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Brands on Fire: Igniting Passionate Conversations

brands_on_fireIn a typical day, brands will be mentioned 3.3 billion times around the world.  Your average American will mention a brand name 80 times a week.  To say that we have “brands on the brain” would not be an exaggeration.  Think about it:  we get excited about the brands we associate with.

There’s a sense of pride and even ownership with being connected to something we perceive as “iconic,” whether that be what we wear, where we dine, or how we fly:  rarely do you hear someone say the type of plane they’re flying on or even the class of service… no, they share the brand name.

The same is true for where we work. At the 2014 SXSW Interactive Festival earlier this year, I sat in on a session where Robbin Phillips, author of The Passion Conversation and she reiterated something we logically know but are too quick to forget: while we have a strong love affair with brands, that’s not what it’s all about.

Our focus needs to be on evoking passion in people, which doesn’t come from asking people to ‘like’ our Facebook page or sport or logos.  In recruiting, that means we don’t need to have a conversation about jobs.  Rather, we need to spend our time discussing the things that the people that do those jobs get geeked up about:

  • Challenging projects
  • Unforgettable experiences (team members, travel to enviable places, great events)
  • Balance benefits (again, think about the ‘cooler’ benefits and things others would deem enviable)
  • Higher Purpose – what their work translates into, how it serves / makes a difference

By doing this, you’ll not only get the chance to improve the conversations you have with the talent you want to bring on board and keep in your organization; but you’ll also get something greater than that:  you’ll get them talking about the passion you set on fire in them with others.  That has real impact.

McKinsey Global Research reports that half of all purchasing decisions are made from word of mouth conversations.  Again, translated into the world of recruiting means the positive buzz you build around your brand can have serious impact on your conversion rate (because one could argue that choosing to accept an offer is a major purchase). When the conversation is coming from your employees it can have an even bigger impact still:  71% of people place a large focus on referrals.  So, let’s follow this through:

Ignite passion in your employee population by getting them talking about the stuff they geek out over work.  They start talking and sharing it with their friends, families, and others – that buzz builds & referrals are passed on – others want to be part of the excitement and voila!  Your application rate and brand reach starts rocketing in a very positive direction.

How to Make it Happen

Getting your employees (and even candidates) to help set your brand on fire is part functional, part science, and part psychological (emotional).  “The best brands, the brands we love the most, are the ones that never let us forget how it feels to be good people.” Phillips’ says.

They turn their brand stories into love stories by highlighting how what they do brings good into the world.  Breaking it down, each job has a hand in bringing that good into reality – from the CEO to the janitor who’s focus on creating a clean and functional workspace allows others to focus on bringing products and services to market.

Every job has purpose; every job is important.

So reframe the way the conversation is typically held so that you can show it.  Throw away the tired job descriptions and share videos with employees talking about what they do, how it connects with their team and other departments internally and the impact it has externally.  Weave the skills and tools necessary to succeed throughout it, peppered in amongst the highlights of how good it felt to overcome challenges and the pride connected with seeing the work finished, the product launched, the achievement of the work they do.   It reframes the conversation from talking about a job description and an empty seat to sharing purpose… making your employees (past, present, and future) the heroes of your story.

crystalAbout the Author:  Crystal Miller is a strategist with AT&T and has nearly a decade of recruitment marketing and digital strategy experience. In addition, she has led both the internal HR function for a regional $350MM business and the largest real estate recruiting practice for the leading single-site search firm in the United States.  Miller has worked with start-ups to Fortune 5 companies to create and execute compelling recruitment marketing & employer branding campaigns.

She has been a reliable expert source on the topics of talent attraction, talent acquisition, talent management, and digital strategy for multiple media outlets including CBS, Hanley-Wood, Mashable, and ABC. As an industry leader, she is recognized for expertise in recruitment, recruitment marketing, social media, social communities, talent pipelining, and digital strategic solutions and speaks globally on the same.

Follow Crystal on Twitter @TheOneCrystal or connect with her on LinkedIn.

Top 3 Recruitment Takeaways from the Australian Talent Conference

Our top 3 recruitment takeaways from the Australian Talent Conference 2014.

photoThere’s something almost mystical about Australia – which makes sense, considering its antipodal positioning.  And, I can tell you from experience, that 17 hour plane ride across the Pacific sucks.  You know when you get excited that the monotony of sky and surf is broken by some remote atoll or, better yet, a barge, this is one long haul – particularly when the best in-flight movie they’ve got is Ice Cube in Ride Along.

That said, watching the phantom outline of a plane inch across the international dateline, the equator and into the big blue nothing was well worth the trip – particularly considering, unlike the first settlers to Australia, I didn’t have to worry about stuff like dysentery, drowning, or draconian discipline.

Like the First Fleet, I arrived in Sydney, albeit in air conditioned comfort, salted snacks over scurvy.  And I darted directly across from the first Government House to attend a session on gender diversity in Australia.  Yeah, I guess I can commiserate with that whole transportation prisoner thing, having spent a full day on a flight to sit in another hotel conference room.

I walk in, and the first thing I hear, in a clear, crisp British accent, is, “if you want me, you bastard, you’re going to have to kill me!”  I knew this might actually be a good recruiting conference with that opener, although it was kind of rude tip toeing my way through the room and setting up my laptop while she went on about being a prisoner of Islamic fundamentalists.  Truth is, I missed most of the session, but I’ll catch it when they make her story into an Angelina Jolie movie (already in production).

But in flying a day into the future, it felt a bit like going into the past, because her whole point was not about, say, kicking Taliban ass or being the real life Lara Croft, but about the fact that the workforce – and executive ranks – of the Australian workforce are dominated by men.  You know, that whole glass ceiling thing, which you’d think wouldn’t be an issue when you’re part of an elite British army special ops unit.

I get it – that First Fleet carried with it 582 male convicts and only 193 females, a gender imbalance that makes Google’s developers seem diverse by comparison.  So the nation is kind of rooted in women trying to catch up.  Although Nicole Kidman, Naomi Watts and Abbie Cornish kind of make up the gap, as far as I’m concerned.

#ATC2014: Top 3 Recruitment Takeaways

Here are some other interesting facts I learned while on walkabout around the Australiasian Talent Conference last week:

1. Employers Still Care, Somewhere: One of the keynotes of the event involved Rebecca Houghton, the head honcho of people operations over at the Australian Post (their version of the USPS, but more respected and dependable).  She was upfront about the kind of recruitment challenge you don’t want to have: cutting people in a constricting business.  As she stated, “no one sends letters anymore.”

But in an employer who prides itself on providing a living for otherwise unskilled, underserved and often diverse workforce that otherwise wouldn’t have the opportunity to contribute to the economy, much less self-improvement, is faced with needing less people due to the simple formula of supply and demand.  Her concern wasn’t for “doing more with less,” or how to outsource to save her budget, or how her strategies helped transform HR into a business leading function, like most recession-weathered recruiting speakers in the US.

She was concerned about the employees she’d have to let go, about their futures, their economic and emotional well being without the stability of good careers at a good company.  That was refreshing, and a recurring theme: somehow, Down Under, HR is still about humans. In fact, automation wasn’t even a talking point, which was refreshing.

occulus2. Occulus Kicks Ass: I’ve always been a Google Glass hater.  It’s just not that impressive to me to look like Robocop’s douchebag brother.  And I’ve always thought that if augmented reality was going to catch on – which it should have, considering its utility, unlike, say, QR codes – it was through an app like Layar, which let you use your cell phone to see the world differently, from Tweets around you to Yelp! reviews of nearby restaurants or even CareerBuilder postings (all supported Layars).

So it was with some skepticism I tried on Occulus Rift for the first time, a company I had only heard about since Facebook paid 2 billion dollars for them, which, of course, was just another example of Facebook’s financial hubris in the M&A market.  But about 30 seconds in, I saw the future – and think they likely underpaid.  The difference between augmented and virtual reality is simply stunning.  It’s like the difference between the factoids in Pop Up Video and actually being in that video – and the roller coaster simulator they had going made it feel like I was really there, nausea and stomach queasiness included.

The prototype I saw – courtesy of an original Kickstarter contribution – was obviously still a little clunky, both in terms of fashion sense (think Cyclops from X-Men) and graphics rendering (think: StarFox for SNES).

But with an open API, Facebook’s funds and mainstream acceptance, this technology has the potential to change everything from simulated learning and behavioral assessments in hiring to employee development and training to making Madden even more badass.  I want one.

3. Recruitment Is Really Hard When You’re On An Isolated Island: The overall population of Australia is around 22 million, roughly the same as the Los Angeles Metropolitan area.  Like LA, it’s got a bevy of major companies in media (News Corp), real estate (Westfield), financial services (WestPac) and telecom (Telstra), all headquartered in the land of Oz.  Like LA, filling skilled jobs at these global brands is a tough order of business – but unlike LA, the country is suffering a severe brain drain, stagnant and aging workforce, and an extremely limited talent pool, compared to the tens of millions of US workers who come without relo or immigration issues attached.

If you think the war for talent here is hard, try being on an island out in the middle of an ocean, a day ahead, on the other side of the world, where the cost of living is astronomical and the business culture as antipodal as the geography compared to North America and Europe.

But somehow, they’re winning.  Some of the most innovative startups I’ve seen, like Small Improvements and CultureAmp, are being born, developed and deployed globally out of Australia and into the global workforce, the result of the low costs of entry and scalability of SaaS.  They’re inventing innovative ways to find talent, through enabling virtual interviewing solutions for no-tech industries like mining and succession planning tools for companies with no real org charts or reporting hierarchies.  That’s really cool, and real proof that as much as we’d like to focus on the US, we have it pretty easy – but are pretty lucky that some of the world’s best minds are building solutions for tomorrow’s workforce needs on the other side of the date line.

I can’t wait to go back and learn more.  Hint, hint.

4 Candidate Relationship Management Fundamentals

4 candidate relationship management every talent acquisition team should know.

marketingsocialnetworksAs if talent acquisition teams didn’t have enough on their plates with finding qualified candidates and getting them in the door, they’re now expected to attract and engage talent on an ongoing basis.In order to accomplish this candidate relationship management task while keeping up with their day-to-day responsibilities, some have drawn inspiration from customer relationship management techniques used by marketers and salespeople to keep leads warm and foster repeat business. The result is rapidly evolving into a standard component of effective talent acquisition best known as candidate relationship management (CRM).I’ve been thinking a lot about candidate relationship management lately, and this webinar has given me an opportunity to dig into what I believe is becoming a staple of sustainable talent acquisition practices.You see, sourcing has become much more of a long-term strategy than in years past.According to Brandon Hall Group’s State of Talent Acquisition Report, 65% of highly effective hiring organizations plan for talent needs at least quarterly – some even plan up to five years in advance! Imagine trying to search for candidates for positions that haven’t even opened yet, and you can see why these organizations needed a different approach to sourcing.Suffice to say recruiters today need far more than an applicant tracking system (ATS). They need a safety net for catching every candidate who comes in contact with their employer brand. They need a pipeline so they can build pools of highly engaged candidates. They need a platform for continually nurturing candidate relationships outside of the hiring process.That’s where CRM comes into play.At Brandon Hall Group, we define CRM as “the methods for managing and maintaining a company’s impressions, interactions, and relationships with potential and future hires.”Depending on the organization, candidate relationship management can take a number of different forms. But many share these four basic functions:CRM Image Kyle Blog

 

Discover functions are geared toward finding and connecting with candidates – passive or active as well as past, present, and future. They offer multiple channels through which candidates can connect with an organization beyond applying for an open job.

Engage functions are geared toward organizing and pipelining talent. They include building talent pools and communities of highly engaged, if not readily available, candidates.

Nurture functions are focused on keeping the employer brand in front of candidates. This includes email newsletters to target audiences, birthday reminders, social activity tracking, and more.

And Hire functions bring outcomes from all of these things together so that recruiters can respond to talent needs more quickly – and with warmer leads.

See more at Talent Acquisition Today


Kyle Lagunas-9
About the Author: 
As the Talent Acquisition Analyst at Brandon Hall Group, Kyle Lagunas heads up research in key practices in sourcing, assessing, hiring, and onboarding – as well recruitment marketing, candidate experience, and social recruiting.

Through primary research and deep analysis, he keeps today’s business leaders in touch with important conversations and emerging trends in the rapidly changing world of talent.

Kyle has spent the last several years offering a fresh take on the role of technology as part of an integrated talent strategy, and focuses on providing actionable insights to keep leading organizations a step ahead.

Previously the HR Analyst at Software Advice, he is regular contributor on SHRM’s We Know Next and TLNT, and his work has been featured in Forbes, The New York Times, Business Insider, Information Weekly, and HRO Today.

Follow Kyle on Twitter @KyleLagunas or connect with him on LinkedIn.

 

5 Tools Every Recruiter Needs To Succeed

What are the 5 Tools Every Recruiter Needs To Succeed? We asked Siofra Pratt, a Digital Marketing Executive at Social Talent

First there were conferences, then there were blogs, followed by apps and today we’re sharing the Tools Every Recruiter Needs. And yes, that does include recruiters, sourcers, researchers, HR professionals, directors, hiring mangers – everyone. We’ve compiled a list of the online recruitment tools we find most useful when it comes to performing a number of tasks within the recruitment industry. Get ready to have your world rocked!

5 Tools Every Recruiter Needs To Succeed:

1. Email Tracking Tools

The benefits of being able to see exactly when and who is opening your emails are pretty self explanatory, especially when you’re a recruiter! If you know who is opening your emails, when they’re opening them, how often they’ve opened the same email and what links they’re clicking on within your emails, you have a significant insight into which candidates are interested in your job openings and when you should be picking up the phone and giving them a call for a chat. And there are three tools currently on the market that will help you do just that:

– Signals
Signals by HubSpot is an email tracking tool that lets you see who’s opening your emails and when, so that you can prospect, work and close deals all while on the go. It notifies you when and how many times a person has opened your email, it tells you where they opened your email and it informs you when someone clicks on a link in your email.

recruitment tools

– Yesware
Yesware is a free email productivity plugin for Google Chrome and Mozilla Firefox that provides not only email tracking but customisable templates and CRM integration as well. The plugin allows you to see when your emails are opened and which links are clicked, it helps you create templates for common email messages you may send on a regular basis and enables your emails to sync with your CRM system.

recruitment tools

– Streak
Sick and tired of switching back and forth between your CRM and your email inbox? Streak eliminates the monotony of going back and forth between the two by allowing your to check and send emails, group emails from a customer or deal together, keep track of status, notes and details of each customer, share information within your team and see every email between a candidate and your team all from the one app.

recruitment tools

2. Indeed’s Intelligent Data

Thought Indeed was just for job seekers? Think again. You can use Indeed.com’s Advanced Job Search tool to your advantage by using it to scope out your competition and gain insights on things like salary estimates and who the biggest employers of a particular role are. After all, fore-warned is fore-armed and the information ingrained in Indeed is pretty priceless.

Go to Indeed.com, click the Advanced Job Search button and enter a search for the role your looking to fill. For example we’ve searched for a Software Sales Representative in Austin, Texas and we’ve done so by entering a Boolean string – (“inside sales” OR “saas sales” OR “software sales” -director -manager) – with the various synonyms of the job title into the “With these words in the title” section and the location – Austin, TX – into the “Location” field. (More on how to run a job search in Indeed in our dedicated blog post).

recruitment tools

When you click “Find Jobs” and your results are retrieved, you’ll get a list of all the available jobs on offer for that role, but you’ll also notice a number of populated categories lining the left hand side of the results page. The categories include “Salary Estimate“, “Title“, “Company“, “Location” and “Job Type“.

recruitment tools

We can see from our search that the average salary of a Software Sales Representative in Austin Texas is $30,000+, the various job titles associated with the role, Dell are hiring the most Software Sales Reps in the area right now and the vast majority of jobs on offer are full-time positions – all of which you can use to inform your job ad when it comes to writing one.

3. BufferApp

We are great advocates of anything that makes the use of social media easier, faster and more efficient and Buffer is right up there with the best of them. Buffer is an automated social posting application that lets you schedule your tweets (and other social media posts) so that they publish at predetermined times (these predetermined times are based on an analysis of your social activity and the success rates of your past Tweets, suggesting that you schedule posts for times that have been most successful for you so far).

recruitment tools

The tool enables you to quickly post any webpage of content (like your job spec or blog) out in to your chosen social network with one click. So how does it work? Let’s say you’re on LinkedIn and you see a recommended post, you read it and decide you’d like to share it, you can do so using the Buffer extension which is located in the top-right hand corner of your screen. Click the button, your Buffer account opens up and it gives you a suggested tweet that you can use or alternatively you can edit it yourself.

recruitment tools

4. Boomerang for Gmail

While Buffer is taking care of your social posts, don’t let your emails go to rack and ruin. Schedule them to go out at the best times too! Boomerang allows you to write emails now and schedule them to send automatically at a future date and time. It also helps you to postpone incoming emails by waving a magic wand and making them disappear into specific folders or by labelling them, and only bringing them back to the top of your inbox at a time you have specified. Not only does this help keep your inbox clean, but it also helps you stay focused on the most important emails – no more ASOS or Facebook side tracking! Oh, and Boomerang is the ONLY reminder service that will alert you if someone hasn’t replied to your email.

recruitment tools

If you’re away on holidays but need to contact someone during the same week, Boomerang is for you. If you’re contacting people in alternative time zones, Boomerang is for you. If you’re unsure as to whether or not a candidate has contacted you back, Boomerang is for you. More information on the extensive benefits of Boomerang for Gmail can be found in our Black Belt Training Course.

5. 360 Social

The recruitment world has been going crazy for both job and talent aggregation as of late, heck even Monster have re-designed their whole strategy to incorporate it. We think it’s time social media got with the programme too. 360Social.me is a social profile aggregation tool that searches the web to provide you with a comprehensive social picture of the people you’re communicating with via email or via social networks. In other words, when you type a candidate’s email address into the ‘To’ box of a blank email or when you view a candidate’s Twitter profile, 360 Social gets to work collecting social information about that candidate from over 200 social networks and condensing it onto one simple sidebar.

recruitment tools

Understanding who you’re talking to and what is important to that person is a crucial element of social recruiting. 360 Social provides you with a complete picture of who the candidate is and as a result, instantly deepens and enriches your communication and engagement.

 

Have you found any good tools you feel the recruitment industry could benefit from? If so, let us know in the comments below. If you’d like more information on a even more excellent recruitment tools take our Black Belt in Internet Recruitment training course. You’ll be in awe of just how many free tools can help you do your job more efficiently and more productively, trust us! Click here to request a demonstration of our online training platform and have a chat with one of our lovely Sales people.

Read more at Social Talent

siofraAbout the Author: Siofra Pratt is a Digital Marketing Executive at Social Talent, which she originally joined as an intern in May 2013. In her current role, Siofra manages inbound marketing & content creation, social media management and advertising for Social Talent and is the voice of the Social Talent Blog.

A former banker, Siofra holds an honours degree in Commerce and an honours Masters in Creative Advertising.

Follow her on Twitter @sioffy or connect with her on LinkedIn.

Memoir: How Social Media Is Shaping Personal History

memoir-600x300I have this cool app called Memoir – not sure if it’s on Android, because I value my phone data (albeit I am forced to use PRISM poster child AT&T for the service).  It lets you see what you were doing one year ago, two, up until the dawn of time, or at least when you set up Twitter or Facebook or any other social network with an open API.

For most people – the latter, at least, only tracks until it went open to the public – thanks for ruining it by not limiting it to a list of like 15 .edus.  I’m going to correct that and go back to what I was doing 8 years ago today:

I was on Facebook back then – because it was like flying first class vs. MySpace’s Greyhound Bus.

Although despite its roots in the Ivy Leagues, UC kids and other bastions of erudite elitism, at least, the conversation has actually gotten smarter, which is interesting.  Shout out to USC, by the way  – and Stanford sucks almost as bad as UCLA , hella NoCal friends.  Yeah, I’m kind of one of those douche bags.  So it’s a seminal point when Zuck turned 30 for me, mainly because I wish I was him so bad and am so close – I seriously wrote the business plan on a dorm room bed for a company that’s now valued at around 1.5 billion.

I went into recruiting, frankly, because I needed the health insurance.  In that way, the ACA has cost me probably more than anyone else in the US, because I could have been making it rain, like, every night for the rest of my life.  Even had I not gone the geek route and stuck around as a desk assistant in Hollywood (at the time, I was in the PR and marketing department at Paramount, which in retrospect, was much cooler than I thought at the time.  I was pissed I hadn’t gotten a paid gig in development yet.  My coverage kicked ass.

The coverage that didn’t kick ass, however, was the fact I had to take a job in a bullpen with a bunch of Cal State kids dialing for dollars to get to see a doctor if I needed to and get my head meds for less than my total paycheck.  So, I justified to myself that 21 bucks an hour and full medical, dental, vision and a 401(k) match to try to find construction superintendents for production homebuilders.  And it was as boring as it sounds.

The office of this startup RPO that was basically 99% reliant on a production homebuilder and the roaring construction industry – they did get acquired by Manpower, which was quite well timed, in retrospect – was in the bottom floor of a Class C, non-descript, coffee stained bank building in an office park in Torrance.  If that means anything to you, that will tell you how badly my B.F.A. toting, debt ridden ass was.

But they bumped me up to $22.50, a princely amount that I’m sure cost me far more than I should have buying drinks on the Pier that night, and after like, 5 months of working a day job, they were promoting me AND giving me a team.  The reason is because our key metric at that RPO was qualified leads entered into our ATS, which, at the time, was Lotus Notes.  Stop bitching about how Jobvite sucks, seriously.

I was 22 years old, still lived in a crumbling 1908 8 BR, 12 resident Victorian a hard turn on the edge of campus.  I still shaved, and cared about what I wore or cared what anyone else still thought.  I woke up in a shit hole in the mornings, tucked a Costco shirt into Dockers, sat on the Harbor Freeway in gridlock every day to drive to a place with a Marie Callendars in the parking lot to cold call construction dudes.

So, I drank a little bit.  Kill me.  Although my frat boy, party school (for nerds) experience and access to plenty of cheap South Central cerveza self was never, at any time, as out of control as the average HR woman at the karaoke after party.  Which, seriously, is the kind of drunk that’s like yawning – you see that, and hell, you gotta drink, too.

I don’t drink a whole lot, by the way.  The only black out drunk I’ve ever been in my life involved Louisiana SHRM, a limo and a juke joint in the woods.  I think that’s a pretty permissible defense.

But back then, I’d come to work a little under the weather, except for the night I puked out the window of the car I couldn’t drive and showed up right on time at 7 AM in the same thing I had partied with my co-workers in the night before.  It was my choice to be there that early, the only rule was I had to clock in for 8 hours at a time, so I slept until everyone else came in at 9, then clocked out at 4 to go play golf at the public course next door with the other “hi-pos” who were at least smart enough to game the system.

When I did finally wake my ass up at 9 when everyone else came in and drunk a pot of crap corporate coffee with, ironically, the woman who now runs recruiting for Red Bull, I’d still not really want to fight for the industry directory of construction sites and call in and talk my way past the “gatekeeper,” in this case, the office manager at the construction site.  First recruiting call I ever make, I hear, “Is this CRI again?”  But in fairness, the only thing that could get you fired was “rusing” – misrepresenting who you were or overtly lying.  You had to sweet talk.

But I had a high speed internet connection, and I figured out I could just go to Google and put in the name of the competitor and market I was sourcing for – like, Pulte Homes in Charlotte (glam), and I’d get a phone number.  This made me a genius and gave me a serious edge, because I wasn’t fighting for access to the one copy of the book you needed to do the job.  They also wouldn’t photocopy it – this was, in retrospect, a deceptively ethical recruiting firm – but one that taught me you can get bought out for beaucoup bucks and do the right thing.  Idiot.

This was, for a couple of months, sourcing for me, and I was already exceeding quota.  Then, I had this bright idea.  Why don’t I try typing in the title I was looking for, too?  Like “superintendent + charlotte + construction + pulte”?  I remember the first search I ever did was for the commission only sales staff in Colorado Springs for a new property they were building using that Boolean logic – pretty obvious, but apparently not to the idiots around me still picking up the phone.  We received hours and hours of training in how to use a phone, but like maybe a 15 minute module on how to use our e-mail and another couple days on the LotusNotes, ghetto system of record we had to use.

Nothing on the internet.  We did get all our offer letters sent by fax, though.  This was, to reiterate, eight years ago – or the equivalent post-secondary education of a doctor – a generalist, at that.  Not so long, I think, although every sentence is making me feel older as I write this.

That first result returned 6 pages of results – the same one now (not going to show you because it would identify the client I was working for and that NDA is still in effect, odd as that is) – and every single result was actually pertinent leads.  Like, real people with real contact information.  Today, that same search has 4 pages of SEO ranked crap before I find one that actually has someone’s name and a contact info in the search display.  That’s because somehow, our data became monetized.  But the more of it we provided, and the more ease of access and convenience companies like LinkedIn or Facebook provide, the more of our private lives we’ve given up.

I had Facebook in college, but it didn’t have photos.  It had a bunch of people you knew, and this thing called Classmate Finder where you put in your course number and it showed you everyone in your classes – which was the most helpful feature in TheFaceBook’s existence (I still revert to that every time I type it in).

It’s all noise now, and the only big data problem is one, having watched all this go down before hitting 30 by weird happenstance, is we realized that there was money to be made in this internet thing.  Jigsaw taught me, as a recruiter, you had to add value to extract value.  LinkedIn tells me if I pay a premium for that, it’s bullshit.

But back then, information on the internet was, well, pretty rare, almost always relevant, and at least enough to source for pretty hard to fill roles back in the heights of the real estate bubble – which, inevitably, also burst my career as a finance and accounting recruiter.  So if people think sourcing is hard, well, talk to Indeed, the SEO capabilities in your ATS or, on social, yourselves.  Because it’s your fault, not big data’s.

This post didn’t really have a point.  I just got named by some blog in the UK as the #1 blog to read for recruiting, and felt compelled to write something.  It’s too long by far, but I’m also about to go get paid to talk about blogging for HR in Australia, which is the most ridiculously stupid thing ever, I’m sorry – not worth it, but I’ll take it and feel blessed I’m not back there in Torrance, where I was 8 years ago today.

Happy 3-0, Zuck.

Hiring Habits: Holocracy At Zappos

What’s it like to work in a holocracy at Zappos? Without job titles and descriptions, how will it work?

Those zany zapponians have done it again… Holocracy at Zappos.

When all visual representations of your core values and corresponding corporate culture resemble a convergence of Spring break zappos-teamdebauchery and a carousel of SNL skits, why not create a WOW reaction by foregoing one of the most tedious talent acquisition tasks?

What might that be? You ask. Developing job descriptions and promoting open positions through job postings, of course! Though typically time-consuming and tough to create (well), or continue to keep current, position descriptions traditionally have been the basis for all eventual hiring decisions.

So how then is Zappos planning to pull off probably the most controversial concept since… well, Holacracy? At first, eschewing job postings may sound as (un)sensible as doing away with titles, managers, organizational layers and formal leadership hierarchy, as Zappos did late last year.

WOW, indeed! Even for Sin City. French manicured, Coach bag toting, compliance cop, policy police HR ladies will surely, yet again, gaze disapprovingly upon the latest unprecedented goings on of their Glitter Gulch neighbors.

Upon deeper analysis though, not relying on job postings may actually make perfect sense – for Zappos, at least.

Here’s why…

 For as long as any of us can remember – which isn’t long considering our collective ADD – Zappos has been the go-to darling of human capital industry practitioners for establishing an aspirational cultural example. So too has Zappos become the epitome of exceptional employer branding. Along with the likes of Ritz Carlton and Nordstom, Zappos’ customer service reputation, online and offline, is also legendary.

The above factors combined with some of the most trend-setting, targeted talent acquisition practices, sets Zappos apart as an employer of choice. Intentionally or not, they have created a platform that practically guarantees sufficient prior awareness of their brand and work environment, so job seekers self-select whether it makes sense to apply.

If due to Holacracy, there are no defined positions internally at Zappos – just work to be done – then why wouldn’t their hiring process match that model externally?

With the absence of formal job descriptions or posted jobs, now applicants simply choose which functional team they are interested in joining. Being that Zappos translates its customer service prowess to its candidate experience process, recruiters from those respective teams develop relationships and learn about those that have applied to be a Zappos Insider and then respond accordingly.

What does this mean for the rest of the talent landscape?

While still puzzling over the HRCI knowledge-based versus SHRM competency-based certification battle, the pundits and pontificators will likely opine that Zappos’ job posting-free gamble is a risky bet against the (status quo HR) house that always wins. Many of the aforementioned HR ladies will probably lobby to make sure the “what happens in Vegas, stays in Vegas” slogan applies in this case.

If we’re lucky though, Zappos’ played the right hand to force all employers to lay their cards on the table and step up their game.

talenttalks

About the Author: Leveraging her unique perspective as a progressive thinker with a well-rounded background from diverse corporate settings, Kelly Blokdijk advises members of the business community on targeted human resource, recruiting and organization development initiatives to enhance talent management, talent acquisition, corporate communications and employee engagement programs.

Kelly is an active HR and recruiting industry blogger and regular contributor on RecruitingBlogs.com. She also candidly shares opinions, observations and ideas as a member of RecruitingBlogs’ Editorial Advisory Board.

Follow Kelly on Twitter @TalentTalks or connect with her on LinkedIn.

How To Create A Recruiting Video

corporate1Video has become one of the best ways to communicate a company’s culture, especially in a talent recruiting context.  Doing it well can yield great results.  Doing it poorly?  Well, not so much. Here are 9 tips to teach you how to create a recruiting video that will help you succeed, with input along the way from Craig Fisher, CEO of TalentNet, LLC.

1. Know your target.

Like any form of persuasive media or marketing, you need to know what motivates your target’s decisions.  What motivates and inspires them?  What makes them lose interest?  What will make them open to hearing more?
Craig:  The top thing millennials want in an employer isn’t salary.  It’s interesting work.  Next is learning and career track with regular raises.
2. SPEAK TO THE TARGET.  NO ONE ELSE.
If you’re trying to speak to multiple categories of talent, you need to do multiple recruiting pieces.  Marketing candidates won’t respond to a video better suited for engineers.  In this case, one stone has no chance of killing two birds.
Craig I’m a big fan of letting each department create its own video.  That way each video will automatically be targeted.  Create videos about the team, the company culture, specific jobs, and a day in the life of a typical employee in that department.
3. Know your Context. 
LinkedIn is an obvious hotspot right now for finding candidates.  Events are great too.  But keep in mind that a video that works online may not work at an event.   A truly compelling video works in concert with its environment.
4. Your Current Employees are the experts!
What style of video will you create?  Will comedy work?  What will the perfect candidate wantto hear?  What makes your company so great in the first place?  Nobody’s better suited to answer these questions than your current team.  After all, THEY already joined the company.  Ask them, “why?”
Craig:  Give your employees a voice.  Tell them that you would love for them to help share your company’s awesome culture with the world if they want to.  And if they do, give them the tools to talk about work properly while keeping their own personality alive in their communications.

5. Everybody has a ping pong table.

Make sure you communicate important, unique reasons why your company is a great fit for a prospective new hire.  After all, it’s not the ping pong table or “unlimited snacks” that will make them get out of bed in the morning.  Identify your differentiators and leverage them.
Craig: The truth is that the only thing your company has that others don’t is your people.  The individuals that make up your organization are your only true differentiators
6. Brand Schmand.
Recently, a CMO friend of mine told me that his decision to “stay out of it” turned out to be a good one while his company was creating a recruiting/culture video.  This is good advice with one exception.  When the people in the video intro the company itself, what will they say the company actually does?  I’m not suggesting someone should recite the mission statement but it needs to fall in line with the brand messaging.  This is just as much about accuracy as it is about branding.
7. Say “NO” to the CEO.
Consider which members of management, IF ANY, should be in the video.  Potential candidates may not connect with a CEO they will rarely see if they’re hired.  Resist the urge to put an “official face” on the company.  Candidates want to see people like them, the ones they can relate to.  Have a reason for EVERY person or character in the video.
Craig:  People want to do business with people they feel like they know, like, and trust.  This happens when individuals share personal things.
8. Tell a story.
Stories are memorable and help people connect emotionally.  Canned, boilerplate… “we’re committed to excellence” blah blah blah won’t resonate.  Make sure your video weaves an authentic storyline.  Doesn’t have to be The Great Gatsby, it just needs to feel personal.
Craig:  Let your employees talk about what they do in culture or recruiting videos.  And let them tell their stories.  Their individual stories, not just the company’s.  
9. Be Real.
So many recruiting videos and company culture videos are out of touch.  That’s because they’re full of company jargon and what we think people want to hear.  This isn’t necessarily a creative issue as much as it is about letting your company be itself.  You have a personality.  Embrace it.  Don’t be afraid to use it.  After all, it’s a MAJOR reason why people work there in the first place.
I’ll leave you with an example that  was executed using this process and approach.  21CT is currently driving relevant traffic to this video, traffic sourced mainly from LinkedIn and other online talent search efforts.
Read more at Fishdogs.com

About the Author: 

fishdogsCraig Fisher helps people and businesses find things, and get found; new customers, top talent, better jobs, and larger audiences.  He helped to create the 1st Linkedin Certified training in North America.

He does strategy, speaking and training for groups of all sizes, all over the world, including sales teams, recruiting teams, and professional organizations on Social Media and mobile strategy.

He is founder and host of the #TalentNet social conferences, now part of the GlobalTru Alliance with the #tru recruiting unconferences.  Follow Craig on Twitter @Fishdogs orconnect with him on LinkedIn.

Recruiting Man vs. Machine: Personalization, Automation and the Future of Talent

manvsmachine-1All of my clients (recruiters) are seeing sourcing their own recruitment talent as their priority. Lots of strategies are being developed to help attract and source talent to help them build their own businesses and support their clients.

2 things happened this morning which prompted to me write this blog:

  1. The fabulous Boolean Black Belt published a blog about How to Find Active and Passive Software Engineers on Stack Overflow .  14 years ago recruitment was about how many paper CVs you had in your drawer a great memory (yes, I’ve skipped a few sequences!).  Now it’s about looking for needles in a haystack – in space!
  2. I listened to John Sumser’s latest podcast where he interviewed Zahir Ladhani, Vice President of Smarter Workforce (IBM).

John and Zahir’s initial chat was about technology and the skills gap.  Technology has evolved at a very fast pace.  As it evolves the role of the talent changes, and the skills gap is created due to the roles of talent not keeping up with technological advances.  We often hear about this skills gap affecting purely technical roles.  Zahir used the example of the toll booth operator who used to primarily collect cash, bring replaced by operators who can program systems to collect money.

So what does this mean for the role of the recruiter – a role which is not often equated with the word “technical”? Ironically some staffing company directors want to discourage the use of technology to recruit – they feel that they are the last bastion of the “human” element of recruitment and they see this as a USP.

Yes they have systems like CRM/ATS, but these systems are so “yesterday” when it comes to hr technology. (Video / mobile / sourcing tools / referral systems, etc…)

Example: Mobile Technology

I was privileged to be asked to speak at Bullhorn Live last year.  The Bullhorn team demonstrated their mobile app, and the room turned from an audience actively excited about the, to one dominated by staffing company directors wanting to understand how to restrict access to mobile technology due to fears about how it could be abused. (Speechless!  There is a lack of understanding that talent is not searching for jobs while at work anymore, they are mobile and likely to be the most active when you have shut your systems down for the day!)

Example: Video in Recruitment

Ironically, the agency / staffing company main competitor, the in-house function, is either using video tech as part of their recruitment process or seriously considering it.  The average staffing company is either finding it hard to see how video will help their recruitment process, or they are finding it hard to find the budget to invest in it. (I’ve used video in my own latest recruitment campaign.  I want the best, most confident and presentable people in my business, and I don’t have time to meet everyone who on paper and on the phone can wing it!))

The Recruiter Skills Gap

I started out in recruitment in 2000.  Back then we had 150 staff and 4 computers (north, south, east and west) and you could use these pcs when your boss went for a cigarette.  Using a pc was classed as “admin”.  We had teams of administrators who shielded the sales people (recruiters) from digital tools which were seen as a distraction (we now use the word “disruption”).

This model is now pretty scarce now.  Try asking a recruiter to fill out a paper form to get anything done and you’ll get push back.  Recruiters want speed – they are up against a super-speedy, passive-talent world, often working on the same job as 5-10 of their competitors and to top it all their client has a LinkedIn Recruiter license too! (Nothing like a little pressure to guarantee quality #ironic!)

Filling the Digital Recruiter Skills Gap

Hands up if you are a staffing company / in-house team who is actively seeking talent for your own teams which can use the new digital tools! If you are, do you have a competency-based questioning process to help you check the skills of the applicant? (Breathing, having more than 1000 LinkedIn contacts and being young is not a competency.)

Does your internet usage and social media policy actually encourage the use of technology to recruit, and if it does do you back this up with training / action?

Do you actually have the technology (and environment) to allow digital recruiters to do their job and be what they should be in 2014 – agile?

The role of the recruiter has never been more technical – and it has never been more competitive and littered with opportunities to disrupt.  Recruiters need more digital skills and open access to technology, or they risk not being able to fill the skills gaps of their own clients.


Lisa Jones
About the Author: 
Lisa Jones is a Director of Barclay Jones, a consultancy working with agency recruiters on their recruitment technology and social media strategies. Prior to Barclay Jones. Lisa worked in a number of Recruitment, IT, Web and Operations director-level roles. She is a technology and strategy junkie with keen eyes on the recruitment and business process.

You’ll see Lisa speaking at many recruitment industry events and being a recruitment technology and social media evangelist online. She works with some of the large recruitment firms, as well as the smaller, agile boutique agencies.

You can follow Lisa on Twitter @LisaMariJones or connect with her on LinkedIn.

 

Meet Cielo: A Global Brand for Global Talent Challenges

An introduction to Cielo from the folks at Pinstripe & Ochre House.

CieloLast week in Milwaukee, I had the pleasure of joining the folks at Pinstripe & Ochre House for their annual client summit and analyst day. Right out of the gate, they had a major announcement to make: The two would become one under their new global brand identity, Cielo.

Spanish for “sky,” Cielo captures the ambition and vision of this company’s unique approach to talent. I visited Pinstripe’s US headquarters in March, and was impressed with its commitment to candidate experience and use of technology to enable advanced talent acquisition practices. As Cielo, the company continues to set the standard for a new kind of recruitment process outsourcing (RPO).

The rebrand coincided with the launch of the firm’s first annual Talent Activation Index, which presents some interesting data points illustrating the impact that talent management practices can have on business performance.

Of note:

  • 72% of leading organizations rate their use of data and analytics to inform workforce strategies as very effective.
  • 84% of leading organizations report being very satisfied with the quality of their talent.
  • 86% of leading organizations rate their employee value proposition as very effective at attracting top talent.
  • 69% of leading organizations report being very prepared for the changing workforce demands that will emerge by 2020.

This last data point was particularly compelling, as it set the stage for the first day’s keynote speaker, Gyan Nagpal. Nagpal is the CEO of PLGA Consulting – a global leadership development and strategy consulting firm – as well as the author of Talent Economics. In his book, he brings together talent management practices and economic analysis and examines macro trends in global talent.

Sounds exhilarating, right?

For this number nerd, Nagpal’s presentation – which drew largely from key findings in his book – perfectly framed up many of the challenges hiring organizations have only just begun to wrap their heads around.

Paraphrasing a bit, his story goes like this: The war for talent is being fought in the midst of abundance. The numbers prove that we are bang in the middle of an unprecedented explosion of human potential. Why, then, is finding and keeping talent today proving to be such a headache? The truth is that very few organizations have been able to craft a strategic response to a rapidly changing talent landscape.

You see, the global talent landscape will change dramatically come 2020. In much of Europe, it is aging rapidly; in the Middle East, social, cultural and language barriers are holding talent back. And in countries full of young personal ambition – many in Latin America and Africa — a lack of infrastructure or education is severely limiting potential. All told, while the global circumstances for business are converging, the three-billion-strong global workforce isn’t.

The challenge for today’s business leaders, as Nagpal sees it, is to build a more balanced and proactive talent strategy. Though the tendency for many organizations is to invest in near-term solutions, only by studying how the workforce is changing will we ever get ahead of global talent trends and begin building toward the future.

Which brings me back to another key finding from Cielo’s Talent Activation Index. According to that research, only 41% of leading organizations use quantitative metrics to measure the business impact of their workforce. Additionally, 43% use quantitative metrics to measure the quality of their workforce. While this is certainly better than the 5% of laggard organizations doing either, it leaves nearly 2 in 3 still struggling to correlate talent metrics like quality of hire and employee engagement with business performance.

Before we can successfully optimize talent management strategies in order to meet shifting global needs, we must first understand how the two are linked. The research Nagpal cited shows that this won’t get any easier in the coming years, especially without the right solutions in place – be it an RPO partner or otherwise.

Perhaps that’s why I’m so interested in Cielo. As the company continues to grow and expand into new markets, I believe it is well equipped to address these global talent challenges. The cutting edge talent philosophies and recruiting best practices previously employed by Pinstripe & Ochre House are now united under a single brand – and powered by technology that continues to evolve to meet the needs of today’s highly competitive hiring talent climate.

I look forward to seeing what’s on the horizon for them.

Read more at Talent Acquisition Today


Kyle Lagunas-9
About the Author: 
As the Talent Acquisition Analyst at Brandon Hall Group, Kyle Lagunas heads up research in key practices in sourcing, assessing, hiring, and onboarding – as well recruitment marketing, candidate experience, and social recruiting.

Through primary research and deep analysis, he keeps today’s business leaders in touch with important conversations and emerging trends in the rapidly changing world of talent.

Kyle has spent the last several years offering a fresh take on the role of technology as part of an integrated talent strategy, and focuses on providing actionable insights to keep leading organizations a step ahead.

Previously the HR Analyst at Software Advice, he is regular contributor on SHRM’s We Know Next and TLNT, and his work has been featured in Forbes, The New York Times, Business Insider, Information Weekly, and HRO Today.

Follow Kyle on Twitter @KyleLagunas or connect with him on LinkedIn.

 

Conscious Uncoupling, HR Style: Is SHRM Screwed?

A breakdown of the relationship between SHRM and HRCI.

SHRM-Logo23There are, no doubt, a number of awkward encounters occurring in the elevators, hallways and at the vending machine stations at 1800 Duke Street in Alexandria, VA.  For those unfamiliar, that’s the HQ address of the Society for Human Resource Management (SHRM).  Currently, but one can only guess for how much longer, the Human Resources Certification Institute (HRCI) also resides in the building – cubicles of HRCI employees are cheek to jowl with SHRM staffers.

Based on the events of the last 10 days, I doubt there’s been much “hey Tammy…wanna grab a drink after work tonight?” friendly banter going on across the carpeted aisles.

We have been in a tsunami of drama with a general hubbub of angst, uncertainty, veiled accusations and guessing games churning amongst HR professionals.  While the outside world could care less, those of use who are either SHRM members, certified HR professionals, interested parties or any combination of the three have been consumed with this mess.

Since it’s poorly planned announcement last Monday, SHRM has found itself in damage control mode; CEO Hank Jackson and Board President Bette Francis have been, justifiably so, trotted out to release statements and stories and blog posts.

And they are not alone; HRCI’s Board Chair Clarissa Peterson released a post yesterday titled “Let’s Be Clear.” 

Among the statements made in that HRCI post, came this: “May 19 (TODAY): A SHRM executive notified HRCI that it would be excluded from the SHRM Annual Conference – an event the Institute has participated in for years.”

That one gave me pause. I want an answer to that one.

Certifications, Credentials & Conversations

I was invited to participate in a Certification Q & A webinar/press call today with Bette Francis, SHRM’s Board Chair, and SHRM CEO Hank Jackson. Also on the line were Bob Carr, SVP for Membership, Marketing and External Affairs and making his SHRM debut, Andrew Morton, SHRM’s new Director of Social Engagement.  He has been fortunate enough to start a new position for which he will always have the best “1st day on a job” story.  He started on Duke Street last Monday – also known as  the day when all the crap hit the fan.

So what were some highlights from the call?  Not many; seemed like some canned PR talking points including, from Hank, “My job is to ensure a smooth transition.  We wanted to make sure our partners had plenty of time.”

As learned on the call, SHRM believes that this new competency based exam/certification will better meet the needs of employers as they look to hire HR professionals and Jackson cited a major difference between the HRCI version and the “yet-to-be-named” SHRM version.  In his view, the current certifications validate knowledge where someone can “have read a book and can then regurgitate information.  The new certification will demonstrate you can apply that knowledge appropriately.”

(That, of all that was said, ticked me off the most. How SHRM, as our professional organization, could go from holding up and promoting the PHR/SPHR.GPHR certifications as a professional mark of distinction and then, within a few short weeks, categorize these same certifications as nothing but knowledge-spouting memorization implies of sour grapes and bad taste).

Although all involved stayed on their best behavior Hank did state “I would work with HRCI if they would agree to add competencies to the certification” and he further went on to continue down the path of refuting HRCI’s assertion that they were left out of the loop.

There’s still a lot to be rolled out, clarified and shared.  It’s been promised that more details will be unveiled (including the mysterious name!) at the SHRM Annual Conference in a month.

Oh – and no one answered my question about HRCI saying that it would be excluded from the SHRM Annual Conference moving forward. (I submitted the question twice).

*********

You know…when Gywneth Paltrow and Chris Martin consciously uncoupled they added a new phrase to our pop culture lexicon.  As normal people everywhere collectively scratched their heads, Gwyneth offered up a definition from Dr. Habib Sadeghi and his wife, Dr. Sherry Sami:

“conscious uncoupling is the ability to understand that every irritation

and argument was a signal to look inside ourselves and identify

a negative internal object that needed healing.”   

I hit the google. All the new-agey wtf mumbo-jumbo I found online about conscious uncoupling appears to rest on the point that whatever occurs that leads to the dissolution of a relationship is neither the fault of one person/one-party nor the other person/party. Each person/party brings power, dynamics and a pattern of behavior that can contribute to the downfall of the relationship.

Gwyneth allegedly decided to approach the divorce with this method for the sake of Apple and Moses (the kids). It’s unclear if she’s going to memorialize it with any sort of separation ritual; burning her wedding dress or swapping out one macrobiotic diet for another. No doubt she’s got some fabulously meaningful activities in mind to assist Apple and Moses with this transition.

At this stage I would say Gwyneth gave a bit more thought to her uncoupling than SHRM did to the uncoupling from HRCI. 

Read more at the HR Schoolhouse


robin
About the Author: 
With 25 years of HR Management experience, Robin Schooling, SPHR, has worked in a variety of industries including gaming, healthcare, manufacturing and banking.  In 2013, after serving as VP Human Resources with the Louisiana Lottery Corporation for almost 7 years, Robin left corporate HR to open up Silver Zebras, LLC, a consultancy focusing on unique HR strategies that power people, strengthen talent capabilities and harness the power of connections.

She’s a member of the Smartbrief on Workforce Advisory Board and served on the Boards of Directors for Geaux Veterans, and the Louisiana Business Leadership Network, which focuses on providing positive employment outcomes for people with disabilities.  Robin is a Past President of Greater Baton Rouge SHRM, a former board member with ASTD Baton Rouge, an active member of the Baton Rouge Social Media Association and she currently serves as Secretary/Treasurer and Communications Director for the Louisiana SHRM State Council.  In 2011, GBR SHRM awarded Robin its “HR Professional of the Year Award.”

You can follow Robin on Twitter at @RobinSchooling or connect with her on LinkedIn.

 

 

How To Respond To Reviews on Glassdoor: Advice for Employers

Tips to teach you how to respond to reviews on Glassdoor.

Recently, 90% of Glassdoor’s surveyed users reported that they find the employer’s perspective useful when making a decision about where to work. One easy way for a company to weigh in is to engage with its Glassdoor audience and reply to comments from current and past employees. If you’re in a position to speak on behalf of your company (e.g. HR, PR, Marketing, Executive), you can publicly respond to employee reviews on your company’s Glassdoor profile. But do you know how to respond to reviews on Glassdoor?

Here are a few best practices when it comes to responding to reviews on Glassdoor:

Take Action NOW

There’s no time like the present. If you see a new review, don’t wait. A swift response will show sincerity and reflect how important employee satisfaction is to you and your company.

Be Professional

You might not agree with more critical points of a review. And that’s ok! But take any emotional weight out of your response. This way, you’ll avoid seeming defensive and instead seem credible.

  • Avoid phrases like: “You’re wrong.”
  • Use phrases like: “We’re sorry to hear you feel this way.”

Employee reviews are considered opinion, so take it as such, and respond with your own opinion in a kind and genuine way.

Set the Record Straight

Things change. Sometimes, a review describes a past working experience which no longer applies. Use this opportunity to update the audience.

  • Example Review: “I was disappointed by their benefits package. I had to pay too much out-of-pocket for my medical insurance.”
  • Example Response: “We completely understand. We had found that other employees felt similarly. In turn, we updated our benefits package last November and our staff finds it to be an overwhelming improvement.”

Consider the Source

Sometimes, it’s not just what is said, but who says it. Many employer responses to Zillow’s Glassdoor reviews actually come from Zillow’s own CEO, Spencer Rascoff. Several Zillow employees have even reported that they accepted their offer with Zillow because of Spencer’s contribution to the Glassdoor conversation.

Agree to Disagree, And then Agree:

You won’t always see eye to eye with reviewers, but you can still find common ground. Make sure to acknowledge any helpful takeaways even when it’s the most difficult.

  • Example Review: “This company is more focused on speed than staffing up. Engineers work 13-hour days with no thanks.”
  • Example Response: “Working long hours myself, I can’t say that I witness others regularly working 13-hour shifts. However, I do agree that adding more team members should be a priority. We’re currently, and aggressively, rolling out new initiatives to find talent with the same great skill levels of our current engineers. Meanwhile, work/life balance means a lot to us. Your feedback indicates to me that there could be some improvements here. I will roll this over to our managers so they can have this insight. Furthermore, I invite anyone with concerns over his or her workload to express those concerns to me, directly. They are also welcome to do so anonymously, if that’s preferred.”

Say “Thanks”

Always include a “thank you” within your response. Even for reviews with which you might disagree, this shows that you value employee feedback, no matter what. For example, Home Depot includes this token of gratitude with each review response they post.

Companies that value feedback and are committed to employee satisfaction have a better chance of attracting and retaining top talent. After all, everyone wants to know that they matter. Responding to reviews is a great way for an individual to feel that their voice has been heard.

Read more on the Glassdoor Talent Solutions Blog

glassdoor logoAbout Glassdoor: Glassdoor is the world’s most transparent career community that is changing the way people find jobs, and companies recruit top talent. Glassdoor holds a growing database of 6 million company reviews, CEO approval ratings, salary reportsinterview reviews and questions, office photos and more.

Unlike other jobs sites, all of this information is entirely shared by those who know a company best — the employees.

For employers, Glassdoor offers effective recruiting and employer branding solutions via Glassdoor Talent Solutions. We help more than 1,500 employers promote their employer brand to candidates researching them and advertise their jobs to ideal candidates who may not be aware of them. What differentiates Glassdoor from other recruiting channels is the quality of job candidates we deliver and our influence on candidates’ decisions as they research jobs and companies.

 

30 Worst Job Titles In the World

Have a laugh and check out our list of the 30 worst job title in the world.

Job title inflation. The blatant attempt of job seekers to try and make their rather boring job title sound just that bit more credible. We see it a lot as recruiters. We also see the worst job titles.

But while lofty job titles can have a reportedly adverse effect in business, they can also lead to some rather hilarious creations!

But I guarantee that whatever pumped up job titles you’ve had the misfortune of reading over the years, are bad, they’ll never be quite a terrible as the 30 Worst Job Titles of All Time, as voted for by readers of Examiner.com!:

30 Worst Job Titles of All Time:

1. Erection Engineer (Manufacturing plant position)

worst job title
2. Chief Hooker (Cable Yarding Systems)
3. Cased Hole Log Analysis Specialist (Oil/Energy position)
4. Knob Head (Transportation position)

worst job title
5. Shaft Serviceman (Mining position)
6. District Beaver Leader (Fundraising)
7. S&M Administrator (Sales & Marketing Administrator)
8. Shaft & Tunnel Manager (Tunnelling Engineer)

worst job title

9. Domestic Violence COORDINATOR (Shelter employee)
10. Dreams Fulfiller (Financial Services)
11. Male Specimen Courier (Frozen Semen Delivery)

worst job title
12. Dike Mapping Researcher (Environmental Engineer)
13. BM in Johnsville (Branch Manager for a bank in Johnsville)
14. Vision Clearance Engineer (Windshield Replacer)

worst job title
15. Change Catalyst (Business executive)
16. Social Media Thought Leader (Staffing and Recruiting) – I bet a few of you are guilty of this one! Shame on you!!!

worst job title
17. Sr. Creatologist (Professional Coaching service)
18. Chief Imagination Officer (Technology)
19. Part-Time Package Handler (Warehouse/Shipping)

worst job titles
20. Die Process Engineer (Stamping Dies Engineer)

worst job title
21. SE Expert aka Sexpert (Systems Enterprise Expert)
22. Ideation Director (Marketing)
23. Canine Relocation Specialist (Dog Catcher)

worst job title
24. Advanced Scrum Master (Manager or analyst in Agile Development project)
25. Nutritional Intervention Advisor (Weight Loss Expert)
26. Christian Life Coach (Ministry)

worst job title
27. Chief Evangelist (Financial Services)
28. Bone Regeneration Specialist (Medical field)

worst job title
29. Integration Synchronicity Specialist (Technology)
30. Human Relations Specialist (Human Resources) – LOL

What’s the worst job title you’ve ever come across or had yourself? Let us know in the comments below!

Read more at Social Talent

siofraAbout the Author: Siofra Pratt is a Digital Marketing Executive at Social Talent, which she originally joined as an intern in May 2013. In her current role, Siofra manages inbound marketing & content creation, social media management and advertising for Social Talent and is the voice of the Social Talent Blog.

A former banker, Siofra holds an honours degree in Commerce and an honours Masters in Creative Advertising.

Follow her on Twitter @sioffy or connect with her on LinkedIn.

– See more at: http://www.socialtalent.co/blog/30-worst-job-titles#sthash.Ya0VyWDC.dpuf

LinkedIn & HiringSolved: Why You Should Care (Even If You’re Not in Recruiting)

hiring_solved logoIn January, LinkedIn filed a 17 page complaint targeting unknown defendants in the U.S. District Court for the Northern District of California, a move designed explicitly to force Amazon Web Services to discover, under subpoena, exactly which IP address was associated with the payment records and/or the ISPs connected to those addresses to track down, in the only legal way possible, exactly which defendant, as the suit claimed, created thousands of fake profiles on LinkedIn for the purported purpose of running automated scraping programs.  In an amended complaint filed in late March, LinkedIn submitted an amended complaint identifying the discovered Defendants, a common practice in data breach litigation.

That trail of IP addresses, and subsequent amended complaint, identified HiringSolved and its founder, Shon Burton, as being associated with the billing records discovered under subpoena, listed under Burton’s home mailing address in San Francisco.  The damages claimed by LinkedIn, to quote Nicole Greenberg Strecker, Esq. in her post on the original filing, include, in layman’s terms, “various allegations to the disruption of the accuracy and integrity of the site because of the fake profiles, strain[ed] access to servers caused by the scraping programs and the time and resources wasted responding to the Defendant’s activity.”

Accordingly, LinkedIn is seeking an injunction against this barely two year old startup which received its first million dollars in funding only in November, according to its CrunchBase profile, claiming the use of these scraping technologies not only violates copyright and user privacy laws, but that its violation of LinkedIn’s nebulous and ever changing (yet always arbitrary) Terms of Service and sweeping User Agreement.

LinkedIn has long been the technology equivalent, legally speaking, of the Church of Scientology, using scare tactics, deep pockets and comparatively endless resources to bully, harass and intimidate previous start-ups, such as Sell Hack (click here for our coverage on that legal action’s dangerous double standard), hoping that Goliath could crush David with legal fees, intimidation and what amounts to restraint of trade.  In that case, Sell Hack was built explicitly to automate a data privacy loophole in Rapportive, the same tool that is responsible for scraping your Google account and suggesting, for example, you connect with relatives and friends who appear in your address book but not in LinkedIn’s user records.

But Hiring Solved is doing something pretty amazing – and pretty important.  They’re calling the evil empire on their bluff, and are refusing to settle for LinkedIn’s original “settlement” offer, disclosed by a company insider as being, more or less, either shut up shop or face the endless litigation and exorbitant costs associated with fighting such actions.  I spoke on the record with Matt Ekstrom, a co-founder and key executive team member at HiringSolved,  about the lawsuit, and the precedent setting stand HiringSolved is taking to combat the money in Mountain View.

“We are fighting, no ifs ands or buts about it, we are full steam ahead fighting it.  It’s very clear, to me anyway, and my personal belief that this isn’t about public data or any of the things they mention in the suit.  It’s that we’re a competitor in all areas, and that’s already been a threat to their long term growth.”

Tort Reform: 3 Delicious Reasons To Keep Reading Our Coverage

We’ll publish the full interview with Ekstrom and analysis of this news, but for now, here are the headlines – and implications – for this suit, which extend way past the niched and nuanced disciplines of sourcing and recruiting.

1. Hiring Solved Is Not Alone In The Way They Utilize LinkedIn.  What is unique is they have successfully monetized their solution.  Which, by the way, is pretty cool.  Check out this review from Dean DaCosta for a peek at the actual product and you’ll see why LinkedIn is rightfully scared of Hiring Solved’s capabilities that extend the kind of aggregated profile search outside of tech and into all industries, verticals and markets.  LinkedIn has been able to build to an almost absolute market saturation within the corporate talent acquisition vertical on the strength of their database, but now must compete on price point.

2. LinkedIn Records Are Public, Not Proprietary, Data: Most vendors talking about their “integration” with LinkedIn will point to some specially configured API which allows LinkedIn to turn off the access to that data – and consequently the core functionality of most products reliant on LinkedIn – at any time, with or without notice.  And, given those who have spoken off the record about receiving these notices, usually comes well after the fact and via the US Postal Service.  What makes Hiring Solved unique is that they are simply indexing publically available information already available to anyone who knows how to do a peel back or X Ray search – this is stuff that would maybe have seemed cool at SourceCon 2008 – but are doing so without LinkedIn’s API.  Therefore, they have created a competitive marketplace for LinkedIn data, but by extension, also represent the first test case in which ownership of factual information – like a job title or current employer – will be held against existing case law precedent.  If LinkedIn is successful, then they will have created a vertical monopoly on your information – and likely would challenge the existing business models of Google, Indeed, or really any CRM tool on the market.

3. It’s Not HiringSolved’s Fault.  LinkedIn recently trumpeted reaching 300 million members, a number which, when questioned, subjected me to the same sort of bullying techniques and arguing over situational minutiae that, let me say, if wasting someone’s time and resources with spurious and specious activity (as HiringSolved is accused of doing in the complaint as a cause for injunction), then I’ve got a fairly well documented test case in my inbox.  This company has consistently dodged direct questions about its use of member data, deferred blame to third parties and failed to be a good corporate citizen in their quest for turning your property and their data into shareholder profits – one that this site has long documented, and one that, hopefully, this suit will expose.

The truth is, because Hiring Solved isn’t using LinkedIn’s core platform or API to aggregate their records – they’re using data that’s publically available.  And any trained sourcer could easily obtain any information that they are claiming is proprietary (only, that is, if it doesn’t help their traffic and usage statistics, as SEO is wont to do).  That means that, should LinkedIn triumph – which, they well may, considering the favorable venue and billions in potential resources to achieve nothing more than a pyrrhic victory – they’re also claiming responsibility for the misallocation, misuse and data breach (not to mention international privacy and Safe Harbor laws) of 300 million individual people, because they are on record as stating that registrants and active users are, essentially, the same, at least to your HR tech buyer and the SEC (unless they’re on mobile, but that’s not the point).

What LinkedIn is saying is that they are single handedly responsible for the largest documented user security breach this side of Snowden, and that’s OK, because that’s just business, and they can use member data – like APIs – however they damn well please.  After all, that’s why they have a user agreement to protect them – but certainly not the integrity of a company who claims to put users first, but continually does nothing except violate the trust of those same users.  Which might be why they have to rely on sanctioned solutions like their recent Bullhorn integration to at least feign propriety, but turns out, they’ve got some mutual friends – and channel sales opportunities.

Stay tuned, because this is more than a post – it’s a precedent that will, if nothing else, force LinkedIn to finally disclose, on the record, how they store, use, allocate, sell, appropriate and repackage your personal information so that it can be ‘scraped’ into another system like HiringSolved in the first place.

 

Mom and Pop Shop: A Tech Checklist for Your Grandparents

Read this tech checklist for seniors starting a new business.

3-generation family sitting in couch with electronic tabletIf Gran and Gramps are choosing to opt out of retirement and want to start their own business, chances are they’ll need to embrace the current technology to stay afloat. According to a Kauffman Foundation study, approximately 63 percent of small business owners are between 35 and 54 years old. Maybe Grandma is looking to sell her baked goods or perhaps Grandpa loves to garden and dreams of making a profit from his peonies and orange trees.

Whatever the case, you can help by guiding them through the complex tech world you know so well and giving them the tools they need to succeed.

5 Tech Tools So Easy Your Grandparents Can Use Them

5. Trademarkia

The first step to creating a small business is to evaluate if your idea is overused and check that your business name hasn’t been taken. Help your grandparents find out if “Sugar Rush Baked Goods” or “Shop to Smell the Roses” are still available. The Trademarkia site is user-friendly and has a larger font design that is easy on older eyes. Show your grandparents how to look up a patent, trademark, domain, or logo to avoid copying someone else’s.

4. MailChimp

Never underestimate the power of online marketing. This trendy new way of advertising goods and services doesn’t have to be out of your grandparent’s reach. If their business plan includes targeting a certain clientele (and it should) then MailChimp (MailChimp.com) is a great choice for easy-to-use email marketing software. Don’t let the fancy name discourage grandma and grandpa. Instead, show them how easy it is to create a custom newsletter using pre-made layouts. In the future, they’ll be able to adapt their design for their growing number of fans.

3. Shopify

Now, what’s good about all this technology if you can’t use it to sell? Set up a Shopify account for your grandparents and explain to them that e-commerce is the new thing everyone is talking about. Let them know that even the website boasts that no technical or design experience is necessary to create and maintain an online store. The older generation will have no problem adapting to selling digitally, thanks to technology’s goal of avoiding clutter and simplifying online retail. Additionally, they aren’t stuck with selling solely online. If they come across a potential customer while out on an errand, they can process a transaction with their iPhone using Shopify Mobile.

2. Wave

Paper and pen accounting and bookkeeping is now a thing of the past. Update Gran and Gramps and show them how much easier and faster it is to do invoicing, accounting, and payroll online. If “Shop to Smell the Roses” takes off, you’ll want them to be prepared to send multiple invoices a day and track their employees’ payroll. Wave is a great online tool for small businesses owned by seniors because it’s meant for companies with 9 employees or less and has an intuitive interface. You can visit the site at WaveApps.com.

1. LinkedIn

LinkedIn might be considered the go-to site for recent grads looking for a job or business professionals trying to reach out to those in their field. However, LinkedIn is also a useful resource for finding new clients and advertising a small business, as Experian notes. Networking is extremely useful when bringing a start-up to life and chances are your grandparents already have a wide array of connections they can get back in touch with on LinkedIn. They can use their past years at a job to their advantage by turning past coworkers into current clients.

Bullhorn and LinkedIn Integration Signal Seismic Shift For Staffing Systems

Social IconWhen Bullhorn radically revamped their product suite with a sleek new user experience designed explicitly to create end user efficiencies recently, it was a clear signal that the technology gap between third party and corporate recruiting systems was radically narrowing.  The cost of entry, including on-site implementation, configuration and testing, of most enterprise grade systems made legacy platforms a luxury limited strictly to big brands with big budgets.  That left the staffing market largely untouched, and Bullhorn has long been one of the only technology vendors explicitly innovating for the third party recruiter – a fact that has allowed them to acquire an impressive market share, particularly after acquiring Maxhire and Sendouts, their two biggest competitors for agency systems spend.

Last week, Bullhorn announced that it had teamed up with LinkedIn on an official integration between LinkedIn Recruiter and the Bullhorn applicant tracking and candidate relationship management suites, news that the gap between agency and internal had, technologically speaking, had finally been closed.  According to a Bullhorn spokesperson,

“Users of the Corporate and Enterprise editions of the Bullhorn ATS/CRM who use LinkedIn Recruiter Corporate or Professional Services edition will be able to view a candidate or client’s LinkedIn records within Bullhorn.  And while in LinkedIn Recruiter, Bullhorn ATS/CRM users will be able to see whether or not the LinkedIn contact has a record in Bullhorn, via an “In Bullhorn badge.  Eventually the integration will include bulk linking and InMail viewing capabilities, which will make this whole process very seamless.”

In other words, LinkedIn is finally entering the agency ATS and CRM market, and also acknowledged the key that the often snubbed third party recruiter represents to their continued growth and viability.  The fact that they chose to make this inevitable, and surprisingly late, market move as a partnership with another system rather than as a pure, proprietary play speaks not only to the strength of Bullhorn’s system and share of market, but also to the fact that LinkedIn has finally recognized they’re serious about serving the staffing market.

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Staffing, Social & Systems: A 3rd Party Invitation

apapas_0Recruiting Daily had the chance to speak with Bullhorn CEO Art Papas ahead of last week’s announcement, news which represents, for Papas at least, the realization of a long-term vision.  “The integration is something I’ve wanted to do for a long time; it’s something the product team over at LinkedIn has wanted to do for a long time,” Papas said.  “We’ve got a great relationship with their partnership and business development teams and this is something we’ve wanted to do for a very long time.”

Papas pointed out the fact that, for many recruiters, the LinkedIn profile has become an equally ubiquitous tool for dispositioning or qualifying candidates as a resume, and rightfully so.  The first iteration of the integration aligns with Papas’ stated strategy of building the LinkedIn integration intuitively and inobtrusively, defining places in Bullhorn’s application where users would otherwise have to leave the system and turn to LinkedIn.

“If you’re searching and you find a resume, then you want to see LinkedIn,” Papas said.  Conversely, if you’re searching LinkedIn and find a candidate, you want to know if they’re in Bullhorn and have access to their record quickly.”  In other words, rather than relying on a point solution for LinkedIn integration, the integration here is built directly into the system of record itself – adding utility to the thousands of staffing firms and third party recruiting agencies already paying for both a Bullhorn and LinkedIn Recruiter license, saving time and streamlining searches.

Future releases of the integration already on the roadmap include synching InMail with Bullhorn’s e-mailing capabilities to track, monitor and measure outreach or engagement efforts.  This also solves a longstanding need for the InMail product, which happens outside the system of record and can’t be tracked or tied to a candidate’s activity record.  Although, having analytics might just expose the less than impressive InMail open rate, long lambasted by recruitment marketers and direct employers alike.

This same capability to track searches and LinkedIn activity directly in an ATS also means that this integration has a strong selling point in that, finally, LinkedIn meets OFCCP documentation and reporting requirements for Bullhorn users – albeit a small sliver of the staffing segment, that’s still a big deal.  With Bullhorn’s CRM capabilities, the ability to align campaigns, track responses and integrate candidate records with those on LinkedIn fill a huge hole in reporting capabilities for recruitment advertising – and will likely result in smarter strategies for segmentation, spend and source of hire.

The release, according to Papas, will only be available to those users who’ve already migrated to Bullhorn S, and will not integrated for Maxhire or Sendouts users, which might be an additional carrot for those users still on those systems which Bullhorn seems bullish to sunset, but one that inevitably would complicate the deployment’s speed and flexibility.  “It makes sense to put this integration on S Release,” Papas said, noting that a third of Bullhorn’s customers have already switched to the new system, and the company is continuing to roll out development and ramp up deployment in the coming months.  The LinkedIn integration, he says, is symbolic of an increased commitment to innovation, coming only 3 months on the heels of the company’s most ambitious product launch to date.

“When you think about recruiters, we know from listening to our customers that they really rely on LinkedIn and Bullhorn,” Papas said, “And we know that we can really wow them simply by saving them massive amounts of time.  When we show this to customers, their reaction is almost always, ‘that’s awesome,’ and when that’s the reaction, good things will happen.  Customers hire us to make our lives easier – and now that we’ve done this, we’ve got to keep trumping it.  LinkedIn is a start, but we know that we have to continue to innovate and do cool things which continue to delight our customers.”