In the modern world you will have to be spot on to find out the best man to serve your company. There exist a lot of ways that recruiters all over the world adapt to take people. The methods vary company to company and from recruiter to recruiter. But there is one thing that is same with all the recruiters all over the world. That is how they find out people to recruit. How they locate potential candidates is the same thing everywhere. They use different types of networking. Their own networks and the networks of the people they know. They use both online and real life connections. They might use sites like Linked In to locate potential job seekers.
This will be very helpful for people who are seeking an employment. So many of us would go around saying “how am I supposed to get in touch with the recruiters?”. Well here is the answer. You don’t have to or you can’t get in touch with all the recruiters. You will have to be in touch with the recruiters those seek qualifications that you have. So you need to find out people who are actually looking for you.
The simplest way to do this, is networking. The recruiters will go and seek for people in their networks. Have a good network through proper channel so that whichever way they go they find you. If you have a strong network and the recruiter hears your name more than once then he is highly likely to consider you seriously.
As far as choosing the perfect network goes look into the type of job you seek. If it is a marketing job then you better build your network with people who are related to this ground. Or build a network with companies that are related to marketing firms. This way you can actually make your name heard by the recruiters once they spread their networking wings looking for you.
Showing posts with label Talent Sourcing. Show all posts
Showing posts with label Talent Sourcing. Show all posts
Tuesday, June 21, 2011
Monday, April 11, 2011
Managing the Sourcing Function
Improving the effectiveness of your sourcing organization
The following are some learnings around how to make your sourcing more effective, especially if varying levels of experience exist within the team.
Understanding the fit: You may be reading this and go "no kidding", but the reality is this step is commonly skipped over in the process. Understanding the fit has to do with a solid working knowledge of the industry, the business group supported and how the role fits into what that leader is trying to accomplish. Where this usually breaks down is in one of the following areas:
If the sourcer is working through the recruiter, there is an expectation that the recruiter will ask all of the right questions when meeting with the hiring manager.
If the sourcer/ recruiter meets with the hiring manager and there is a lack of preparation coming into the meeting. This includes the sourcer / recruiter not presenting industry knowledge and using the meeting time to validate assumptions around expectations.
If the Recruiter is the Sourcer, the focus is more on the skills, versus the business goals the hiring manager is trying to accomplish. As a result, the recruiter finds the right skilled person, but the applications of the skills are misaligned.
Solutions: The key is planning, planning and communication. Assume nothing and talk about everything. Wikipedia.org can be a super tool when seeking to understand an industry, a position, a skill set. Interestingly enough, wikipedia if leveraged appropriately provides some good data points that can be used during a hiring manager discussion.
Secondly, have all of your recruiters / sourcers go in prepared to a hiring manager discussion. Again you might say no kidding, but 9 times out of 10 it does not happen, unless it is an Executive Search. Prepared means one or more of the following: Understand the industry; Have a prior discussion with the HR Gen of that business unit to understand any nuances that may positively / negatively impact the search efforts; Look on Linkedin, Spoke and your own ATS system to bring some profiles to calibrate against. People are visual, if you give them something to look at and respond to, you are more likely to get closer to the desired outcome at the very beginning of the search effort.
Duplication of Effort: Recruiters workloads are not getting any lighter, so therefore it is easy for individuals to go to the path of least resistance. However this path, especially if multiple people or vendors are assisting can be costly and unproductive. At SourceCon, Rob McIntosh presented a sourcing channel checklist. He broke this checklist into roles and activities. I took this channel sheet back to my organization, as well as peers, and began to ask questions, here is what I found:
Recruiting and sourcing teams that do not work from a plan perform duplicate work efforts. This lack of planning typically results in overlap when searching resume databases, contacting the same resources or networking through the various social networking sites
Continue to manage from the plan. Use the plan as a management tool to understand how the recruiting team is using each of the sources.
Don't pay sourcing vendors to do the same work performed internally. Face it, recruiters like the job boards. If you are using a resume mining and screening vendor, so do they. Pick one..
Not all sources generate results, so stop using the source and move on. Time is not a commodity in the recruiting business. Leverage your ATS data to begin understanding how your organization fills a particular type of role best and build from there.
Solutions: I truly believe that duplication of effort is something that requires constant monitoring. Now with that being said, I would also recommend the following:
Create the channel plan.
Create a channel plan that supports the sourcing strategy. A high volume, low complexity, localized plan will look very different from a high complexity, low volume, national search. Know what it takes to execute both and build a quick project plan to maximize time and resources.
Keyword Sets: Create sets of keywords that can also be divided by channel.
Manage to the sourcing plan. Conduct a review with the team on their activities and the results generated. Immediately seize activities on sources that are not generating the desired results and get the team to move on.
Prioritization: Not all sources generate results. Not all of the easiest sources will generate the results for the position that is being searched for. The concept of What source will generate the best results first requires sourcing knowledge, industry experience and reviewing the metrics to better understand what works inside your organization Activity for activity sake, still does not result in a hire. This only causes ill will, especially if there is segmentation between the recruiters and the sourcing team.
Solutions:
High Volume / Low Complexity: These are processing related sourcing plans. This requires activities that may leverage recruitment marketing, resume mining, job posting, radio advertisement, creative employee referral campaigns and drip market efforts leveraging contacts within the ATS. This plan may require the assistance of a resume mining vendor, an experienced sourcer/ recruiter as well as some good recruiting administrators. Each have there own role in getting the desired outcome accomplished. Know what works to execute a plan.
Low Volume / High Complexity: These are more strategic sourcing plans. This will include market research, competitive intelligence, employee referrals, cold calling and industry networking. Depending upon the type of role will determine which of these activities goes first.
The reality is, prioritization of a sourcing strategy may require someone who can serve as the organization's sourcing strategist. This person must be able to turn around a project execution plan quickly and articulate clear directions to multiple stakeholders in the process. This person must be a data jockey, who can pull reports from the ATS and leverage data to identify those activities which have a higher possibility of generating results first and baking this into the plan.
The following are some learnings around how to make your sourcing more effective, especially if varying levels of experience exist within the team.
Understanding the fit: You may be reading this and go "no kidding", but the reality is this step is commonly skipped over in the process. Understanding the fit has to do with a solid working knowledge of the industry, the business group supported and how the role fits into what that leader is trying to accomplish. Where this usually breaks down is in one of the following areas:
If the sourcer is working through the recruiter, there is an expectation that the recruiter will ask all of the right questions when meeting with the hiring manager.
If the sourcer/ recruiter meets with the hiring manager and there is a lack of preparation coming into the meeting. This includes the sourcer / recruiter not presenting industry knowledge and using the meeting time to validate assumptions around expectations.
If the Recruiter is the Sourcer, the focus is more on the skills, versus the business goals the hiring manager is trying to accomplish. As a result, the recruiter finds the right skilled person, but the applications of the skills are misaligned.
Solutions: The key is planning, planning and communication. Assume nothing and talk about everything. Wikipedia.org can be a super tool when seeking to understand an industry, a position, a skill set. Interestingly enough, wikipedia if leveraged appropriately provides some good data points that can be used during a hiring manager discussion.
Secondly, have all of your recruiters / sourcers go in prepared to a hiring manager discussion. Again you might say no kidding, but 9 times out of 10 it does not happen, unless it is an Executive Search. Prepared means one or more of the following: Understand the industry; Have a prior discussion with the HR Gen of that business unit to understand any nuances that may positively / negatively impact the search efforts; Look on Linkedin, Spoke and your own ATS system to bring some profiles to calibrate against. People are visual, if you give them something to look at and respond to, you are more likely to get closer to the desired outcome at the very beginning of the search effort.
Duplication of Effort: Recruiters workloads are not getting any lighter, so therefore it is easy for individuals to go to the path of least resistance. However this path, especially if multiple people or vendors are assisting can be costly and unproductive. At SourceCon, Rob McIntosh presented a sourcing channel checklist. He broke this checklist into roles and activities. I took this channel sheet back to my organization, as well as peers, and began to ask questions, here is what I found:
Recruiting and sourcing teams that do not work from a plan perform duplicate work efforts. This lack of planning typically results in overlap when searching resume databases, contacting the same resources or networking through the various social networking sites
Continue to manage from the plan. Use the plan as a management tool to understand how the recruiting team is using each of the sources.
Don't pay sourcing vendors to do the same work performed internally. Face it, recruiters like the job boards. If you are using a resume mining and screening vendor, so do they. Pick one..
Not all sources generate results, so stop using the source and move on. Time is not a commodity in the recruiting business. Leverage your ATS data to begin understanding how your organization fills a particular type of role best and build from there.
Solutions: I truly believe that duplication of effort is something that requires constant monitoring. Now with that being said, I would also recommend the following:
Create the channel plan.
Create a channel plan that supports the sourcing strategy. A high volume, low complexity, localized plan will look very different from a high complexity, low volume, national search. Know what it takes to execute both and build a quick project plan to maximize time and resources.
Keyword Sets: Create sets of keywords that can also be divided by channel.
Manage to the sourcing plan. Conduct a review with the team on their activities and the results generated. Immediately seize activities on sources that are not generating the desired results and get the team to move on.
Prioritization: Not all sources generate results. Not all of the easiest sources will generate the results for the position that is being searched for. The concept of What source will generate the best results first requires sourcing knowledge, industry experience and reviewing the metrics to better understand what works inside your organization Activity for activity sake, still does not result in a hire. This only causes ill will, especially if there is segmentation between the recruiters and the sourcing team.
Solutions:
High Volume / Low Complexity: These are processing related sourcing plans. This requires activities that may leverage recruitment marketing, resume mining, job posting, radio advertisement, creative employee referral campaigns and drip market efforts leveraging contacts within the ATS. This plan may require the assistance of a resume mining vendor, an experienced sourcer/ recruiter as well as some good recruiting administrators. Each have there own role in getting the desired outcome accomplished. Know what works to execute a plan.
Low Volume / High Complexity: These are more strategic sourcing plans. This will include market research, competitive intelligence, employee referrals, cold calling and industry networking. Depending upon the type of role will determine which of these activities goes first.
The reality is, prioritization of a sourcing strategy may require someone who can serve as the organization's sourcing strategist. This person must be able to turn around a project execution plan quickly and articulate clear directions to multiple stakeholders in the process. This person must be a data jockey, who can pull reports from the ATS and leverage data to identify those activities which have a higher possibility of generating results first and baking this into the plan.
Wednesday, June 2, 2010
Best Practices for Screening Candidates
Only one thing is certain about the procedure of screening and interviewing candidates: the huge variation in processes. But, through the years there is one that we have found to be fair, thorough (while being fairly quick), involves the right people, and (most importantly) the end decision will be one that both the company and the new hire are highly likely to be happy with.
What follows are our best practices for screening candidates.
1. Define the interview process.
Who will give input, who will be involved in the interviews, where will they be, and what are the criteria for selecting a successful candidate?
2. Develop good job and person specification.
This has the advantage that everyone knows what this person will be doing and key people in the company can give their input - with the added bonus that this can also be used for assessing performance in the future. For the person specification, are you looking for leaders or followers, someone who is inspired or inspiring?
3. Create a set list of interview questions.
Be fair on the candidates and don't leave important questions to chance. Get input from colleagues as well.
4. Conduct a first round interview.
Do a first-round interview with the hiring manager (or HR representative or consultant) to shortlist who will move on to the next step.
5. Include verbal and numerical reasoning tests and consider other psychometric tests.
These are quick, inexpensive, and can be done online. Unsuitable candidates can be objectively and consistently screened out earlier in the recruitment process. You may also want to include other psychometric tests, for instance an online Occupational Personality test. These will help you to identify for instance natural sales people or strong finishers.
6. Invite successful candidates back for a second interview.
Make sure that the right people are involved: the hiring manager if they have not been involved before, typically at least one senior manager, and one or more peers.
This doesn't just add to the comfort-factor and a democratic selection method, it also means that the people who have given their thumbs up for the candidate will be supportive of him and her in the future (as it is in human nature that none of us likes to be wrong).
This is a great opportunity to discuss the result of the online tests, and also any relevant, work-related tests.
7. Make your informed choice!
What follows are our best practices for screening candidates.
1. Define the interview process.
Who will give input, who will be involved in the interviews, where will they be, and what are the criteria for selecting a successful candidate?
2. Develop good job and person specification.
This has the advantage that everyone knows what this person will be doing and key people in the company can give their input - with the added bonus that this can also be used for assessing performance in the future. For the person specification, are you looking for leaders or followers, someone who is inspired or inspiring?
3. Create a set list of interview questions.
Be fair on the candidates and don't leave important questions to chance. Get input from colleagues as well.
4. Conduct a first round interview.
Do a first-round interview with the hiring manager (or HR representative or consultant) to shortlist who will move on to the next step.
5. Include verbal and numerical reasoning tests and consider other psychometric tests.
These are quick, inexpensive, and can be done online. Unsuitable candidates can be objectively and consistently screened out earlier in the recruitment process. You may also want to include other psychometric tests, for instance an online Occupational Personality test. These will help you to identify for instance natural sales people or strong finishers.
6. Invite successful candidates back for a second interview.
Make sure that the right people are involved: the hiring manager if they have not been involved before, typically at least one senior manager, and one or more peers.
This doesn't just add to the comfort-factor and a democratic selection method, it also means that the people who have given their thumbs up for the candidate will be supportive of him and her in the future (as it is in human nature that none of us likes to be wrong).
This is a great opportunity to discuss the result of the online tests, and also any relevant, work-related tests.
7. Make your informed choice!
Monday, January 4, 2010
Ten Common Job-Hunter Types
This is wonderful segmented description of different job hunters by By Lou Adler, I found it intresting and useful for everybody so thought to post it on my blog for my friends and readers....
::If you frequently find top people who are either over-qualified, uninterested, or tell you they've just accepted another job or are close to it, job-hunting typecasting can increase the number of top performers you see.
Adler has defined 10 tyoes of job seekers candidates based on the behaviour psychology of the top performer. Obviously, the more anxious they are about the quality of their current jobs, the more aggressive they'll be in looking for something else. Ten classic job-hunting styles stand out, from those who are simply open to talk about possible opportunities to those who are ready to accept a reasonable offer in a few days.
Knowing the type of person you're seeking can help you develop a targeted sourcing strategy, rather than using a one-size-fits-all approach. Segmenting your candidate pool this way will become more and more necessary in order to increase the quantity and quality of top performers you're seeing.
Ten Common Job-Hunter Types
1.Explorers. Explorers are people who are fully employed and quite satisfied in their current jobs. They will be open to explore other career opportunities if presented to them, but they will not proactively seek out something else. Recruiters need to call these people and provide them a chance to evaluate their opportunity with minimal commitment, letting them "just look" at what you have to offer. You can't push too hard when talking to Explorers. If you can get them excited about what you have to offer, you can try to reel them in by conducting an exploratory interview or suggesting an exploratory meeting with a hiring manager. To hire these people your job must offer both stretch and long-term growth. Expect the process to take longer, and don't expect a lot of preparation on their part unless they see your job as offering a significant career move. Explorers are passive candidates, but are open to consider something else if it's far better.
2.Foragers. Foragers are Explorers having a bad day. On these occasions, Foragers will venture into the job market for an hour or so, poke around, and if something stands out they'll check it out. Since their foraging is short-lived, your jobs need to be easy to find and compelling.
Since Foragers will lose interest as quickly as they entered the job-hunting market, you must make informal contact with a credible proposition quickly. Foragers have the same job demands as Explorers, but they're somewhat easier to find since they're looking for you.
3.Tiptoers. Once diminishing job returns set-in, most top performers tiptoe into the market. They'll contact a few former close associates and maybe a well-networked and respected recruiter or two. While Tiptoers represent the shift from passive to active candidates, their job demands are still high. Tiptoers are typically sourced through a very proactive employee referral program, or through a recruiter who's known as a functional or industry specialist. Don't expect a lot of preparation from them or demand they complete an application. If you do, you won't see them again. Tiptoers aren't desperate, and they often appear uninterested, so you'll to need to make your case quickly that you're offering something special.
4.Googlers. Googlers are job hunters who Google for jobs, putting in keywords like "jobs Denver warehouse distribution" into search engines to see what pops up. Your objective is to be on the first page of these searches. Tiptoers become Googlers soon after they establish their initial network, especially if nothing develops right away. To make sure your ads are found by Googlers, you need to use search engine marketing tools like pay-per-click, search engine optimization techniques, and easily found talent hubs that group jobs by function (e.g., all Flash developers). Although they're somewhat active job seekers, Googlers still have high job demands since they've just entered the market. But even if you're offering strong career opportunities, you'll also need to move fast, because the best of the Googlers quickly find other good jobs. Assign Googlers to your most aggressive recruiters, and make sure your hiring managers are available for instant exploratory discussions.
5.Networkers. Top people become Networkers when the easier job-hunting tactics don't pan out. Networkers are top people who aggressively go out of their way to meet respected recruiters, ask their former associates for others they can network with, and start trying to get connected to their 2nd and 3rd degree connections on LinkedIn. While their job demands soften a bit by this stage, these people won't take superficial jobs or lateral moves. Don't force Networkers to formally apply for jobs before talking to them, since they're still looking, not yet buying. In addition, companies need to expand their employee referral programs so that their employees are easily found by Networkers. Line managers also need to be more open to meet with Networkers just to discuss current and potential future opportunities.
6.Top-downers. Good people don't hunt and peck for requisitions when looking for new career opportunities. If nothing turns up quickly through networking, they'll proactively enter the job market conducting a top-down industry and company study, seeking out the best opportunities. Once a few companies stand out, Top-downers seek out some people in these companies to network with. These could be secondary LinkedIn connections, or just contacting the hiring manager or functional VP directly. Under no circumstances prevent this from happening using some legal rationale! HR should promote the idea of allowing hiring managers to hear directly from good candidates, since they'll often hear about good people through their networks weeks before they turn up in the recruiting department.
7.Aggregators. If none of the above techniques pan out, job-hunters become more aggressive as they look for something at least somewhat better then they now have. They're also more likely to make a quicker decision based on tactical criteria, like compensation, title, and location. However, these folks still won't spend much time on the major job boards; instead they'll become meta-searchers starting with job board aggregators like SimplyHired. To be seen here you'll need to reverse engineer your job ads and make sure they come out on top when an Aggregator goes to SimplyHired and searches on "your job title" "your city." SimplyHired will scrape your job board at no cost to ensure you're in their system, and they'll even provide a free evaluation of where you stand against the competition. While Aggregators start with sites like SimplyHired, they'll also search around on the more promising niche sites. SimplyHired will push your ads to these and any other free sites as well, for what seems to be a modest fee.
8.Socializers. Sometimes these job-hunters are also referred to as Joiners, but their aim is the same – meet people either online or in person who can help them find a new job. There's a lot of physical activity involved in the live events, so you know these people are serious. They'll also start sending emails to 3rd and 4th degree contacts, call every recruiter listed on a relevant Google search, update their MySpace and Facebook pages, Twitter and blog every day, and send out resumes to their Plaxo connections. While the majority of the best people have been picked up by this stage, there are still some good people in the Socializer crowd who just didn't find something sooner. So keep an open eye out for top performers who contact you, but move fast, because if they're any good, someone else will quickly recognize this diamond in the rough.
9.Posters. These are the people who finally decide to post their resumes online in all the best known places. People in this category will keep their resumes updated even after they've found a job. In this case they move back into the Explorer category open to accept your inquiry, but probably not willing to move too soon unless the opportunity is "just right." DO NOT CALL these people; it takes too much time since you don't know their current status. Instead, send a compelling email inviting them to consider your opportunity. Make sure your job description is creative and interesting, and suggest that if they're interested they should send you a resume with a half-page write-up of an accomplishment most closely related to real job needs. A performance profile should be used as the basis of creating this compelling email.
10.Hunters. Rarely will top performers become Hunters. These are candidates who will hunt and peck through the major job boards and company career sites to find something. They'll even apply online, sign up for numerous job agents, and do whatever it takes to find a job. So don't expect many top performers in this group; most of what you'll find are the Leftovers. These are the people who everyone else ignored. However, now and then you'll find a strong person here who somehow got overlooked. Unfortunately, by the time you've found them, often they'll tell you they just got an offer somewhere else.
If you're not seeing many good people from your sourcing efforts, or those good ones you do see tell you they've just accepted something else, you can assume you have a Leftover sourcing strategy. This is the default strategy most companies fall into when they don't implement workforce planning in combination with the targeted early-bird sourcing programs described above.
While job-hunter typecasting offers a good foundation for developing sourcing programs, the real key here is to recognize that the best people have different needs whenever they enter the market. A good sourcing strategy has to take these into account, rather than assume that the latest sourcing tactic presented at some conference will wind up being the universal solution.
Sourcing strategy development is an important part of the sourcing process, and it's based on using the latest consumer marketing ideas, technologies, and messaging. Few companies have adopted this concept wholeheartedly, but those that have are starting to see impressive results. It's not too late for everyone else to join in.
::If you frequently find top people who are either over-qualified, uninterested, or tell you they've just accepted another job or are close to it, job-hunting typecasting can increase the number of top performers you see.
Adler has defined 10 tyoes of job seekers candidates based on the behaviour psychology of the top performer. Obviously, the more anxious they are about the quality of their current jobs, the more aggressive they'll be in looking for something else. Ten classic job-hunting styles stand out, from those who are simply open to talk about possible opportunities to those who are ready to accept a reasonable offer in a few days.
Knowing the type of person you're seeking can help you develop a targeted sourcing strategy, rather than using a one-size-fits-all approach. Segmenting your candidate pool this way will become more and more necessary in order to increase the quantity and quality of top performers you're seeing.
Ten Common Job-Hunter Types
1.Explorers. Explorers are people who are fully employed and quite satisfied in their current jobs. They will be open to explore other career opportunities if presented to them, but they will not proactively seek out something else. Recruiters need to call these people and provide them a chance to evaluate their opportunity with minimal commitment, letting them "just look" at what you have to offer. You can't push too hard when talking to Explorers. If you can get them excited about what you have to offer, you can try to reel them in by conducting an exploratory interview or suggesting an exploratory meeting with a hiring manager. To hire these people your job must offer both stretch and long-term growth. Expect the process to take longer, and don't expect a lot of preparation on their part unless they see your job as offering a significant career move. Explorers are passive candidates, but are open to consider something else if it's far better.
2.Foragers. Foragers are Explorers having a bad day. On these occasions, Foragers will venture into the job market for an hour or so, poke around, and if something stands out they'll check it out. Since their foraging is short-lived, your jobs need to be easy to find and compelling.
Since Foragers will lose interest as quickly as they entered the job-hunting market, you must make informal contact with a credible proposition quickly. Foragers have the same job demands as Explorers, but they're somewhat easier to find since they're looking for you.
3.Tiptoers. Once diminishing job returns set-in, most top performers tiptoe into the market. They'll contact a few former close associates and maybe a well-networked and respected recruiter or two. While Tiptoers represent the shift from passive to active candidates, their job demands are still high. Tiptoers are typically sourced through a very proactive employee referral program, or through a recruiter who's known as a functional or industry specialist. Don't expect a lot of preparation from them or demand they complete an application. If you do, you won't see them again. Tiptoers aren't desperate, and they often appear uninterested, so you'll to need to make your case quickly that you're offering something special.
4.Googlers. Googlers are job hunters who Google for jobs, putting in keywords like "jobs Denver warehouse distribution" into search engines to see what pops up. Your objective is to be on the first page of these searches. Tiptoers become Googlers soon after they establish their initial network, especially if nothing develops right away. To make sure your ads are found by Googlers, you need to use search engine marketing tools like pay-per-click, search engine optimization techniques, and easily found talent hubs that group jobs by function (e.g., all Flash developers). Although they're somewhat active job seekers, Googlers still have high job demands since they've just entered the market. But even if you're offering strong career opportunities, you'll also need to move fast, because the best of the Googlers quickly find other good jobs. Assign Googlers to your most aggressive recruiters, and make sure your hiring managers are available for instant exploratory discussions.
5.Networkers. Top people become Networkers when the easier job-hunting tactics don't pan out. Networkers are top people who aggressively go out of their way to meet respected recruiters, ask their former associates for others they can network with, and start trying to get connected to their 2nd and 3rd degree connections on LinkedIn. While their job demands soften a bit by this stage, these people won't take superficial jobs or lateral moves. Don't force Networkers to formally apply for jobs before talking to them, since they're still looking, not yet buying. In addition, companies need to expand their employee referral programs so that their employees are easily found by Networkers. Line managers also need to be more open to meet with Networkers just to discuss current and potential future opportunities.
6.Top-downers. Good people don't hunt and peck for requisitions when looking for new career opportunities. If nothing turns up quickly through networking, they'll proactively enter the job market conducting a top-down industry and company study, seeking out the best opportunities. Once a few companies stand out, Top-downers seek out some people in these companies to network with. These could be secondary LinkedIn connections, or just contacting the hiring manager or functional VP directly. Under no circumstances prevent this from happening using some legal rationale! HR should promote the idea of allowing hiring managers to hear directly from good candidates, since they'll often hear about good people through their networks weeks before they turn up in the recruiting department.
7.Aggregators. If none of the above techniques pan out, job-hunters become more aggressive as they look for something at least somewhat better then they now have. They're also more likely to make a quicker decision based on tactical criteria, like compensation, title, and location. However, these folks still won't spend much time on the major job boards; instead they'll become meta-searchers starting with job board aggregators like SimplyHired. To be seen here you'll need to reverse engineer your job ads and make sure they come out on top when an Aggregator goes to SimplyHired and searches on "your job title" "your city." SimplyHired will scrape your job board at no cost to ensure you're in their system, and they'll even provide a free evaluation of where you stand against the competition. While Aggregators start with sites like SimplyHired, they'll also search around on the more promising niche sites. SimplyHired will push your ads to these and any other free sites as well, for what seems to be a modest fee.
8.Socializers. Sometimes these job-hunters are also referred to as Joiners, but their aim is the same – meet people either online or in person who can help them find a new job. There's a lot of physical activity involved in the live events, so you know these people are serious. They'll also start sending emails to 3rd and 4th degree contacts, call every recruiter listed on a relevant Google search, update their MySpace and Facebook pages, Twitter and blog every day, and send out resumes to their Plaxo connections. While the majority of the best people have been picked up by this stage, there are still some good people in the Socializer crowd who just didn't find something sooner. So keep an open eye out for top performers who contact you, but move fast, because if they're any good, someone else will quickly recognize this diamond in the rough.
9.Posters. These are the people who finally decide to post their resumes online in all the best known places. People in this category will keep their resumes updated even after they've found a job. In this case they move back into the Explorer category open to accept your inquiry, but probably not willing to move too soon unless the opportunity is "just right." DO NOT CALL these people; it takes too much time since you don't know their current status. Instead, send a compelling email inviting them to consider your opportunity. Make sure your job description is creative and interesting, and suggest that if they're interested they should send you a resume with a half-page write-up of an accomplishment most closely related to real job needs. A performance profile should be used as the basis of creating this compelling email.
10.Hunters. Rarely will top performers become Hunters. These are candidates who will hunt and peck through the major job boards and company career sites to find something. They'll even apply online, sign up for numerous job agents, and do whatever it takes to find a job. So don't expect many top performers in this group; most of what you'll find are the Leftovers. These are the people who everyone else ignored. However, now and then you'll find a strong person here who somehow got overlooked. Unfortunately, by the time you've found them, often they'll tell you they just got an offer somewhere else.
If you're not seeing many good people from your sourcing efforts, or those good ones you do see tell you they've just accepted something else, you can assume you have a Leftover sourcing strategy. This is the default strategy most companies fall into when they don't implement workforce planning in combination with the targeted early-bird sourcing programs described above.
While job-hunter typecasting offers a good foundation for developing sourcing programs, the real key here is to recognize that the best people have different needs whenever they enter the market. A good sourcing strategy has to take these into account, rather than assume that the latest sourcing tactic presented at some conference will wind up being the universal solution.
Sourcing strategy development is an important part of the sourcing process, and it's based on using the latest consumer marketing ideas, technologies, and messaging. Few companies have adopted this concept wholeheartedly, but those that have are starting to see impressive results. It's not too late for everyone else to join in.
Thursday, November 26, 2009
Recruiter 10-Factor Evaluation
# 1: Delivers Result
- Consistently fills most jobs on time, often with top people. Responsible –
Recruiters must be able to hit their numbers. This means consistently filling all of the reqs assigned to them month-after-month. If the backlog is increasing you have a problem. You can’t be passive.
# 2: Knows the Job
- Has solid understand of real job needs. Confident. Gets clarification –
Good recruiters must know the job, and not rely on the Job Description. Recruiters need to know what the person holding the job needs to do to be considered successful. Otherwise, you’re just guessing and box checking.
# 3: Finds best active candidate
- Strong with basic systems and uses a variety of other good techniques –
Recruiters must be able to find the best active candidates quickly. This means writing great ads, knowing what boards to use, and using all of the latest searching tools to mine through resumes quickly and accurately.
# 4: Finds best less active and passive candidates
- Always obtained good candidates through referrals. Assertive –
If you’re only sourcing candidates, you’re not really a recruiter. Recruiters must be able to build instant networks of top people and convince them to consider your jobs even when they say “no”.
# 5: Manages the process
- Can manage multiple assignments using a variety of tools. Well organized –
Recruiters have too much to do and things always go wrong. Managing all of these issues is a critical skill. Hiring one person is tough enough. Keeping everything moving while staying on top of it all is the essence of an exceptional recruiter.
# 6: Knows the market
- Quite knowledgeable about industry, trends and employment issues –
Recruiters must be on top of all of the issues in their area of expertise. This means knowing compensation ranges, the best places to find top people, and what’s happening in their industry. This is how you convince candidates and clients you’re an expert.
# 7: Influences the hiring decision
- Adds much value. Understands candidates and job needs. Respected –
Recruiters must exert influence on their hiring manager clients at every stage. This means haggling about job requirements, candidate competency, and how to negotiate offers. The best recruiters are involved at each step in the hiring process and push their candidates forward despite differences.
# 8: Influences candidates throughout process
- Provides good advice and is seen by candidate as advocate. Influences –
The best people always have other opportunities. Keeping them involved and interested in your job is the core of recruiting. This means knowing the job and presenting a persuasive case as to why offers should be accepted even if they don’t meet salary expectations.
# 9: Conducts professional and accurate interview
- Uses multiple tools to assess. Solid skills. Pretty accurate. Input valued –
Recruiters must be thorough and competent assessors of talent. This means knowing what questions to ask, interpreting the results correctly, and defending your candidate to the hiring team. You know you’re at the top of your game when you lead panel interviews and the debriefing session.
# 10: Works with the team
- Works well with team to improve process. Takes initiative to help others –
Forget the Lone Ranger stuff. In a corporate environment recruiters must work with a wide variety of people, some not so great. Influencing their decisions and keeping the process moving forward is what teamwork and cooperation is all about.
- Consistently fills most jobs on time, often with top people. Responsible –
Recruiters must be able to hit their numbers. This means consistently filling all of the reqs assigned to them month-after-month. If the backlog is increasing you have a problem. You can’t be passive.
# 2: Knows the Job
- Has solid understand of real job needs. Confident. Gets clarification –
Good recruiters must know the job, and not rely on the Job Description. Recruiters need to know what the person holding the job needs to do to be considered successful. Otherwise, you’re just guessing and box checking.
# 3: Finds best active candidate
- Strong with basic systems and uses a variety of other good techniques –
Recruiters must be able to find the best active candidates quickly. This means writing great ads, knowing what boards to use, and using all of the latest searching tools to mine through resumes quickly and accurately.
# 4: Finds best less active and passive candidates
- Always obtained good candidates through referrals. Assertive –
If you’re only sourcing candidates, you’re not really a recruiter. Recruiters must be able to build instant networks of top people and convince them to consider your jobs even when they say “no”.
# 5: Manages the process
- Can manage multiple assignments using a variety of tools. Well organized –
Recruiters have too much to do and things always go wrong. Managing all of these issues is a critical skill. Hiring one person is tough enough. Keeping everything moving while staying on top of it all is the essence of an exceptional recruiter.
# 6: Knows the market
- Quite knowledgeable about industry, trends and employment issues –
Recruiters must be on top of all of the issues in their area of expertise. This means knowing compensation ranges, the best places to find top people, and what’s happening in their industry. This is how you convince candidates and clients you’re an expert.
# 7: Influences the hiring decision
- Adds much value. Understands candidates and job needs. Respected –
Recruiters must exert influence on their hiring manager clients at every stage. This means haggling about job requirements, candidate competency, and how to negotiate offers. The best recruiters are involved at each step in the hiring process and push their candidates forward despite differences.
# 8: Influences candidates throughout process
- Provides good advice and is seen by candidate as advocate. Influences –
The best people always have other opportunities. Keeping them involved and interested in your job is the core of recruiting. This means knowing the job and presenting a persuasive case as to why offers should be accepted even if they don’t meet salary expectations.
# 9: Conducts professional and accurate interview
- Uses multiple tools to assess. Solid skills. Pretty accurate. Input valued –
Recruiters must be thorough and competent assessors of talent. This means knowing what questions to ask, interpreting the results correctly, and defending your candidate to the hiring team. You know you’re at the top of your game when you lead panel interviews and the debriefing session.
# 10: Works with the team
- Works well with team to improve process. Takes initiative to help others –
Forget the Lone Ranger stuff. In a corporate environment recruiters must work with a wide variety of people, some not so great. Influencing their decisions and keeping the process moving forward is what teamwork and cooperation is all about.
Wednesday, December 31, 2008
10 careers that make employers look for you in 2009
10 careers that make employers look for you in 2009:
If you think looking for a job and finding a career are the same thing, think again. With the US unemployment rate under 5%, almost anybody can find a job.
The bad news is that many of these jobs are low-paying, come without benefits, or offer little in the way of security.
Finding a career where you have the upper hand takes a little more long-term planning than simply finding a job, but it will be well worth in the long run.
These ten careers--in four major job sectors--are likely to be rewarding because employees in these fields are expected to find themselves in an employee's market.
Healthcare workers are in high demand
Healthcare
For better or worse, you can't fight demographics, and those demographics show that the average American is getting older. Healthcare needs increase with age, so as the baby-boom generation enters retirement, healthcare workers are going to be in more demand than ever.
Personal/Home Health Aide:
As people age, healthcare becomes more of a day-to-day issue, which is why personal/home health aides are in such demand. Health aid training will give you enough background to get started in this field.
"Demand for medical assistance is gradually growing!"
Medical Assistants:
Demand for this occupation is growing, but so is the demand for formal training. You'd want to take some medical assisting courses in school--or even consider a medical assisting degree.
Psychologists are always in demand
Mental Health Counselors/Social Workers:
The psychological aspect of healthcare cannot be overlooked. Consistent with the theme of an aging America, Alzheimer's disease is creating more and more mental health challenges, but there are also conditions such as autism which are becoming more common in the general population.
Psychology programs are offered in many schools, and online psychology degrees are also available.
Programmers in IT sector
Information Technology
The big concern with information technology (IT) has been that some programming and customer support functions have been outsourced overseas. However, certain IT functions are more hands-on, and these are the areas where trained workers remain in demand.
Network Systems and Data Communications Analysts:
Mastery of the computer system makes you indispensable to an organization. This takes a high level of training, so a degree in information technology is a must. Experience plus training is even better, so if you are already working, consider earning an IT degree online.
Computer engineers are always in demand
Computer Software Applications Engineers:
Routine programming can be outsourced, but there will never be any substitute for the ability to create new, value-added applications.
A computer programming degree is a good start, or go online to check out other types of computer science degrees.
Teaching is the best option!
Education:
Teaching is another career that is hands-on enough to be immune to outsourcing.
Teacher:
Dedicated teachers are in demand in virtually every part of the country, and with the general population growing, this demand is not going to wane any time soon. You will need a degree in education, and an online teaching degree is one way of meeting this requirement. You'll need teacher's certification as well, so check your state department of education website.
Legal Assitants job is always secure!
Professional Services
The nature of these services is highly-individualized, which is one of the reasons trained professionals are in demand.
Paralegal/Legal Assistant:
These occupations are in demand because they can leverage the time of high-priced lawyers.
There are paralegal schools across the country and online where you can pursue a paralegal degree or legal assisting training.
Auditors job can always be safe!
Financial Services
The heart of the baby boom is entering its peak savings years. Careers in finance can be highly compensated, so an MBA in finance may be well worth the investment. An online finance degree can be a way to give your current career a new boost.
Accountants and Auditors:
These have some of the same characteristics as financial services careers. Training can be found at a variety of accounting schools, or consider an online accounting degree. Specialize in taxes or estate planning or fraud to attract even bigger opportunities.
Be an HR professional
With all the job demand described above, it should be no surprise that this is expected to be the fastest growing segment of the professional and business services sector. Plus, what better way to keep track of evolving employment trends than working as a recruiter or placement specialist? Consider earning a human resource management degree either online or at a traditional school.
As always, check out the relevant accreditation standards for any career training and educational program you choose. As for making that choice, the bottom line is, if you want a job where you'll be in demand, just look at society's trends and follow those trends toward your new career.
If you think looking for a job and finding a career are the same thing, think again. With the US unemployment rate under 5%, almost anybody can find a job.
The bad news is that many of these jobs are low-paying, come without benefits, or offer little in the way of security.
Finding a career where you have the upper hand takes a little more long-term planning than simply finding a job, but it will be well worth in the long run.
These ten careers--in four major job sectors--are likely to be rewarding because employees in these fields are expected to find themselves in an employee's market.
Healthcare workers are in high demand
Healthcare
For better or worse, you can't fight demographics, and those demographics show that the average American is getting older. Healthcare needs increase with age, so as the baby-boom generation enters retirement, healthcare workers are going to be in more demand than ever.
Personal/Home Health Aide:
As people age, healthcare becomes more of a day-to-day issue, which is why personal/home health aides are in such demand. Health aid training will give you enough background to get started in this field.
"Demand for medical assistance is gradually growing!"
Medical Assistants:
Demand for this occupation is growing, but so is the demand for formal training. You'd want to take some medical assisting courses in school--or even consider a medical assisting degree.
Psychologists are always in demand
Mental Health Counselors/Social Workers:
The psychological aspect of healthcare cannot be overlooked. Consistent with the theme of an aging America, Alzheimer's disease is creating more and more mental health challenges, but there are also conditions such as autism which are becoming more common in the general population.
Psychology programs are offered in many schools, and online psychology degrees are also available.
Programmers in IT sector
Information Technology
The big concern with information technology (IT) has been that some programming and customer support functions have been outsourced overseas. However, certain IT functions are more hands-on, and these are the areas where trained workers remain in demand.
Network Systems and Data Communications Analysts:
Mastery of the computer system makes you indispensable to an organization. This takes a high level of training, so a degree in information technology is a must. Experience plus training is even better, so if you are already working, consider earning an IT degree online.
Computer engineers are always in demand
Computer Software Applications Engineers:
Routine programming can be outsourced, but there will never be any substitute for the ability to create new, value-added applications.
A computer programming degree is a good start, or go online to check out other types of computer science degrees.
Teaching is the best option!
Education:
Teaching is another career that is hands-on enough to be immune to outsourcing.
Teacher:
Dedicated teachers are in demand in virtually every part of the country, and with the general population growing, this demand is not going to wane any time soon. You will need a degree in education, and an online teaching degree is one way of meeting this requirement. You'll need teacher's certification as well, so check your state department of education website.
Legal Assitants job is always secure!
Professional Services
The nature of these services is highly-individualized, which is one of the reasons trained professionals are in demand.
Paralegal/Legal Assistant:
These occupations are in demand because they can leverage the time of high-priced lawyers.
There are paralegal schools across the country and online where you can pursue a paralegal degree or legal assisting training.
Auditors job can always be safe!
Financial Services
The heart of the baby boom is entering its peak savings years. Careers in finance can be highly compensated, so an MBA in finance may be well worth the investment. An online finance degree can be a way to give your current career a new boost.
Accountants and Auditors:
These have some of the same characteristics as financial services careers. Training can be found at a variety of accounting schools, or consider an online accounting degree. Specialize in taxes or estate planning or fraud to attract even bigger opportunities.
Be an HR professional
With all the job demand described above, it should be no surprise that this is expected to be the fastest growing segment of the professional and business services sector. Plus, what better way to keep track of evolving employment trends than working as a recruiter or placement specialist? Consider earning a human resource management degree either online or at a traditional school.
As always, check out the relevant accreditation standards for any career training and educational program you choose. As for making that choice, the bottom line is, if you want a job where you'll be in demand, just look at society's trends and follow those trends toward your new career.
Sunday, November 2, 2008
What is a "headhunter" or "recruiter"?
Job Headhunters And Recruiters
What is a "headhunter" or "recruiter"?
A headhunter is actually a professional placement specialist or executive recruiter. What they do is they get a request, typically from a client company, and the company will say, "We're looking for an executive or a professional who can do XYZ. Please help us find this individual." The executive recruiter at that point will either go into their database of candidates and/or they will actually recruit or headhunt at other companies to find the most appropriate individual or individuals they can introduce to their client company, and hopefully get them placed.
How does a headhunter or recruiter get paid?
Typically a headhunting company will be paid by the client company, and that's always the way that you want to go if you're an applicant. So if you are thinking of using an executive recruiter or headhunting firm to help you with your job hunt, be sure to ask them, "Are you employer paid or are you applicant paid?" And the most reputable headhunting firms are going to be company paid.
What are guidelines for working with a headhunter or recruiter?
With job headhunters and recruiters, the most important thing to remember about working with a headhunter is that they are in the business of sales. Headhunters make their money by every placement that they make. Most reputable executive recruiting companies are the ones who have good relationships with high quality client companies and who are looking to recruit top level people. Therefore it's very, very important when you're interviewing with those types of companies to find out what their track record is and what types of companies they typically work with. Do they have areas of specialization that they place? It is very important because obviously if you're in accounting, you don't want to be recruited to be working with an executive recruiting company who places people in the healthcare field. So you must ask recruiters a lot of questions.
What are guidelines for working with a headhunter or recruiter?
A good head-hunter or executive recruiter is going to spend the time to really get to know you and what your needs, goals and objectives are; not just for the short term, but also for your long term career plans. The last thing that an executive recruiter wants to do is place a candidate with the client company (remember that the client company is the one paying the bill) and then have one or both parties be unhappy after a few months. They are really looking for that long term win-win relationship, between the candidate and the client company. So, if you paint a very honest picture for the recruiter you're working with, he or she can then take that picture of you to the client company and that's going to ensure that long term success for you.
How do I find a headhunter?
With job headhunters and recruiters, the best way to find a really good headhunter is through referral. Find some other people who have worked with a headhunter and get the name of the specific recruiter that they have worked with. Additionally, you can also call around to other employment agencies and find out what types of relationships they might have with executive recruiters. Certainly you can go to the internet but you might not always get an honest picture of who this company is going to be, so your best bet is to contact recruiters armed with a lot of questions. And be sure that those recruiters answer your questions to your satisfaction.
-------------------------------------
What is a "headhunter" or "recruiter"?
A headhunter is actually a professional placement specialist or executive recruiter. What they do is they get a request, typically from a client company, and the company will say, "We're looking for an executive or a professional who can do XYZ. Please help us find this individual." The executive recruiter at that point will either go into their database of candidates and/or they will actually recruit or headhunt at other companies to find the most appropriate individual or individuals they can introduce to their client company, and hopefully get them placed.
How does a headhunter or recruiter get paid?
Typically a headhunting company will be paid by the client company, and that's always the way that you want to go if you're an applicant. So if you are thinking of using an executive recruiter or headhunting firm to help you with your job hunt, be sure to ask them, "Are you employer paid or are you applicant paid?" And the most reputable headhunting firms are going to be company paid.
What are guidelines for working with a headhunter or recruiter?
With job headhunters and recruiters, the most important thing to remember about working with a headhunter is that they are in the business of sales. Headhunters make their money by every placement that they make. Most reputable executive recruiting companies are the ones who have good relationships with high quality client companies and who are looking to recruit top level people. Therefore it's very, very important when you're interviewing with those types of companies to find out what their track record is and what types of companies they typically work with. Do they have areas of specialization that they place? It is very important because obviously if you're in accounting, you don't want to be recruited to be working with an executive recruiting company who places people in the healthcare field. So you must ask recruiters a lot of questions.
What are guidelines for working with a headhunter or recruiter?
A good head-hunter or executive recruiter is going to spend the time to really get to know you and what your needs, goals and objectives are; not just for the short term, but also for your long term career plans. The last thing that an executive recruiter wants to do is place a candidate with the client company (remember that the client company is the one paying the bill) and then have one or both parties be unhappy after a few months. They are really looking for that long term win-win relationship, between the candidate and the client company. So, if you paint a very honest picture for the recruiter you're working with, he or she can then take that picture of you to the client company and that's going to ensure that long term success for you.
How do I find a headhunter?
With job headhunters and recruiters, the best way to find a really good headhunter is through referral. Find some other people who have worked with a headhunter and get the name of the specific recruiter that they have worked with. Additionally, you can also call around to other employment agencies and find out what types of relationships they might have with executive recruiters. Certainly you can go to the internet but you might not always get an honest picture of who this company is going to be, so your best bet is to contact recruiters armed with a lot of questions. And be sure that those recruiters answer your questions to your satisfaction.
-------------------------------------
Sunday, March 23, 2008
Managing the Sourcing Function:
Improving the effectiveness of your sourcing organization
The following are some learnings around how to make your sourcing more effective, especially if varying levels of experience exist within the team.
Understanding the fit: You may be reading this and go "no kidding", but the reality is this step is commonly skipped over in the process. Understanding the fit has to do with a solid working knowledge of the industry, the business group supported and how the role fits into what that leader is trying to accomplish. Where this usually breaks down is in one of the following areas:
If the sourcer is working through the recruiter, there is an expectation that the recruiter will ask all of the right questions when meeting with the hiring manager.
If the sourcer/ recruiter meets with the hiring manager and there is a lack of preparation coming into the meeting. This includes the sourcer / recruiter not presenting industry knowledge and using the meeting time to validate assumptions around expectations.
If the Recruiter is the Sourcer, the focus is more on the skills, versus the business goals the hiring manager is trying to accomplish. As a result, the recruiter finds the right skilled person, but the applications of the skills are misaligned.
Solutions: The key is planning, planning and communication. Assume nothing and talk about everything. Wikipedia.org can be a super tool when seeking to understand an industry, a position, a skill set. Interestingly enough, wikipedia if leveraged appropriately provides some good data points that can be used during a hiring manager discussion.
Secondly, have all of your recruiters / sourcers go in prepared to a hiring manager discussion. Again you might say no kidding, but 9 times out of 10 it does not happen, unless it is an Executive Search. Prepared means one or more of the following: Understand the industry; Have a prior discussion with the HR Gen of that business unit to understand any nuances that may positively / negatively impact the search efforts; Look on Linkedin, Spoke and your own ATS system to bring some profiles to calibrate against. People are visual, if you give them something to look at and respond to, you are more likely to get closer to the desired outcome at the very beginning of the search effort.
Duplication of Effort: Recruiters workloads are not getting any lighter, so therefore it is easy for individuals to go to the path of least resistance. However this path, especially if multiple people or vendors are assisting can be costly and unproductive. At SourceCon, Rob McIntosh presented a sourcing channel checklist. He broke this checklist into roles and activities. I took this channel sheet back to my organization, as well as peers, and began to ask questions, here is what I found:
Recruiting and sourcing teams that do not work from a plan perform duplicate work efforts. This lack of planning typically results in overlap when searching resume databases, contacting the same resources or networking through the various social networking sites
Continue to manage from the plan. Use the plan as a management tool to understand how the recruiting team is using each of the sources.
Don't pay sourcing vendors to do the same work performed internally. Face it, recruiters like the job boards. If you are using a resume mining and screening vendor, so do they. Pick one..
Not all sources generate results, so stop using the source and move on. Time is not a commodity in the recruiting business. Leverage your ATS data to begin understanding how your organization fills a particular type of role best and build from there.
Solutions: I truly believe that duplication of effort is something that requires constant monitoring. Now with that being said, I would also recommend the following:
Create the channel plan.
Create a channel plan that supports the sourcing strategy. A high volume, low complexity, localized plan will look very different from a high complexity, low volume, national search. Know what it takes to execute both and build a quick project plan to maximize time and resources.
Keyword Sets: Create sets of keywords that can also be divided by channel.
Manage to the sourcing plan. Conduct a review with the team on their activities and the results generated. Immediately seize activities on sources that are not generating the desired results and get the team to move on.
Prioritization: Not all sources generate results. Not all of the easiest sources will generate the results for the position that is being searched for. The concept of What source will generate the best results first requires sourcing knowledge, industry experience and reviewing the metrics to better understand what works inside your organization Activity for activity sake, still does not result in a hire. This only causes ill will, especially if there is segmentation between the recruiters and the sourcing team.
Solutions:
High Volume / Low Complexity: These are processing related sourcing plans. This requires activities that may leverage recruitment marketing, resume mining, job posting, radio advertisement, creative employee referral campaigns and drip market efforts leveraging contacts within the ATS. This plan may require the assistance of a resume mining vendor, an experienced sourcer/ recruiter as well as some good recruiting administrators. Each have there own role in getting the desired outcome accomplished. Know what works to execute a plan.
Low Volume / High Complexity: These are more strategic sourcing plans. This will include market research, competitive intelligence, employee referrals, cold calling and industry networking. Depending upon the type of role will determine which of these activities goes first.
The reality is, prioritization of a sourcing strategy may require someone who can serve as the organization's sourcing strategist. This person must be able to turn around a project execution plan quickly and articulate clear directions to multiple stakeholders in the process. This person must be a data jockey, who can pull reports from the ATS and leverage data to identify those activities which have a higher possibility of generating results first and baking this into the plan.
The following are some learnings around how to make your sourcing more effective, especially if varying levels of experience exist within the team.
Understanding the fit: You may be reading this and go "no kidding", but the reality is this step is commonly skipped over in the process. Understanding the fit has to do with a solid working knowledge of the industry, the business group supported and how the role fits into what that leader is trying to accomplish. Where this usually breaks down is in one of the following areas:
If the sourcer is working through the recruiter, there is an expectation that the recruiter will ask all of the right questions when meeting with the hiring manager.
If the sourcer/ recruiter meets with the hiring manager and there is a lack of preparation coming into the meeting. This includes the sourcer / recruiter not presenting industry knowledge and using the meeting time to validate assumptions around expectations.
If the Recruiter is the Sourcer, the focus is more on the skills, versus the business goals the hiring manager is trying to accomplish. As a result, the recruiter finds the right skilled person, but the applications of the skills are misaligned.
Solutions: The key is planning, planning and communication. Assume nothing and talk about everything. Wikipedia.org can be a super tool when seeking to understand an industry, a position, a skill set. Interestingly enough, wikipedia if leveraged appropriately provides some good data points that can be used during a hiring manager discussion.
Secondly, have all of your recruiters / sourcers go in prepared to a hiring manager discussion. Again you might say no kidding, but 9 times out of 10 it does not happen, unless it is an Executive Search. Prepared means one or more of the following: Understand the industry; Have a prior discussion with the HR Gen of that business unit to understand any nuances that may positively / negatively impact the search efforts; Look on Linkedin, Spoke and your own ATS system to bring some profiles to calibrate against. People are visual, if you give them something to look at and respond to, you are more likely to get closer to the desired outcome at the very beginning of the search effort.
Duplication of Effort: Recruiters workloads are not getting any lighter, so therefore it is easy for individuals to go to the path of least resistance. However this path, especially if multiple people or vendors are assisting can be costly and unproductive. At SourceCon, Rob McIntosh presented a sourcing channel checklist. He broke this checklist into roles and activities. I took this channel sheet back to my organization, as well as peers, and began to ask questions, here is what I found:
Recruiting and sourcing teams that do not work from a plan perform duplicate work efforts. This lack of planning typically results in overlap when searching resume databases, contacting the same resources or networking through the various social networking sites
Continue to manage from the plan. Use the plan as a management tool to understand how the recruiting team is using each of the sources.
Don't pay sourcing vendors to do the same work performed internally. Face it, recruiters like the job boards. If you are using a resume mining and screening vendor, so do they. Pick one..
Not all sources generate results, so stop using the source and move on. Time is not a commodity in the recruiting business. Leverage your ATS data to begin understanding how your organization fills a particular type of role best and build from there.
Solutions: I truly believe that duplication of effort is something that requires constant monitoring. Now with that being said, I would also recommend the following:
Create the channel plan.
Create a channel plan that supports the sourcing strategy. A high volume, low complexity, localized plan will look very different from a high complexity, low volume, national search. Know what it takes to execute both and build a quick project plan to maximize time and resources.
Keyword Sets: Create sets of keywords that can also be divided by channel.
Manage to the sourcing plan. Conduct a review with the team on their activities and the results generated. Immediately seize activities on sources that are not generating the desired results and get the team to move on.
Prioritization: Not all sources generate results. Not all of the easiest sources will generate the results for the position that is being searched for. The concept of What source will generate the best results first requires sourcing knowledge, industry experience and reviewing the metrics to better understand what works inside your organization Activity for activity sake, still does not result in a hire. This only causes ill will, especially if there is segmentation between the recruiters and the sourcing team.
Solutions:
High Volume / Low Complexity: These are processing related sourcing plans. This requires activities that may leverage recruitment marketing, resume mining, job posting, radio advertisement, creative employee referral campaigns and drip market efforts leveraging contacts within the ATS. This plan may require the assistance of a resume mining vendor, an experienced sourcer/ recruiter as well as some good recruiting administrators. Each have there own role in getting the desired outcome accomplished. Know what works to execute a plan.
Low Volume / High Complexity: These are more strategic sourcing plans. This will include market research, competitive intelligence, employee referrals, cold calling and industry networking. Depending upon the type of role will determine which of these activities goes first.
The reality is, prioritization of a sourcing strategy may require someone who can serve as the organization's sourcing strategist. This person must be able to turn around a project execution plan quickly and articulate clear directions to multiple stakeholders in the process. This person must be a data jockey, who can pull reports from the ATS and leverage data to identify those activities which have a higher possibility of generating results first and baking this into the plan.
Friday, March 14, 2008
Recruiter 10-Factor Evaluation
# 1: Delivers Result
- Consistently fills most jobs on time, often with top people. Responsible –
Recruiters must be able to hit their numbers. This means consistently filling all of the reqs assigned to them month-after-month. If the backlog is increasing you have a problem. You can’t be passive.
# 2: Knows the Job
- Has solid understand of real job needs. Confident. Gets clarification –
Good recruiters must know the job, and not rely on the Job Description. Recruiters need to know what the person holding the job needs to do to be considered successful. Otherwise, you’re just guessing and box checking.
# 3: Finds best active candidate
- Strong with basic systems and uses a variety of other good techniques –
Recruiters must be able to find the best active candidates quickly. This means writing great ads, knowing what boards to use, and using all of the latest searching tools to mine through resumes quickly and accurately.
# 4: Finds best less active and passive candidates
- Always obtained good candidates through referrals. Assertive –
If you’re only sourcing candidates, you’re not really a recruiter. Recruiters must be able to build instant networks of top people and convince them to consider your jobs even when they say “no”.
# 5: Manages the process
- Can manage multiple assignments using a variety of tools. Well organized –
Recruiters have too much to do and things always go wrong. Managing all of these issues is a critical skill. Hiring one person is tough enough. Keeping everything moving while staying on top of it all is the essence of an exceptional recruiter.
# 6: Knows the market
- Quite knowledgeable about industry, trends and employment issues –
Recruiters must be on top of all of the issues in their area of expertise. This means knowing compensation ranges, the best places to find top people, and what’s happening in their industry. This is how you convince candidates and clients you’re an expert.
# 7: Influences the hiring decision
- Adds much value. Understands candidates and job needs. Respected –
Recruiters must exert influence on their hiring manager clients at every stage. This means haggling about job requirements, candidate competency, and how to negotiate offers. The best recruiters are involved at each step in the hiring process and push their candidates forward despite differences.
# 8: Influences candidates throughout process
- Provides good advice and is seen by candidate as advocate. Influences –
The best people always have other opportunities. Keeping them involved and interested in your job is the core of recruiting. This means knowing the job and presenting a persuasive case as to why offers should be accepted even if they don’t meet salary expectations.
# 9: Conducts professional and accurate interview
- Uses multiple tools to assess. Solid skills. Pretty accurate. Input valued –
Recruiters must be thorough and competent assessors of talent. This means knowing what questions to ask, interpreting the results correctly, and defending your candidate to the hiring team. You know you’re at the top of your game when you lead panel interviews and the debriefing session.
# 10: Works with the team
- Works well with team to improve process. Takes initiative to help others –
Forget the Lone Ranger stuff. In a corporate environment recruiters must work with a wide variety of people, some not so great. Influencing their decisions and keeping the process moving forward is what teamwork and cooperation is all about.
- Consistently fills most jobs on time, often with top people. Responsible –
Recruiters must be able to hit their numbers. This means consistently filling all of the reqs assigned to them month-after-month. If the backlog is increasing you have a problem. You can’t be passive.
# 2: Knows the Job
- Has solid understand of real job needs. Confident. Gets clarification –
Good recruiters must know the job, and not rely on the Job Description. Recruiters need to know what the person holding the job needs to do to be considered successful. Otherwise, you’re just guessing and box checking.
# 3: Finds best active candidate
- Strong with basic systems and uses a variety of other good techniques –
Recruiters must be able to find the best active candidates quickly. This means writing great ads, knowing what boards to use, and using all of the latest searching tools to mine through resumes quickly and accurately.
# 4: Finds best less active and passive candidates
- Always obtained good candidates through referrals. Assertive –
If you’re only sourcing candidates, you’re not really a recruiter. Recruiters must be able to build instant networks of top people and convince them to consider your jobs even when they say “no”.
# 5: Manages the process
- Can manage multiple assignments using a variety of tools. Well organized –
Recruiters have too much to do and things always go wrong. Managing all of these issues is a critical skill. Hiring one person is tough enough. Keeping everything moving while staying on top of it all is the essence of an exceptional recruiter.
# 6: Knows the market
- Quite knowledgeable about industry, trends and employment issues –
Recruiters must be on top of all of the issues in their area of expertise. This means knowing compensation ranges, the best places to find top people, and what’s happening in their industry. This is how you convince candidates and clients you’re an expert.
# 7: Influences the hiring decision
- Adds much value. Understands candidates and job needs. Respected –
Recruiters must exert influence on their hiring manager clients at every stage. This means haggling about job requirements, candidate competency, and how to negotiate offers. The best recruiters are involved at each step in the hiring process and push their candidates forward despite differences.
# 8: Influences candidates throughout process
- Provides good advice and is seen by candidate as advocate. Influences –
The best people always have other opportunities. Keeping them involved and interested in your job is the core of recruiting. This means knowing the job and presenting a persuasive case as to why offers should be accepted even if they don’t meet salary expectations.
# 9: Conducts professional and accurate interview
- Uses multiple tools to assess. Solid skills. Pretty accurate. Input valued –
Recruiters must be thorough and competent assessors of talent. This means knowing what questions to ask, interpreting the results correctly, and defending your candidate to the hiring team. You know you’re at the top of your game when you lead panel interviews and the debriefing session.
# 10: Works with the team
- Works well with team to improve process. Takes initiative to help others –
Forget the Lone Ranger stuff. In a corporate environment recruiters must work with a wide variety of people, some not so great. Influencing their decisions and keeping the process moving forward is what teamwork and cooperation is all about.
Thursday, March 13, 2008
How to attract top talent…and keep it!
How to attract top talent…and keep it!
As a recruiter I have seen plenty of great creative agencies in a bind searching for top-notch talent, and not being able to keep them. What gives??????
The issue might be in the entrance interviews where all the bells and whistles are released. Potential employees know there is more than just a list of prestigious awards, a fun culture, and great accounts. Many candidates really are smart enough to look beyond the first 6 months, and want to know what an advertising agency can offer them down the road.
Among the most important aspects is that of great leadership, which will in-turn produce great leaders. Candidates want a great mentor who can discuss their career path in complete honesty and with genuine interest. As it turns out, the quality of leadership at any company, both within the advertising industry and beyond is a make or break quality for candidates.
Don’t shy away from long-term goals and take a potential employee as seriously as they are taking you. Respect is a two way street and its much easier to keep candidates than it is to continuously cycle through them.
As a recruiter I have seen plenty of great creative agencies in a bind searching for top-notch talent, and not being able to keep them. What gives??????
The issue might be in the entrance interviews where all the bells and whistles are released. Potential employees know there is more than just a list of prestigious awards, a fun culture, and great accounts. Many candidates really are smart enough to look beyond the first 6 months, and want to know what an advertising agency can offer them down the road.
Among the most important aspects is that of great leadership, which will in-turn produce great leaders. Candidates want a great mentor who can discuss their career path in complete honesty and with genuine interest. As it turns out, the quality of leadership at any company, both within the advertising industry and beyond is a make or break quality for candidates.
Don’t shy away from long-term goals and take a potential employee as seriously as they are taking you. Respect is a two way street and its much easier to keep candidates than it is to continuously cycle through them.
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