advanced search capabilities that include a variety of terms and symbols to expand the effectiveness of the user.

Each database that you use to discover candidates will have some advanced search capabilities. They might include:

• Date ranges so that you can search only documents that emerged in the last month, last year or in a specific time frame.
• Document types so that you can specify PDF, doc, docx, xls or ppt for example. Search results will only contain these types of files.
• Specific domains: This modifier forces the search to only look at a specific domain. This is useful to search competitor websites.

Developing strong skills in search techniques makes the difference in the quality of recruiting results. The more a recruiter can unearth results from easily available sources, the more valuable he or she is to the organization. Boolean search techniques matter because they provide a competitive differentiation.

Are you doing what it takes to stand out from the competition?

Want to become a pro in the fundamentals of Boolean search? Check out our guide to learn how sourcing masters use Boolean to tap into talent across the web. 

The Benefits of Algorithmic Candidate Recommendations

November 29th, 2016 Comments off
Algorithmic recommendations

Do you have a hard-to-fill job? Not enough qualified applicants? You could search through a candidate database. Or, even better, save yourself the work and rely on algorithmic candidate recommendations. This is the message from a newly published paper in the Journal of Labor Economics by my economist colleague John Horton, from New York University’s Stern business school.

Algorithmic recommendations can increase the job filling rate by 20 percent

John collaborated with the ODesk (now Upwork) online work platform to do some experimentation in 2011. Employers were randomly assigned to a control group (business as usual) and to a treatment group (algorithmic recommendation). Without the recommendation, employers can either look at candidates who applied to their jobs, or search candidates on the ODesk database. With the recommendation, employers got up to six candidate recommendations based on their job opening. Employers with technical jobs (e.g., web programming and mobile development) typically had a hard time filling their vacancies, but the job filling rate was 20 percent higher for those who saw candidate recommendations.

Interestingly, candidate recommendations did not dissuade employers from hiring other non-recommended workers. This shows that candidate recommendations were not duplicating employer efforts, but were a real value added to employers.

Algorithmic recommendations are especially effective for jobs with few applicants

It is interesting that, in the ODesk experiment, algorithmic recommendations only had an effect for technical jobs and not for nontechnical jobs. When digging deeper into the data, John found that part of the difference could be explained by the fact that nontechnical jobs already had plenty of applicants. It is for the hard-to-fill technical jobs that the algorithmic recommendations were more effective, increasing job filling rates.

Recommended candidates are as good as employer-sourced candidates

When comparing recommended candidates and those sourced by the employer themselves, John found that recommended candidates were just as skilled and performed just as well on the job. Therefore, employers can rely on algorithmic recommendation to do at least as good of a job as themselves when sourcing candidates. This is especially remarkable given that the recommendation algorithm used at the time of the experiment (2011) was quite simple, and more recent algorithms are much more sophisticated.

For example, CareerBuilder now has a Talentstream match product that uses advanced natural language processing techniques to match jobs with the most suitable candidates. The product is currently available to staffing companies and other companies that use the Bullhorn ATS. The search engine allows employers to search not only in their candidate database but also across other sources like LinkedIn. Furthermore, search can be refined by specifying the relative importance of different skill requirements.

In conclusion, if you regularly find yourself with hard-to-fill jobs, you could benefit from algorithmic candidate recommendations.

Get in touch with your sales representative to learn more.

 

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The Staffing Advantage Report: How to Get Your Staffing Firm to the Top

October 3rd, 2016 Comments off
The Staffing Advantage Report: How to Get Your Staffing Firm to the Top

Did you know that the average client works with three different staffing firms? The majority of them (59 percent) say it gives them better access to talent because if one firm can’t help them, they have other options, according to CareerBuilder and Inavero’s 2016 Staffing Advantage survey.

It’s safe to say the competition is fierce among staffing firms vying for business today.

That’s why CareerBuilder has partnered with Inavero to bring you exclusive market research and industry insights to help you go inside the minds of both candidates and clients to better understand the competitive staffing landscape.

The 2016 Staffing Advantage survey will also help you answer questions such as:

      • What are your competitors doing?
      • How can you outpace the best staffing firms out there?
      • How can you run your staffing firm the smartest way?
      • How can you win business?
      • How can you win over candidates?
      • How can you use technology as a competitive advantage?

 

Ready to find talent, win business and stay ahead of the competition? Download the Staffing Advantage Report now.

Candidate Sourcing Secrets From GM’s Global Sourcing Manager

September 21st, 2016 Comments off
Sourcing Secrets From General Motors' Global Sourcing Manager

Ever wonder if there’s a more time- and cost-efficient way to source and screen candidates? To answer these important questions, we spoke to one of the best in the business: Will Maurer, global sourcing manager at General Motors. He offered up some real-life examples and insights on how to expand your sourcing skill set, work more effectively with hiring managers, get the most out of your database — and take your sourcing strategy to the next level.

How can sourcers/recruiters work with hiring managers to more effectively deliver better candidates? 

There are many skills that are required and many techniques that can be leveraged in order to increase your effectiveness when working with a hiring manager. It all starts with cultivating a strong partnership. I emphasize the word “partnership” because I think it’s imperative that you are seen as a trusted advisor and not simply an order-taker.

In order to be viewed as a partner, you need to gain credibility. One of the things that can help immensely is ensuring you are prepared for the initial intake session. Simply bringing the job description and checking off some boxes won’t get it done. One of the ways that we achieve this is by acquiring labor market data as it relates to the role and then studying it so we are able to speak to it. It helps establish you as a subject matter expert, shows that you’re prepared, and stimulates higher-level strategic conversations.

As W. Edwards Deming said, ‘without data you’re just another person with an opinion.’ Data can be very impactful. It brings validity to your insights, which is crucial when setting expectations or establishing an overall strategy.

I think you also need to bring what are commonly referred to as “calibration resumes.” These are resumes that you have identified as possible prospects based on the job description. Walking through these resumes opens a discussion regarding the role, the team, and the requirements and will help you hone in what the hiring manager is looking for. Again, the focus is to gain credibility because the most important thing you can do to work effectively with hiring managers is to ask them to be part of the process. Our goal is to turn everyone in our organization into recruiters, especially our hiring managers.

Will Maurer, Global Sourcing Manager, General Motors

Will Maurer, Global Sourcing Manager, General Motors

When you think about it, hiring managers are probably best positioned to fill their own roles. They will typically have a robust network of people that operate in their field if they have been doing it a while. They also have the ability to tell their story and share how working for their current organization has impacted their career. This is very powerful when talking to a potential candidate. Don’t assume that hiring managers automatically know how important they are in the process. Educate them. You can help them tap into their network and establish their own unique value proposition. Once they understand how impactful they can be in the process and how important their contributions are in today’s market, they can be a phenomenal resource.

Once you have established that partnership, it’s also important to note that you can’t stop there. Communication, accessibility and follow-through are key in keeping that relationship strong.

As a sourcer, how can you get the most out of your database and the tools you have at your fingertips?

It’s important to understand not just the tools at your disposal on a surface level, but also the nuances of each tool. This includes features that have been developed to improve your overall efficiency and effectiveness. We have created a scorecard to evaluate our various sourcing tools. Naturally we look at the number of results or candidate profiles that a tool can generate, but we also look at its efficacy within a particular set of skills and any features that streamline or simplify our processes.

The idea behind this is that we identify the tools that can have the greatest impact within each functional vertical. This is vital.

I think that tool selection and evaluation is an important concept that is often overlooked. It’s easy to get lost in the myriad of products available and find yourself in a situation where you are ‘dabbling’ with many potential solutions instead of maximizing your performance with the key tools at your disposal. I would never discourage trying different avenues and continuing to innovate but I think that you need to establish what tools are going to be at the foundation of your sourcing strategy.

Once those tools are identified, it really comes down to being committed to learning the tool and the vendor having the ability to provide continuous education. We put a lot of emphasis on our suppliers being accessible and providing training not just at the time of implementation, but throughout our relationship with that vendor. Having a competent and readily accessible support staff is very important.

For someone looking to become a more advanced “modern-day sourcer,” what would you recommend to help expand their skill set?

What prompted the “Modern Day Sourcer” were some observations I had made when attending various conferences that were tied to talent acquisition. It occurred to me that in some instances there was a gap between how companies defined a sourcing professional and what I believe is truly needed to be successful in this space.

There is no doubt that someone in a sourcing role needs to be a search expert, but I think there’s more than that. The labor market, candidate expectations, and how candidates select employers have evolved since I began in talent acquisition several years ago. Additional skills are required.

First of all, it’s important that you are a student of your craft. If at any point you think you have this business completely figured out, then you’re setting yourself up for failure.

There are so many resources out there to help keep you informed about our industry. There are websites, blogs, workshops, conferences, certifications, training curriculums, and more. Personally, I make it a goal to obtain a new certification each year. Make an effort to educate yourself and learn something new every day. I would start with your current organization. Educate yourself on how your business fits into the market, how the various business units interact, and how talent acquisition fits in the company as a whole. This goes a long way when trying to gain credibility and present yourself as an advisor.

Also, don’t forget about the skills outside of putting together Boolean searches or interviewing prospects. Presentation skills, overall communication skills, the ability to build and document a comprehensive strategy, and adopting a marketer’s mindset are some of the things that are important as you embark on your journey towards being a talent ambassador, educator and strategic partner.

When working on these other skills, you need to have the ability to humble yourself, put yourself out there and get feedback from your colleagues. Ask them to observe you. Then ask for feedback and look for common themes. Once you have identified potential areas of improvement, you can formulate a strategy to work on those areas and implement it accordingly. You can also look for special programs to help build these skills. If you’re struggling for an answer, go to your manager and ask for his or her insight. I am always thrilled when a team member comes to me looking for ways to better themselves and we can usually figure something out together.

Want to simplify your resume search and find candidates faster? See how CareerBuilder Search Pro can help.

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

August 15th, 2016 Comments off
wage growth

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

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

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

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

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

Doing more with less

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

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

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

Employers Use an Average of 15 Sources to Find Candidates

August 8th, 2016 Comments off
wage growth

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

The hunt for talent takes talent acquisition teams to more talent pools than ever before – with the average team searching 15 sources when looking for candidates. But, what if there were a search engine that pulled from all of those talent pools simultaneously?

There is: Broadbean Resume Search makes it easy for employers to run a single search across all of their external resources, effectively streamlining the search process. Not only that, but Broadbean also sources from publicly available social media sites, giving employers the most bang for their recruitment buck.

Why is Resume Searching so Important?

The market for talent is notoriously competitive, and any advantage in recruiting can be translated into an advantage for the company as a whole. By providing an easy and effective connection to all of your external sources, and seamlessly integrating with over 7,000 ATS/CMS systems worldwide, Broadbean makes finding candidates faster and easier so recruiters can focus on evaluating candidates rather than looking for them.

Learn more about what Broadbean can do for your business.

3 Ways to Stretch Your Sourcing Muscles

June 29th, 2016 Comments off
Stretching your candidate sourcing muscles

Today, recruiters have more access to more people than ever before, which makes finding potential candidates easier for everyone. With the barrier to entry for sourcing at its lowest point, anyone can put together a basic search string and pick the low-hanging fruit. While it’s easier than ever to find people, however, as the volume of human capital data grows, it becomes more difficult to find the best people. Because these people often aren’t at the top of search results, they can actually be excluded from basic queries. If you want to find all the needles in the haystack and uncover the best talent in the same sources as your competitors, you need to take a different approach than most.

The good news? Your best weapon in the war for talent isn’t expensive, or even something you need to buy: It’s all in your head.

The ultimate candidate sourcing hacks center around the way you think. Though people often ask me about the “right” or “best” way to search, it really comes down to critically thinking about the different levels of talent mining, rather than a specific search string or particular formula.

You must first appreciate that human capital data in the form of resumes and social media profiles is user-generated content, and as such, will always have limitations and pose challenges to your sourcing efforts. Second, you need to be aware that the very way you think about approaching your sourcing efforts and crafting your queries may limit you to finding and reviewing only 20-30 percent of all people actually available to be found by you.

So how can you gain a competitive advantage when you have the same data set as many of your competitors?

1) Focus on being more inclusive.

The people you’re looking for an choose words to describe their skills and experience using terms you typically don’t search for, and if it’s not included in your search string, the only way you can retrieve these results (and find these candidates) is by pure luck. You must also be aware that when you search for specific titles and keywords, you are actually excluding results of people who may be just as qualified, but who use different titles and terms. It is critical to take the time to think of all of the various ways your target talent pool could describe their experience, as well as all of the various titles companies might use for the professionals you’re seeking. By doing this, you can craft more inclusive queries, giving you access to more people and making better use of your data assets.

2) Start searching at the bottom of the list.

Inclusion limitations aren’t restricted to the types of queries you run – they can also come from how you process results.

If you’re like most people, you probably only look at the people at the top of your results. Just because someone is on page 5 or 20 (or 40!), it doesn’t mean they’re worse than a candidate on page 1. In fact, they may even be better! Great people don’t always have super keyword-heavy resumes and social media profiles. After all, unless you’re searching for professional resume writers, don’t expect your target talent pool to have resumes that jump out at you as super obvious matches mentioning all of your keywords many times. Some candidates will only mention a particular keyword once in their resume, while others will stack the deck. Neither method is necessarily right or wrong – but keep in mind the results you’re seeing at the top of your list are there primarily due to keyword frequency, which has nothing to do with the quality of the candidate’s experience. I often recommend starting at the bottom of search results for this very reason, and an added bonus is that these folks typically have a higher response rate as they aren’t seen and reached out to as often as those that crowd the top of search results.

3) Think and act outside your comfort zone.

While you don’t have to start at the bottom of your results or with the least likely candidate with respect to the number of keyword hits, it is imperative that you examine and challenge your assumptions and deliberately change your sourcing behavior from time to time. Indeed, critical thinking is perhaps the ultimate sourcing “hack.” If finding the very best talent is really your priority, you simply must invest time into continually improving your sourcing behaviors and methods to figure out new and different and more effective ways of finding and recruiting the best people available. Comfort and routine can be the ultimate impediment to achieving top-tier sourcing effectiveness and results, so it is essential to push yourself outside of your comfort zone.

Bottom line? If you’re comfortable, you’re not growing.

 

Put these sourcing strategies to use with CareerBuilder Search, a database of resumes and social data that gives you access to over 100 million candidate profiles. Learn more. 

Become a Sourcing Pro: Boolean Search Fundamentals

June 10th, 2016 Comments off
Become a Sourcing Pro: Boolean Search Fundamentals

Sifting through thousands of resumes in a database to find that one perfect candidate can be demanding — but it doesn’t need to be complicated. To quickly and effectively source candidates for your specific open jobs, you need to learn the language of your resume database: Boolean.

You need to know how to perform a Boolean search, a simple way to search by keywords and broaden or narrow your results as you need. You can boost the quality of your search results, get a leg up on the competition and hire candidates faster with this guide to Boolean search fundamentals.

This guide will introduce Boolean search fundamentals, such as:

  • Why it’s important to know Boolean
  • Expanding your search for candidates
  • Narrowing resume results
  • Excluding candidates that may not be relevant

 

Download the guide today and you’ll be on your way to becoming a sourcing pro in no time!