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The Rise of AI in Resume Writing and Evaluation

In today’s competitive job market, artificial intelligence (AI) is playing an increasingly important role in the recruiting process, both for candidates and talent acquisition professionals. Job seekers are increasingly using artificial intelligence tools when writing their resumes. Using the AI chatbots excellent resumes can be written that can be difficult to distinguish from those written by a person.

In fact, according to a recent study by Forbes magazine and a ResumeBuilder.com survey, 70% of candidates who used the ChatGPT resume writing tool received more positive reviews of their resumes, and 78% received interview invitations.

This rise in AI’s role necessitates that recruiters stay up-to-date on how candidates harness this technology and adapt their hiring practices and resume evaluations accordingly.

Where Do They Start?

Not all applicants can write a decent resume. Sometimes this is due to a lack of experience in writing, sometimes to the inability to properly sell one’s expertise and sometimes to the inability to construct sentences correctly. Recruiters and HR are well aware of the shortcomings of a resume, but which applicant wants to be rejected at the beginning of their journey?

With the advent of technology, it is easier for job seekers to delegate the responsibility of writing a resume to a neural network and chatbots. They most often use ChatGPT, Microsoft Bing AI (Bing Chat), and Google Bard. But artificial intelligence cannot fill in all the necessary information – personal data, skills, previous work experience and so on. Therefore, if a candidate has doubts about his literacy or has a language barrier, he can also delegate the writing of a high-quality resume to an agency.

How Candidates Use Chatbots

The artificial intelligence behind chatbots like ChatGPT is extremely powerful, efficient, and versatile. Therefore, when a chatbot is asked the right questions and provided with the necessary information, it generates a wide variety of content.

It is important to note that when creating a resume, the chatbot does not write the resume from scratch. As a rule, it cannot independently find all the necessary information about a candidate to craft a good resume. However, it can create a resume based on information about the open role and the applicant’s experience, which he provides.

In some cases, chatbots such as ChatGPT, Bing Chat and Google Bard offer clear instructions on how to write a good resume instead of writing it. But here everything depends on the request. Either the candidate will be offered a ready-made resume for him, instructions for writing or a template.

For example, a candidate just needs to do the following:

  1. Open the chatbot at
  2. Ask the chatbot a question: “Can you help me write a resume for a specific role?”
  3. After receiving a response from the chatbot, you should copy the job description and provide it.
  4. It will provide a detailed resume outline and maybe even write a sample cover letter.
  5. You can also ask the chatbot to add personal information to the final product that describes the candidate’s experience and connection to the job opening.

Understanding how candidates use chatbots like ChatGPT to write resumes can greatly benefit recruiters. By analyzing how candidates are using this technology, recruiters can gain insight into how to better evaluate resumes in today’s job market.

Resume Evaluation

When it comes to evaluating candidates’ resumes, AI is also very useful.

AI will quickly analyze thousands of resumes, evaluate the professional skills of candidates and select those who are best suited for a particular position at your company. Artificial intelligence analyzes the experience, skills and basic characteristics of the applicant necessary for an interview. In addition, it can trace a candidate’s career path, analyze the description of responsibilities at previous jobs and take into account whether they meet the requirements of an open role.

This approach also helps when assessing the resumes of specialists who have changed their profession. For example, if a person worked all his life as a marketer, and then learned programming and began to work successfully in IT. When assessing the resumes of candidates for a software developer position, AI will compare applicants based on relevant experience, paying less attention to work in other areas.

However, the use of AI is not without its drawbacks. It can be prone to making mistakes and may introduce unintended bias into the hiring process.  For this reason, it is still necessary to check every decision made using AI.

Stay Informed About the Recruiting Industry’s Growth and Trends

To help you stay abreast of the ever-evolving recruiting industry, we asked six professionals, including an HR executive and a senior researcher, for their top strategies. From attending industry conferences to joining online recruitment communities, discover the diverse ways these industry insiders keep their fingers on the pulse of recruitment trends and growth.

Attend Industry Conferences

To stay informed about the recruiting industry’s growth and trends, one effective approach is attending industry conferences. These events offer a wealth of insights and opportunities for professional development. Conferences bring together HR and recruiting professionals to discuss emerging strategies and technologies. Speakers at such conferences often share real-world examples and case studies, illuminating current trends.

Additionally, other events showcase the power of networking. They allow attendees to connect with industry leaders and peers, gaining valuable knowledge about the latest recruitment practices. For example, I recently attended a conference where a keynote speaker discussed the impact of AI in candidate sourcing, citing specific success stories from companies like IBM and Amazon.

In summary, attending industry conferences is a powerful way to stay informed about the recruiting industry’s growth and trends.

Nakshi Bhatt
HR Executive, WebRatna

Engage with Multiple Information Sources

To ensure I keep up with the latest recruitment trends, I make it a point to regularly engage with industry publications, blogs and podcasts. I also attend numerous webinars and networking events that allow me to connect with peers and learn from experts. By embracing data-driven decision-making, I can utilize analytics and AI to gain valuable insights into modern recruiting. By staying curious and up-to-date with the latest technology, I can navigate the ever-evolving recruitment landscape with ease.

Lindy Robinson
Talent Acquisition – Sourcing, HelloFresh

Challenge Assumptions and Follow Leaders

I stay informed about the recruiting industry by continually challenging my own assumptions. I do this by following industry thought leaders in DEIB and TA, following people doing the actual work on social media (X, TikTok, and LinkedIn, to name a few platforms), reading blog posts, articles and publications related to the industry, and continually adding new perspectives to my network by asking questions of others adjacent to my field, as well as my conversations with job seekers and candidates.

I stay informed by staying plugged into my industry community while challenging what I think I know by seeking to understand the needs of my employer, hiring teams and candidates or job seekers in varying ways and frames of reference. To be successful in recruitment, you have to keep yourself connected to the pulse of the industry as a whole, or you’ll be left behind.

Rachel Kitty Cupples
Senior Recruiter, Textio

Listen to Recruitment Podcasts

Podcasts are great for staying updated with the recruiting industry’s evolving landscape. They offer a blend of expert insights and practical advice, all while being easily accessible.

One notable podcast is “The #SocialRecruiting Show,” hosted by Katrina Collier and Glenn Martin. This podcast is fun, delving into modern hiring trends and providing insights on building an online brand and effective recruitment marketing techniques. Katrina and Glenn make the experience engaging and often inject humor. It’s a refreshing listen after a long day. For a mix of knowledge with a dash of fun, this podcast is worth a spin.

Christopher Burgess
Project Lead, EuHu by Findel

Subscribe to HR Leaders’ Newsletters

As an avid newsletter subscriber, mornings are usually spent consuming content from prominent HR leaders through their newsletters. This is a method of discovering amazing technology, latest trends, and the use of AI in recruitment.

The newsletters often link to useful tools that make a recruiter’s job easier. They are a fantastic method of passively informing oneself about the latest trends, which can be quite overwhelming when intentionally seeking out that information.

Gordana Sretenovic
Co-Founder, Workello ATS

Join Online Recruitment Communities

To stay uniquely informed about the recruiting industry’s growth and trends, consider joining relevant online forums and communities. Participating in these platforms allows you to engage in discussions, share experiences and gain insights from fellow professionals in the field.

These communities often provide real-time information about industry shifts, challenges and innovative practices, giving you a unique perspective that may not be readily available through traditional publications. Additionally, you can network with industry peers to expand your knowledge and stay ahead of the curve in the recruiting industry.

Eva Toledo
Senior Researcher, Kepler Search Pte Ltd

Interviewing Candidates with Disabilities

October is National Disability Employment Awareness Month, and there’s never been a better time for employers to consider hiring people with disabilities.

In today’s landscape of frontline labor shortages and the ongoing movement for diversity, equity and inclusion in the workplace, individuals with disabilities represent a vast pool of untapped talent.

Proven Business Benefits

The business benefits of workforces that include people with disabilities are proven, if not well known. A landmark Accenture study found that companies that actively include employees with disabilities achieve 28% higher revenue, double the net income and 30% greater profit margins than those that don’t.

Research published by the National Institutes of Health found that the economic benefits of hiring people with disabilities include higher profits due to lower employee turnover, increased employee reliability, higher productivity and greater customer loyalty and satisfaction.

Skilled, Reliable, Loyal Talent

More and more companies are finding skilled, reliable, loyal talent in the disability community. In the years since the pandemic, the employment-to-population ratio for working-aged people with disabilities has risen to record highs, reaching 37.9% in August, according to the monthly National Trends in Disability Employment (nTIDE) report published by the Kessler Foundation and the University of New Hampshire.

That’s good news, but we can do better.

Inexperience in recruiting and interviewing job candidates with disabilities is one obstacle to including this population in the workforce. Interviewing people with disabilities often requires a different approach than working with non-disabled candidates. It’s important to set aside preconceived notions and keep the focus on skills and abilities, not perceived limitations.

General Interviewing Tips for Candidates with Disabilities

Some general tips when it comes to working with candidates with disabilities include:

  • Remember that not all disabilities are visible.
  • Conduct interviews in a manner that emphasizes abilities, experience and individual qualities.
  • Treat candidates with disabilities as you would candidates without disabilities.
  • Focus on how the person can perform the job.
  • Avoid negative language. Don’t assume that a disability is a hardship or a burden.
  • Allow service animals to accompany the interviewee, but do not pet or otherwise distract the animal without permission.
  • Ask before giving assistance.

Interviewing Tips for Deaf or Hard-of-Hearing Candidates

When interviewing Deaf and hard-of-hearing candidates, if you have access to an American Sign Language (ASL) interpreter, use that resource. If not, have writing materials, such as a whiteboard, on hand. Begin by asking the candidate how they would like to communicate—if they read lips, need an interpreter or prefer to receive written questions and/or answers. Other tips include:

  • If using an interpreter, speak to the candidate, not the interpreter.
  • If the candidate reads lips, then be sure to look directly at the candidate.
  • Do not raise your voice.

Interviewing Tips for Blind or Low-Vision Candidates

When interviewing people with vision disabilities, begin by introducing yourself with your name and title, and describe your appearance (pale skin, short brown hair, blue eyes, glasses, silver necklace, etc.) Describe the interview setting. For example, say, “There is a table in front of you and a seat to your right.” When offering seating, offer to place the person’s hand on the back or arm of the chair.  To initiate a handshake, say something like, “May I shake your hand?” Remember that blind and low-vision candidates cannot “read” body language or facial expressions. Finally, offer to assist in filling out forms.

Interviewing Tips for Candidates with Speech Disabilities

People who stutter or have other speech disabilities often just need a bit more time to form and express answers to questions. You can make the process easier if you ask the candidate if they would prefer to use writing materials such as a whiteboard to write responses to questions. Other tips include:

  • Phrase questions so that they can be answered with short responses.
  • Give your total attention to the person.
  • Do not complete candidates’ thoughts for them or suggest answers.
  • Do not pretend to understand if you are having difficulty doing so.
  • Speak with a normal tone of voice.

For Candidates with Mobility Disabilities

Keep in mind that some wheelchair users may choose to transfer from their wheelchair to a chair for the interview. Also, some wheelchair users consider a wheelchair to be part of their body space, so don’t lean against it or move it without permission. Sit down so you can be at eye level with the candidate and allow people with canes or crutches to keep them within easy reach.

Interviewing Tips for Neurodivergent Candidates

Neurodiversity is a broad category of people with developmental, mental health, and intellectual disabilities like Down Syndrome, autism, or PTSD. Communications skills can vary widely in this population, and it is important to remember that soft skills like small talk, eye contact and humor are not necessarily job qualifications. Be careful not to overlook highly skilled candidates based on false assumptions about social skills. Other tips include:

  • Offer a quiet interview area for individuals who may be highly sensitive to noise.
  • Keep in mind that communication is not the same for all individuals.
  • Eye contact can be difficult for neurodivergent individuals, so do not expect it. If the individual is not making eye contact, do not stare into their eyes or otherwise try to force them to look into yours.
  • Handshakes can be awkward and are often not extended or welcomed.
  • Do not assume reading capabilities.
  • Do not assume that they have read information about a position.
  • Do not complete candidates’ thoughts for them or suggest answers.
  • Use plain, literal language as much as possible. Metaphors and analogies like “elevator pitch” may not be familiar or understood.

Accommodations Not Costly

Employers often fear that hiring people with disabilities will be expensive and burdensome. This is rarely the case. Research conducted by the U.S. Department of Labor and the Job Accommodation Network reveals that nearly half of the workplace accommodations cost nothing, and the remaining accommodations incur a one-time cost of only $300. That’s a small price to pay for the proven benefits of long-term retention, reliability, punctuality and productivity, as well as high customer loyalty and satisfaction.

Beneath The Red Hot Numbers: Decoding the Job Market

Last Friday, our buddies at the Labor Department threw us a curveball — 336,000 new jobs added in September. The Wall Street oracles? They had half that number scribbled on their prediction boards. But let’s not get high on the Kool-Aid just yet. A glance beneath the surface, and the job market’s less “roaring twenties” and more “depressing eighties”… at least for the desk-jockey crowd.

Get this: 70% — yes, SEVENTY percent — of those new gigs are in government, healthcare and the ‘come-see-and-chill’ sectors (that’s hospitality and leisure for the uninitiated). They’re just trying to get back to where they were before the world caught a nasty virus. Meanwhile, the captains of the industries — the architects, the marketers, the brainiac engineers, the managers? A paltry addition of 21,000 jobs. That’s less than HALF of what they added last September.

The bottom line? The headlines might shout progress — but the footnotes? They’re singing a different tune.

So, as we enter the last quarter of 2023 and look towards the horizon of 2024, what does this mean for recruiters?

Pivot, Don’t Stubbornly Stick.

Recruiting strategies that worked in the pre-pandemic world? Toss ’em out the window. We’re playing a new game now, and it’s called adapt or become irrelevant. Focus on those sectors exploding with growth – government, healthcare, hospitality and leisure. They’re hungry for talent, and if you’re not feeding that appetite, someone else will.

Value Beyond the Paycheck

If you’re trying to woo the white-collar folks, understand this: they’re looking for more than just a plush paycheck. In an era where burnout’s become a buzzword and WFH is the new normal, perks like flexibility, mental well-being support and continuous learning opportunities are our new golden handcuffs in this job market.

Up Your Digital Game

Remember those days when you could impress a candidate with a swanky office and a fancy coffee machine? Cute. Now, with remote work and digital nomadism on the rise, your online presence better be as polished as a Tesla’s dashboard. Invest in digital tools, spruce up that company LinkedIn page and for God’s sake, ensure your virtual interview experience isn’t reminiscent of a 2005 Skype call.

Look Beyond the Usual Suspects

The talent market’s tighter than a hipster’s jeans, so broaden your horizons. Gone are the days when Ivy League degrees were the only tickets to the top-tier jobs. Skills, resilience, adaptability – that’s the currency of the realm now. Cast a wider net, and you just might reel in the next unicorn.

Retention is the New Recruitment

Here’s the twist: instead of chasing the new, how about cherishing the old? With the job market in flux, holding onto your existing talent becomes paramount. Nurture them, value them, grow with them.

To sum it up, in the immortal words of Darwin (or as I like to imagine him saying over a mojito): it’s not the strongest or the smartest species that survives, but the one most responsive to change. So, recruiters, are you ready to evolve?

Is There Light At the End of the Tunnel For Recruiters?

Listen, here’s the thing: every tunnel, no matter how dark, twisty or filled with bats, eventually opens up to the light. And for recruiters? That beacon might just be closer than we think. Here’s why:

Historically, job markets have cycles — downturns, upswings, the whole shebang. Right now, we’re in a post-pandemic recalibration phase. It’s chaotic, sure, but it’s also temporary. By 2024, many of the kinks we’re seeing now will have been ironed out, or at least be better understood.

Where am I coming from?

Morgan Stanley Research strategists think U.S. corporate earnings could decline 16% in 2023 but stage a comeback in 2024 and 2025. Here’s what’s behind the forecast (in short):

The market’s getting ahead of itself, folks. Investors are banking on the Fed, listening to the big corporations singing tunes of a rosy second half and getting all giddy about the promise of AI. But let’s cut through the noise. Sure, a few players might make big waves with AI investments, but expecting this to shift the entire earnings trend? That’s wishful thinking, especially when many might just see their margins take a hit in the process.

Look at the data: for seven decades, we’ve seen earnings recessions bottom out after an average drop of 16%. That’s precisely what we’re predicting for 2023. And our dive into the historical trends? Doesn’t inspire much confidence for a sudden upswing in earnings.

Plus, the quality of earnings? It’s tanked. The ratio of net income to cash flow? Worst in a quarter-century. So, these high earnings during the pandemic — not gold, but more like glitter. They’re broad-based and cash flow’s expected to be weak.

Still, I’m an optimist too. By 2024, I expect the earnings scene to be sunnier. Their 23% growth estimate matches what history teaches us about the year after earnings hit rock bottom. Buckle up for the rebound.

What’s Next For Recruiters?

We’re living in an era of unparalleled innovation. Think about it: every challenge we face spawns new industries and job roles. Climate change? Say hello to green tech. Remote work? Enter the tools and platforms making it seamless. For recruiters, this means a whole new world of opportunities to explore.

It also means a Reskilling Revolution.

As job profiles evolve, there’s going to be a massive demand for reskilling and upskilling. And guess who’s going to be at the forefront of matching newly trained talent with the industries that need them?

Bingo. Recruiters.

But it’s an opportunity for us to upskill, too. That means leaning into the future. Take courses like the ones that Glen Cathey recently released, grab ahold of Mike Wolford’s recent book or brush up on Blair Fambro’s YouTube channel.

It means taking classes beyond automation, AI, chatbots — they’re fantastic, but there’s one thing they can’t replicate: genuine human connection. As the world gets more tech-heavy, the value of human-centric roles, including recruitment, will only surge. Algorithms can’t understand a candidate’s potential, drive and fit? That’s where recruiters shine. Don’t limit yourself. Take time to invest in all angles of your recruiting prowess. Hint-hint: I’m looking at you The Sourcing Institute.

So, to all the recruiters out there, chin up! The current job market might feel like navigating a maze blindfolded, but come 2024? Expect clearer skies and a roadmap that’s not just scribbles and question marks. Remember, after every winter, there’s a spring. And it’s looking promising for you.

The Sourcing Toolbelt: Uncover Personal Information with Veracoa People Search

In today’s digital age, information is more accessible than ever before. Dean DeCosta, the search expert, takes us on a journey to explore Veracoa, an online people search tool. He demonstrates how easy it is to find personal information using this tool. In this article, we’ll delve into his exploration and discuss the implications of such tools on privacy.

Dean starts by searching for his own name on Veracoa, opting not to infringe upon others’ privacy. He initially inputs his name as two separate words but finds no relevant results. This prompts him to try searching with his name as a single word.

Success and Revelation

Success! The search results reveal Dean’s information, including an address in Kent, Washington, where he claims to have never lived. However, as he delves deeper, he discovers that the tool has accurately identified him, his wife, son, and daughter. It even lists his previous addresses and, surprisingly, some videos that are presumably related to him.

Dean points out that this tool doesn’t necessarily provide phone numbers or email addresses. Instead, it offers enough information to facilitate further searches. With a name and address, anyone could find Dean in the White Pages or locate his Facebook page.

Privacy Concerns

While Veracoa’s capabilities are impressive, they also raise concerns about privacy. Dean’s experience highlights how much personal information can be found online, even if one tries to remain discreet. In an era where privacy is a growing concern, tools like Veracoa remind us of the importance of safeguarding our personal data.

Dean DeCosta’s exploration of Veracoa sheds light on the ease with which personal information can be uncovered online. This tool, while powerful, underscores the need for individuals to be vigilant about their digital footprint and the information they share online. In an age of increasing data accessibility, privacy protection remains paramount.

Intrigued by Dean’s findings, we must all take a moment to reflect on the information we put out into the digital world and consider the consequences of our online actions. Remember, the digital realm may not always be as private as it seems.

Other Dean Da Costa Content:

Dean has a free page of sourcing tools, links, and other recruiting resources that we highly recommend you check out! That page has an overwhelming amount of stuff, so you gotta really love sourcing to appreciate the infinite hours of work Dean has put into it. For all of the Dean Da Costa resources on RecruitingDaily, click here!

In a Tight Labor Market: Use Data for Strategic People Management

The dynamics of the workplace and workforce continue to change as society as a whole shifts. Our relationship with technology, understanding of science, propensity for activism and the multitude of global issues that we continue to endure all have shocked our psyche, but also brought to light for many people new preferences for how they live and work. While labor force participation rates among “prime-age” workers (ages 25-53) is growing, one of the largest generations – baby boomers – continues to retire, perpetuating the imbalance of available jobs to available supply of people to fulfill them.

Some industries are indeed more dire than others, as this current and projected continued worker shortage remains top of mind for many executives. According to Gartner, “workforce issues” such as talent retention, hiring and diversity, equity and inclusion, jumped into the top three priorities for CEOs this year. Reverberating from trends like the great resignation and quiet quitting, it is my opinion that leaders now more than ever must understand the unmatched value of the skills and diversity of thought that good people bring to their organization.

When thinking about workforce dynamics, it can be hard to know where to start. I whole-heartedly believe that data can help organizations build a more strategic approach to their people plans. Below are a few ways you can use data to your advantage.

Rethink Your TA Approach To Ensure It Is as Seamless as It Is Effective

When done well, the process of recruitment can create a competitive edge. With the average hiring process taking three to six weeks, those businesses who fall on the front end of that timeline will be more efficient in terms of HR time and productivity – as well as have first pick of the best candidates, assuming they can scoop them up before others. Data and analytics can create a ton of value in almost every aspect of the talent acquisition process. One way is looking at the different sources your organization receives applicants from and analyzing the quantity and quality of the candidates. If any source is too low and/or does not bring in the best people, you can improve time and cost per hire by eliminating that resource from your outreach. Data can also assist teams in building a more effective strategy as part of the hiring process by benchmarking candidates, setting key performance indicators and, most importantly, reducing hiring bias.

Putting Your People First and Fostering Belonging by Getting Personal

In many organizations, employees are weighed down by change fatigue. As Gartner points out, digital transformations, economic uncertainty and political tensions have been some of the big stress factors that employees are enduring. It is driving workers to be more resistant to change – today, only 38% are willing to change work behaviors to support organizational changes, compared with 74% in 2016. Worker well-being and culture needs to be a priority and it is why topics like DEI have been at the forefront of many conversations. It helps to shift your thinking to a “Great Retention” mindset, with the goal of keeping your quality employees and avoiding recruitment as much as possible.

To reinvigorate workers it is often most telling to review what you are already doing. Building a predictive engagement model allows your organization to uncover intricacies like who amongst your employees prefers face-to-face communication versus email, what benefits resonate with certain groups over others, and who might like communicating in their second or non-native language in writing to ensure they understand the message correctly. These seemingly small nuances can have a big impact and show engagement and understanding in the eyes of employees. It will help nurture an inclusive work environment where employees feel a strong sense of belonging. Properly managed culture initiatives can build communities, even in a hybrid work model, and ensure your people do not want to leave.

Prioritize Learning and Development for Managers

Modern leadership is all about inspiring change and instilling trust to navigate an organization through times of uncertainty. When looking at the spectrum of leadership, supervisors and managers – the people who directly manage workers – play a very important role in employee happiness and retention. So much so, that 84% of U.S. workers say poorly trained people managers create a lot of unnecessary work and stress. Data can help organizations look at management effectiveness – HR teams can collect and evaluate data about leadership strengths and individual core skills to identify areas for growth. This can then prioritize where learning and development are most needed. There are also benefits to analyzing this management data against core metrics from other functions to get ahead of any simmering issues before they boil over. Dissect your data to drive leadership effectiveness.

A More Strategic People Approach

New employee expectations are affecting hiring and retention for many organizations. Smart investments in data and analytics will ensure you are set up for success today and in the year ahead. In the data-driven economy, organizations who move fast and act on real-time data will come out ahead. Don’t get left behind.

Shattering Time-to-Hire Records: A Deep Dive into Tech-Driven Recruitment

In the not-so-distant past, a familiar narrative played out in Silicon Valley—a thriving hub for innovation and technology. Bright, young professionals eagerly entered the job market, anticipating a swift journey into an industry renowned for its efficiency. At the time, I, too, harbored this belief, influenced by the efficiency principles ingrained in me by my computer science professors.

Yet, the reality unfolded quite differently.

The typical sequence of events went as follows: initial interviews moved swiftly, commencing with a phone screening, followed by rounds of friendly conversations within the HR departments of San Jose and Palo Alto startups. Then came the technical skills assessments, sometimes extending into a bewildering cycle of third, fourth, or even fifth evaluations.

Beyond this maze lay Judgment Day—not just one, but multiple Judgment Days: on-site group interviews, meetings with hiring managers and encounters with C-suite executives. In some instances, an anxiety-inducing coffee gathering with the CEO or founder awaited.

Ultimately, every candidate faced the dreaded waiting period. Regardless of whether the interview process culminated in an offer, an agonizing phase of uncertainty prevailed, during which HR and hiring managers seemingly organized their resources.

For businesses, this translated into inefficiency and a time-consuming ordeal.

Clearly, there had to be a superior approach.

A New Approach

Now that I lead an engineering team at a startup focused on staffing tech companies through the power of AI, I know firsthand how and why traditional recruiting processes – even the ones with happy endings – can take far too long. Every essential part of the hiring process, from that initial screening through the offer letter, entails a complex series of interlocking sub-parts, a morass of competing executive schedules and a tangled web of approvals and signoffs.

Recent reports put the length of time-to-hire processes at an all-time high, an average of 44 days in 2023. What are the consequences of this systemic lag? Companies forfeit valuable goodwill with candidates who put faster response times at the top of their recruitment wish lists.

However, there are ways of streamlining and shortening the hiring timetable. And you’ll find these strategies benefit the employer as much as the job seeker.

Tech-Driven Automated Screening

For HR professionals, historically, one of the more onerous parts of the hiring process has been sifting through the avalanche of resumes that come in for competitive openings. Reviewing resumes manually, or even running them through outdated keyword scanners, is both a time-suck and a strain on the eyes.

Instead, HR departments should consider adopting AI tools to automate the screening process and quickly surface the most qualified candidates’ applications. Resumes and other application materials can be run through AI to scan for sets of pre-selected keywords. The model itself can also generate appropriate keywords for an ideal candidate. The more application materials the model scans, the better it becomes at building job-specific keyword vocabularies.

AI can also extract information from resumes, including educational credentials, work experience and skills, and generate organized tables that are easier for recruiters to navigate. Resume data can then be fed back into the AI to score and rank candidates based on how they compare to an ideal profile. In effect, the AI can take a bunch of raw resumes and spit out a refined interview priority list.

Optimizing Applicant Tracking

A recruiting process lives and dies by how effectively staff can keep track of candidates. The user-friendliness and efficiency of an applicant tracking system (ATS) can make a big difference. An AI-powered, software-based ATS will streamline various time-consuming hiring processes, like scheduling interviews, managing candidate data and communicating updates and decisions.

For example, an AI-powered ATS can automatically schedule interviews based on the availability of candidates and interviewers, saving HR the headache of balancing dueling calendars. These AI-based ATS models can also prioritize scheduling interviews with candidates who score highest in AI-generated rankings.

One of the main risks of a prolonged interview process is that a desirable candidate feels forgotten and might get snapped up by a competitor who’s quicker on the draw. AI can help keep candidates informed and engaged by automatically sending status updates, reminders and even projected timelines to candidates at regular intervals.

Suppose you’re worried that AI-generated notifications might appear canned or overly general. In that case, these systems can personalize candidate communications based on the information contained in resumes and other application materials and online profiles on platforms like LinkedIn.

These systems can also offer interactive elements that answer candidates’ job-related queries in real-time. AI-powered chatbots can answer various candidate questions and support the hiring process, freeing recruiters and hiring managers to focus on higher-value tasks, like preparing for and conducting more in-depth conversational interviews or developing new recruitment strategies.

Assessing Skills

I undertook countless technical skills assessments in my early tech career. While the sheer number of evaluations for a single job opening sometimes felt like overkill, now, as someone who does a lot of hiring, I recognize the absolute necessity of accurate skills assessment.

Generally, when HR departments administer technical skills assessments, we’ve already significantly winnowed down the candidate pool. And while this may seem like the biggest step towards a final decision, HR professionals often find this stage is where choices get tough.

Enter AI. AI can not only administer skills assessments – multiple-choice tests, technical Q&A interviews, coding challenges, etc. – it can also score them with acuity and attention to detail few humans could match. If there are minuscule distinctions in the performance of two ostensibly similar candidates, AI will find them.

AI can also similarly administer soft skills and personality assessments, generating everything from quickly digestible summaries to thorough, in-depth profile reports. Examples here might include communication skills, for which AI can analyze candidates’ writing samples and live-interview speech patterns for clarity, conciseness and persuasiveness. AI can also be used at this stage to measure problem-solving skills by analyzing answers to questions or problems that are more open-ended and open to interpretation than Q&A or multiple choice skills assessments.

Of course, it’s important to note that AI algorithms, while highly effective candidate selection tools are not infallible. They can be biased, buggy and opaque, often when the data they’re trained on is flawed or outdated. Human oversight is therefore essential to ensure that AI-powered hiring processes are fair, equitable and transparent. While the possibilities for speeding up the hiring process with technology are manifold, it’s essential that hiring retains some aspects of human involvement.

Final Thoughts

We don’t need to hold ourselves prisoner to outdated, sluggish conventions in hiring. Tech-driven recruiting solutions can make the experience smoother, faster and more effective for all involved. Organizations implementing these solutions will undoubtedly enjoy the fruits of a solid-gold reputation among a notoriously implacable bunch: modern job seekers.

Effectively Screening for Soft Skills During the Hiring Process

Screening for soft skills during the hiring process can be a challenge. To help you navigate this, we’ve gathered tips from professionals, including presidents and consultants. From valuing adaptability and empathy to using scenario-based questions, discover the strategies these experts recommend.

Value Adaptability and Empathy

Adaptability and empathy are crucial. A candidate who can quickly adjust to conditions that constantly change is extremely valuable in the workforce. Those who have a strong work ethic and can handle unforeseen circumstances are a force to be reckoned with.

An open-minded person overall is someone everyone wants on their team. Empathy, the ability to understand others’ feelings, is definitely the key to having an all-inclusive workplace environment. Without empathy, your team is lacking its full potential of what they could produce and how they can impact those around them.

Joann John
Specialist – Pilot Recruitment and Development

Utilize Behavioral Interview Questions

One effective strategy for evaluating soft skills during the hiring process is the use of behavioral interview questions. These questions aim to uncover specific, detailed examples of a candidate’s past behavior, which is a strong predictor of future performance.

Tailor your interview questions to focus on the specific soft skills relevant to the job. For instance, if collaboration is key, ask candidates to describe a situation where they needed the cooperation of peers to achieve a project goal, and inquire about the outcome. If you’re seeking someone who takes initiative, ask about times they went above and beyond their job requirements.

Behavioral interview questions offer valuable insights into an individual’s soft skills and can instill confidence in your hiring decisions.

Renee Frey
President, TalentQ, Inc

Test for Effective Communication

The most important soft skill we require from all our candidates is effective communication. Our organization’s number one rule is to make data public by default. This means that there needs to be a very high level of communication and transparency in the entire team for everyone to work harmoniously.

During the hiring process, we test our candidates with several highly targeted questions to which they need to provide answers. These questions are primarily focused on resolving situations, communicating about the project and reporting on what they have done.

Gordana Sretenovic
Co-Founder, Workello ATS

Observe Candidate Behaviors Throughout Process

Screening for soft skills requires paying attention to the candidates’ behaviors as they go through the hiring process. It’s important to look at the smaller details outside of their resume and interview answers.

For instance, when hiring a customer service professional, an employer should observe all applicants’ tone, professionalism, and interpersonal skills during the interview, as well as their responsiveness, written communication skills and attention to detail when exchanging emails. Doing so can differentiate a decent candidate from an excellent one.

Benjamin Farber
President, Bristol Associates, Inc.

Apply Situational Judgment Tests

Utilize Situational Judgment Tests (SJTs) to appraise candidates’ soft skills. These tests present candidates with hypothetical scenarios related to the role and require them to choose the most appropriate action from a set of options. SJTs assess problem-solving, decision-making and interpersonal skills, offering insight into how candidates approach challenges.

By analyzing their responses, HR and hiring managers can better understand a candidate’s cognitive process, alignment with organizational values and suitability for the role.

Pallavi Goyal
AGM-BD and Ops, SilverPeople

Incorporate Role Reversal Scenarios

A highly effective tip for assessing soft skills in candidates is to incorporate a “role reversal” scenario during the interview process.

This goes beyond the standard soft skill questions and helps gain a deeper understanding of a candidate’s true capabilities. It encourages candidates to step into others’ shoes, showcasing their adaptability, empathy and problem-solving abilities, ultimately helping you make more informed hiring decisions.

Aliza Dodge
Consultant, EC1 Partners

Define and Calibrate Soft Skills

With soft skills, it’s important to define what it means to embody a given skill.

For example, if you’re looking for “effective communication,” there’s a good chance that each person on the hiring team will have a different definition. Without a shared understanding of what it means to be “effective” at communicating, everyone will define it in their own way. This is often why hiring teams struggle to remain calibrated when evaluating candidates.

To get ahead of this, have a kickoff meeting with the hiring team that includes a calibration discussion for any soft skills. Using evaluation rubrics can also mitigate bias and help interviewers be more objective.

Alex Lahmeyer
Founder and DEI Consultant, Boundless Arc

Use Scenario-Based Questions

One effective approach involves utilizing scenario-based questions that encourage candidates to provide detailed insights into how they would navigate complex or challenging situations. By presenting hypothetical scenarios that mirror real-world challenges, you can gain valuable insights into candidates’ problem-solving abilities, communication skills, adaptability and overall emotional intelligence.

This technique not only helps assess their soft skills but also offers a glimpse into their thought processes and decision-making capabilities, allowing you to make a more informed hiring decision.

Nicola Clarke
Executive Recruitment, Kepler Search

Pose Situational Questions

What has worked best for me in the past was asking situational questions. One example is asking for a time when a direct report under this person’s mentoring was able to get promoted. This will be a great opportunity to understand their leadership and coaching skills. However, you can also revert the question and ask for a time when the mentorship didn’t lead to a promotion. That way, you can also learn about their problem-solving skills.

Pollyana Hii
Senior Sourcer, Scale

Driving Successful Recruiting Teams: Strategies to Elevate Performance

In part one of this two-part series, we defined our team model and the two fundamental goals in building your team:

  1. Hire for GAFF – This the term I use to describe the intrinsically motivated people who are not just passionate about doing X but are passionate about whatever it is they’re doing.
  2. Hiring Divas – Those people that are driven to exceptionalism on a team level vs an individual one.

So now that you have a team, how do you get the best performance out of them?

Create Clarity and Transparency

Regardless of your chosen model, clarity is essential. Ensuring team members understand the strategic initiatives, short-term goals and how they fit into the equation are all important factors. Not even Divas and people with GAFF can achieve the desired outcomes if they do not know what those outcomes are.

Transparency is also an important element. Helping people understand the “why” behind their work, and being as open as possible is rewarding for everyone. No one likes being in the dark.

Combining clarity and transparency can also stave off lower productivity and enhance long-term tenure. Both are fine goals and worthy of the effort. After all, we want to get the best out of our people and keep them around.

However, clarity and transparency will not motivate people (moving from non-GAFF to GAFF). These things merely prevent you from demotivating people (moving from GAFF to non-GAFF or non-GAFF to disruptive.)

Recruiting teams that understand the bigger picture of the business are better able to align themselves with the desired organizational outcomes. For example, if your organization is going through lean times. Being open with recruiters about the challenges will allow them to identify cost saving measures that do not hurt outcomes, like doubling down on watching advertising spend.

Delegate Deeply in a Culture of Fail Forward

Delegating tasks can be highly motivating for people with GAFF if they are open to learning. We all want some autonomy at work, and much like clarity/transparency, a lack of autonomy can be a factor in poorly functioning teams. To offset this, be clear on the overall process then allow recruiters room to operate based on their ideas.

For example, one of my expectations is recruiters text all candidates along with a link to self-schedule before calling. My data has shown about 40% of candidates self-schedule, which increases recruiter productivity and offers a better candidate experience. While the process of texting before calling is required, recruiters are empowered to create their own message and set their own scheduling templates.

Another issue is addressing an individual’s capacity to manage delegation. Does the person have the knowledge, skills and abilities to potentially succeed in owning the work. If the answer is “no,” then you should consider given the time, resources and energy available will the person be able to grow into that role? If the answer to this is also “no” then maybe, they are not a good fit for the team.

Reward Excellence and Hold Low Performers Accountable

The comfort of mediocrity is the biggest threat to greatness. As I noted in the previous article, the mediocre are motivated by things out of your control. At the same time, players by not addressing their lackluster performance can be a point of frustration for high performers so you will likely see churn in your “A-Players.”

Treating everyone equally without regard to protected status does not mean treating everyone the same. Rewarding high performers for their performance is important. Nothing is more demotivating to high performers than to be seen in the same light and treated the same as low.

Having objective standards by which to measure performance is key to this. Developing metrics that can initiate the discussion of performance, identify pinch points and help guide training opportunities is the goal. Objective standards allow you to remove subjective bias and support different treatment of high performers, while also providing clarity so that low performers are held accountable. However, it is important to remember that metrics are just discussion points that help uncover the root issue.

Don’t expect everyone to jump on board with this. It is easy to identify flaws in any data and low performers will be quick to point to the flaws. Sourcing recruiters with no conversions, for example, are often quick to point out the areas they don’t control. Recruiters with higher time-to-hire averages will talk about the reason.

Having a variety of metrics that together create a clear picture can help here. Balancing time-to-hire against the metrics of time in stage and to hire since apply can give a clearer picture. Remember that metrics are not the story but a character that helps develop it.

It is worth noting, my anecdotal experience is that people that don’t wish to be measured often have a reason they don’t want to be measured, while high performers love metrics because it shows the impact of their work.

Easier Said than Done

All of this is easier said than done. As leaders, we struggle with our own challenges in trying to implement teams. Even the best leaders will have team members that don’t like their leadership style. Some members of my past teams felt I was a solid leader, while some would never work for me again.

To help you achieve these goals, start with a structured interview process. Building a conversation around the important elements of the role and responsibilities is important. For instance, asking candidates about times they had to go above and beyond or faced a tough issue can help identify people with GAFF. Asking about metrics-based performance in prior roles will help you find people that value being measured. Also, discussing your core metrics during the interview can help measure candidate buy in.

The question is twofold: First are we following the path, and second, are we delivering these things in the right way? Trying to ensure our impact equals our intent is something we should all work on. After all, if we ourselves are GAFF people, then moving beyond our “Diva” selves is an important goal in the race to evolve.

At the same time, it is good to accept that not everyone likes being accountable and that some people may not be the right fit for your team. Be comfortable in the discomfort.

By building a highly-functioning, strategic, outcome driven recruiting team you become an asset to the organization. These are things that cannot be easily replicated by technology. If instead, your team is focused on transactions and just getting by – there are plenty of vendors with solutions for that.

Dean’s Corner: Unearth Hidden Resumes with the Google Drive Search Wizard

In the vast realm of the internet, the hunt for valuable resources can be quite the adventure. Dean Da Costa, Mr Search Authority, introduces us to a nifty tool known as DeDigger. It’s like a treasure map, but for Google Drive files that are out in the open, unsecured wild.

The Treasure Hunt Begins

After a simple search for “developer resumes” the results are already looking promising. What is uncouthed is an array of software developer resumes, IT developer documents, and more – all neatly tucked away in public Google Drives. Who would’ve thought? Some of these treasures don’t come with previews. But who cares? What matters is the wealth of resumes you can access. And guess what? You can even pick and choose the specific file format you desire. But, can you actually access these files? Lo and behold, the answer is a resounding “Yes!” We found the X on the treasure map.

In the world of internet searching, Dean Da Costa has unveiled a true gem – DeDigger. With this unconventional tool, you can explore public Google Drives, discover hidden resumes, and access a trove of digital treasures. It’s simple, easy, and just plain peasy. So, if you’re in need of a resume or simply curious about what’s hiding in those Google Drives, DeDigger has got your back. Happy treasure hunting!

May the source be with you.

Other Dean Da Costa Content:

Dean has a free page of sourcing tools, links, and other recruiting resources that we highly recommend you check out! That page has an overwhelming amount of stuff, so you gotta really love sourcing to appreciate the infinite hours of work Dean has put into it. For all of the Dean Da Costa resources on RecruitingDaily, click here!

Employment Branding: Lessons from Successful Companies

In today’s competitive job market, attracting and retaining top talent has become a significant challenge for organizations. One of the key strategies employed by successful companies is the development of a compelling employment brand. An employment brand represents an organization’s reputation as an employer, and it plays a crucial role in attracting, engaging and retaining employees. In this blog, we will delve into the concept of employment branding and glean valuable lessons from some of the most successful companies in the world with highly sought after positions.

Understanding Employment Branding

Employment branding is the process of creating a distinct and appealing identity as an employer. It’s about defining what it’s like to work for your organization, showcasing the company culture, values and opportunities, and effectively communicating this message to potential and current employees.

A strong employment brand not only helps attract top talent but also fosters a sense of belonging and loyalty among current employees. When employees feel aligned with their organization’s values and culture, they are more likely to be engaged, productive and committed.

Lessons from Successful Companies

Let’s explore some valuable lessons from successful companies that have mastered the art of creating an effective employment brand:

1. Apple: Focus on Purpose and Innovation

Apple’s employment brand is synonymous with innovation and purpose. The company’s mission to “make a dent in the universe” is not only evident in its products but also in its employment branding. Apple communicates a sense of purpose and impact to its employees, emphasizing that they are part of something much larger than themselves.

Lesson: Highlight your organization’s higher purpose and the meaningful impact employees can have.

2. Google: Embrace a Unique Culture

Google is renowned for its unconventional and inclusive culture. The company’s employment brand emphasizes creativity, freedom, and a commitment to making work enjoyable. Google encourages employees to bring their authentic selves to work, fostering an environment where diverse ideas flourish.

Lesson: Cultivate a unique and inclusive company culture that sets you apart from the competition.

3. Salesforce: Prioritize Employee Well-being

Salesforce places a strong emphasis on employee well-being, offering a range of benefits and programs designed to support physical and mental health. The company’s employment brand communicates a clear commitment to the holistic well-being of its employees, which has helped it attract and retain top talent.

Lesson: Prioritize employee well-being and communicate your commitment to work-life balance and mental health support.

4. Starbucks: Invest in Employee Development

Starbucks invests heavily in employee development and offers tuition assistance programs that enable its partners (employees) to pursue higher education. The company’s employment brand communicates a dedication to personal and professional growth, which resonates with individuals seeking career advancement.

Lesson: Showcase opportunities for skill development and career advancement within your organization.

5. Tesla: Leverage Visionary Leadership

Tesla’s CEO, Elon Musk, is known for his visionary approach to business and technology. The company’s employment brand benefits from Musk’s strong personal brand, attracting individuals who want to be part of groundbreaking innovations.

Lesson: Leverage visionary leadership to inspire and attract talent who share your passion and vision.

6. Zappos: Encourage Employee Autonomy

Zappos, an online shoe and clothing retailer, is known for its unique approach to employee autonomy. The company empowers employees to take ownership of their work and make decisions without micromanagement. Zappos’ employment brand communicates a sense of trust and autonomy that appeals to many job seekers.

Lesson: Promote a culture of trust and autonomy to attract self-driven individuals.

7. Amazon: Promote Career Mobility

Amazon’s employment brand highlights its commitment to career mobility and growth opportunities. The company offers a wide range of roles across various business segments, encouraging employees to explore different career paths within the organization.

Lesson: Showcase opportunities for career mobility and progression as part of your employment brand.

8. Facebook: Emphasize Community and Impact

Facebook’s employment brand revolves around the concepts of community and impact. The company emphasizes its role in connecting people and making the world more open and connected. Facebook’s employment brand appeals to those who want to be part of a global community and make a difference.

Lesson: Communicate the broader societal impact of your organization’s work.

9. Netflix: Cultivate Transparency and Freedom

Netflix promotes a culture of transparency and freedom, where employees are encouraged to share their opinions openly. The company’s employment brand highlights its commitment to a culture of candor and the freedom to innovate.

Lesson: Foster a culture of open communication and transparency within your organization.

Key Takeaways for Creating an Effective Employment Brand

Incorporating these lessons from successful companies into your organization’s employment branding strategy can help you attract, engage, and retain top talent. Here are some key takeaways to consider:

  • Define Your Unique Identity: Identify what sets your organization apart and why people should want to work for you. What values, culture, and opportunities make your company unique?
  • Prioritize Employee Well-being: Show that you care about the physical and mental well-being of your employees. Offer benefits and programs that support their health and work-life balance.
  • Invest in Development: Highlight opportunities for skill development, career advancement, and personal growth within your organization.
  • Leverage Leadership: If you have visionary leadership, leverage their personal brand to inspire and attract talent who share your organization’s mission.
  • Promote Autonomy and Trust: Foster a culture of trust and autonomy that empowers employees to take ownership of their work.
  • Emphasize Community and Impact: Communicate the broader societal impact of your organization’s work and the sense of community it offers.
  • Cultivate Transparency: Create a culture of open communication and transparency, where employees feel comfortable sharing their ideas and concerns.

Employment branding is an ongoing process. It’s essential to regularly evaluate and refine your branding strategy to ensure it continues to resonate with current and prospective employees. By creating a compelling employment brand, your organization can stand out in the competitive talent market and build a motivated and engaged workforce that drives success.

Recruitment Reimagined: CEOs Become Candidates

I recently came across a post by Lars Behrendt on LinkedIn that sparked a lively debate. It got me thinking: What if a CEO applied for a position at their own company? It sounds unusual, but for those of us in talent acquisition, it could offer a unique chance to really see how our hiring process works—and where it could be better.

Bringing Company Values Front and Center

Every time we hire, we’re showing off what our company stands for. But as companies grow, it’s easy to lose sight of these values. Let’s say your company prides itself on being efficient. But if the CEO faces a long, confusing application process, clearly something’s off. This firsthand experience can help make sure our hiring stays true to what our company’s all about.

Boosting Our Brand

Our reputation isn’t just about what we sell. It’s about how we hire. One bad review can hurt, especially today when everyone’s online. Take a tech company that’s all about innovation. If they’re stuck in old ways of hiring, like skipping video interviews, that’s a problem. Plus, remember that every applicant might be a current or future customer. Their hiring experience can change how they see us, so it’s crucial we get it right.

Making Sure We’re Attractive to Top Talent

The best companies get the best people. And to get them, we need to offer a top-notch candidate experience. Think about it: if the CEO or other another company leader applies and isn’t impressed by the hiring process, will other top candidates be? If the process is clear, transparent,  respectful and challenging in the right ways, we’re more likely to grab and keep the best talent out there.

Championing Change from the Top

In Talent Acquisition, we’re always hunting for better ways to do things. Some might say getting the CEO or any other company leader involved is a step too far. But if they’re checking in on finance or marketing, why not hiring? It’s just as important. It’s not about them taking over. It’s about them setting the bar high, pushing for constant growth, and making sure we’re on the right track.

In Closing

Our field is an ever-evolving landscape, demanding leaders to remain at the forefront of change. As leaders, we need to stay ahead. Getting CEOs in on the hiring action isn’t just for show. It’s a strategic move that can make us better, ensuring our methods match the fundamental aspirations and principles of our company.

Revisiting – and Revitalizing – the Recruiter Experience

It’s been said that experiences are what shape our lives. Of course, usually, when people say this, they’re referencing those monumental experiences, the kind of experiences that change the very fiber of our beings. And while there’s certainly merit in seeking out the big moments, the fact remains that most of life happens in the day-to-day. Mundane as that may sound, these experiences add up, which is why they matter more than we often realize.

Take recruiting. For years, recruiters have been unsung heroes, working mainly behind the scenes to connect the right people to the right job at the right time. This work provides immense value, and yet, when it comes to the recruiter experience, there’s much to be desired, especially when you consider research that indicates that we spend one-third of our lives working. Sure, you might “eat, pray, love” at some point, but what happens when you return? Let’s look at ways to improve the recruiter experience as we know it once and for all.

  • What do we mean? First things first: a definition. When we say the “recruiter experience,” we mean a fast-paced, always exciting journey packed with all of the various interactions that recruiters navigate. That accounts for the intricacies, strategies, communication dynamics, challenges, tools and levels of satisfaction that recruiters encounter while sourcing, engaging, interviewing and ultimately, selecting candidates who align with a given role and company vision.
  • What’s the current state? Over the past few years, the recruiter experience has seen its ups and downs. It’s been a vibrant and sometimes scary tapestry of evolution. Fueled by the adoption of AI and other technologies, the shifting landscape of candidate expectations and the need to adapt to swift changes we’re seeing in the market, recruiters have been pulled in different directions. In short, it’s been a scary and uncertain time.
  • How does the recruiter experience vary by industry? The veritable symphony of recruiter experiences includes diverse variations that are less by industry and more by the makeup of the talent acquisition team – specifically, internal stakeholders versus external partners. Though both play a vital role, they typically have vastly different perspectives on candidate placement, hiring manager relationships and overall expectations.
  • What’s the most important thing recruiters need to know now? Recognize that what you do is important. Embrace a holistic mindset – even the best recruiter is only as strong as the technology, resources and processes available to them. It’s much harder to get caught up than it is to stay ahead, particularly in today’s labor market. As such, create a brand for yourself, knowing that every connection you make can be a connection for life. Doing right by others is a surefire way to do right yourself.
  • How can recruiters improve their experiences? Gather feedback from candidates, hiring managers and your fellow recruiters. Feedback nourishes processes and brings forth invaluable refinement. Use this information to assess the technologies and systems in place to ensure that what’s on hand is helpful to everyone involved. The needs of a recruiter filling your customer service roles will differ from those looking to place an executive. Don’t discount one another.
  • Where does technology fit into the recruiting experience? Right now, recruiters have a front-row seat to the struggle between humanity and innovation. With all the recent advancements, technology at its absolute best maximizes your potential and helps you cultivate the best possible outcomes. This is particularly important in a world where remote work continues to exist alongside on-site opportunities. Recruiters might feel like they’re in the middle, bridging gaps. But the good news is, it’s unlikely any technology will ever replace you, so use it to your advantage and get back to nurturing relationships.

Recruiting can be as simple or as complicated as you make it. Don’t get stuck on the small stuff. Instead, use your day-to-day experiences as an opportunity to get better at what you do. There is always room to move and room to improve. Focus on finding ways to thrive despite external circumstances. Never stop learning. Never stop upskilling. Education and empowerment will enhance the experience in the long term. In an age of inter-connectedness, your ability to forge connections that resonate will give you an edge in almost every hiring scenario – and that’s what the recruiter experience is all about.

Best Interview Questions to Assess Culture Fit

Unlocking the ability to gauge culture fit in interviews is crucial, considering the complexity of evaluating candidates in the competitive landscape of modern recruitment. From asking about a candidate’s preferred work environment to understanding their interaction preference with managers, these tips will guide you in asking the right questions.

Ask About Preferred Work Environment

“Can you describe a work environment or team dynamic in which you’ve thrived the most? What aspects of that environment brought out your best performance?”

This question allows the candidate to share their preferred work environment and the elements that contribute to their success. It helps gauge whether their values, preferences and working style align well with our school’s culture.

Antoinette Leblanc
Hiring and Benefits Manager, Jefferson RISE Charter School

Inquire About Handling Stressful Situations

“Describe a stressful workplace situation you have faced in the past, and how you handled it.”

Knowing how an employee reacts to stressful circumstances can help assess their personality and provide insight into their potential for fitting in with your team. With the high-stress that accompanies business crises, it’s wise to hire people who thrive under pressure.

As a recruiter, expecting honest answers to this question is not always realistic, but there have been some memorable responses that provided more perspective on whether those candidates would be good choices for their respective positions.

For instance, if the position mandates some degree of micromanagement and the candidate describes how they followed their manager’s instructions during a difficult time, they might just be a great fit.

Anjela Mangrum
President, Mangrum Career Solutions

Focus on Values Alignment

Instead of “culture fit,” I encourage teams to assess candidates for values alignment.

Many “culture fit” questions focus on whether someone will “fit in” with the current employees. Values alignment interview questions assess whether candidates will embody the company values in their actions and decision-making.

For example, if one of your values is “Take Ownership,” you could ask candidates, “Tell me about a time when you took ownership of an unresolved issue. What was the situation, and how did you address it?”

Since there are many ways to answer this question, you can still hire people with the critical skills you need while keeping an open mind about the candidate profile.

Alex Lahmeyer
Founder and DEI Consultant, Boundless Arc

Discover Expectations for Next Role

“What are you looking for in your next role?” While interviewers are aware of the type of role the candidate is looking for, this question goes beyond that. Aside from role responsibilities of XYZ, “What are you looking for in your next role?” is a good question to ask because it is broad, and therefore, the candidate’s answer can go in any direction.

As a hiring manager, I’ve found that how the candidate answers this question says a lot about what is important to them. The hiring team can then take that information to understand how it aligns (or doesn’t align) with the organizational culture. This question is open-ended, not leading and not a yes/no answer, which tends to elicit an authentic response.

Megan Dias
Career Services Coach, Parsity

Evaluate Impressions of Previous Interviewers

I typically conduct the culture-fit interviews at the end of the interview process, so that the candidates have had a chance to meet other employees at the company.

I usually like to ask them how they enjoyed the previous interviewers and what they liked about them. This gives a good sense of whether they can work well with the people who interviewed them. If all they can say is that the interviewers were nice, then that’s not a great signal.

For example, a good response would be, “I think I would work well with <Interviewer 2> because they gave me a chance to struggle with answering a tough question before helping me out or nudging me in the right direction.” Your mileage may vary, though, depending on the role and the size of the company. However, this approach seems to work very well with startups with fewer than 150 employees.

Michael Ning
Founder and CTO, Smobi

Use Hypothetical Scenario-Based Questions

In assessing culture fit in candidates, there isn’t a one-size-fits-all question because it should align with the unique aspects of your company culture. Culture isn’t just about predefined core values; it’s often the subtle, unspoken norms that define how things work within an organization. One effective approach I consistently employ is presenting candidates with a situational scenario that embodies a critical element of our culture.

For example, at Leena AI, self-reliance is a fundamental aspect of our culture, where employees must often find solutions independently. Rather than asking generic questions like, “Are you a go-getter?” which tend to get superficial responses, I often pose a hypothetical situation where candidates must navigate a scenario without direct guidance or hand-holding. This approach allows us to gauge whether a candidate naturally aligns with our culture or if it’s a challenge for them to adapt.

Sanya Nagpal
Head, Human Resources, Leena A

Probe Recent Energizing Experiences

“What is the one thing that you did recently that energized you?”

This question enables you to move away from the job role and get to the heart of what drives and motivates that person. It gives permission for someone to be vulnerable and bring their whole self, which is what you want to understand when hiring.

This question moves you away from skills and competencies and into behaviors and mindsets. So, be brave, and why not think about this question yourself? How would you answer it?

Charlie Southwell
Marketing Director at HR Consultancy, Let’s Talk Talent

Assess Teamwork and Collaboration Skills

One interview question to ask a candidate to help assess culture fit is, “Can you tell me about a time when you worked collaboratively with a team to achieve a common goal?” This question can help you assess the candidate’s ability to work effectively with others, as well as their communication and problem-solving skills.

It can also provide insights into their work style and how they approach teamwork and collaboration. By asking this question, you can gain a better understanding of whether the candidate is a good fit for your company culture and values.

Kristina Ramos
Reverse Recruiter, Find My Profession

Uncover Excitement About the Job

Amid the array of inquiries you can pose during interviews, one particular question emerges as a revealing litmus test: “What excites you about this job?” This seemingly simple query harbors a profound insight into a candidate’s compatibility with your organization.

When you delve into a potential candidate’s excitement about the role, you glean a unique vantage point into their mindset and aspirations. Beyond the rehearsed responses and polished resumes, this question uncovers genuine enthusiasm and alignment.

Consider this: a candidate investing time to meticulously prepare for an interview likely envisions themselves not just as a peripheral member, but as a vital cog within the team and the organization. Their response offers a window into their genuine interest, dedication and their vision of how they can contribute meaningfully.

By posing this question, you’re not merely probing for skill-sets or qualifications; you’re unlocking a deeper connection to the role’s purpose.

TK Morga
Founder and Visionary, Tuesday At 1030

Understand Candidate-Manager Interaction Preference

When trying to understand a candidate’s cultural fit, I often ask, “How do you best like to work with your manager?” Typically, this will help me see how independently driven they are, how they collaborate with others and what they’d expect from their leader.

I’ll then follow up and ask about specific instances, which puts their description to the test. It’s not a perfect question, but it absolutely gives me deeper insights about how they will work within my team.

Logan Mallory
Vice President of Marketing, Motivosity

Driving Successful Recruiting Teams: The Motivation Equation

Recently during a discussion on leading a recruiting function someone raised the question, “How do you motivate recruiters.” Since then, I have been thinking about the concepts and issues around rallying recruiting teams. Especially, when the daily drive and energy requires an intensity that many jobs may not.

Let’s all admit, it is tough to give 110% every day – we all have days where our minds are prone to wander. Outside factors can eat away at our focus and even organizational events can pull at our energy.

The issue for recruiters is that when we are “not on point,” it not only impacts productivity; it can show through in our interaction with candidates. Coming across as the energy vampire, like Colin Robinson in What We Do in the Shadows, is not exactly a compelling candidate experience.

In this first of two parts, we will define the goal and look at the most fundamental parts of building a successful, motivated recruiting team. In part two, we will discuss fundamental parts of leading a high performing team.

The Key to Building Dynamic, High Functioning Teams

Before addressing that question, let’s start by defining the type of team you want to build. In the simplest terms, I believe there are three main types of recruiting teams:

  1. Failing Teams – These are teams that fail to deliver the expected results or align with the organization’s expectations for its recruiting function. I think I am safe in saying these are a team no one wants to build but may likely be teams new leaders inherit.
  2. Journeyman Teams – Think of Spirit Airlines. It gets you where you want to go but without much in the way of innovation or great customer experience.
  3. High Performing Teams – Teams filled with diverse personalities and differing capabilities, but filled with people who are driven by the desire to achieve greatness together.

There is nothing wrong with Journeyman teams. If you need a “keep the lights on” style recruiting team to fill jobs, they’re fine. However, if you’re trying to move the needle, embrace innovation and leverage new ideas — this should not be your go-to model.

Achieving new heights is not for the faint at heart or those desiring comfort. It requires driven people with a curious mindset who are willing to be vulnerable and do the hard work necessary to push beyond the ordinary. These situations require being comfortable with discomfort as we learn from testing new ideas, making mistakes, growing and iterating.

There is a strong misconception out there that high performing equates to high burnout. That should not be the case in a true high performing team because you have filled the team with curious, driven people aligned with the goals of the organization.

Once we understand our desired model, we need to focus on hiring the right people. Finding the right people for the job will make your life much less chaotic and frustrating. It will also lower the risk of churning people, which can burn up your time and productivity.

Hiring for Give a F*@$ Factor (“GAFF”) is key.

GAFF: It is not doing what you’re passionate about; it’s being passionate about what you’re doing.

GAFF is the term I use to describe the intrinsic motivation some people have for creating high performance outcomes in whatever they are doing. These are people with a passion for always doing their best, even if it doesn’t necessarily mean they’re the best at what they do.

Put another way, GAFF is vital because all motivation is intrinsically internal. Put simply: You cannot motivate people, but all people are motivated. I am not saying that we cannot create environments in which we enhance or detract from performance. External factors can push someone towards short-term action (or inaction), but it cannot create long-term outcomes.

“Non-GAFF” people are only motivated to do the bare minimum at work. This may be because they would rather be doing other things, they’re not passionate about their role, etc. While you cannot motivate non-GAFF people to become GAFF players, you can demotivate GAFF people, causing them to turn into non-GAFF players.

Some people may say, you get what you pay for and paying more money will motivate non-GAFF people to achieve. I disagree with that statement for two reasons: (a) as an external factor, money is the excuse not the cause, and (b) money will be an ever-moving target so it will never be enough. At best money will get you a short-term boost. While you should pay people fairly for their work, do not expect it to motivate people in the long term.

This last point is important: You can only move the needle slightly one direction or the other, you are not likely to push the non-motivated to long-term motivation. The power and disruption you incur trying to motivate non-GAFF people to become GAFF team members far outweighs the minimal gains you will see in the form of short-term increases.

Non-GAFF team members are not bad people, in fact they can be great humans, and-by definition-they’re achieving the basic goals…but achieving the minimum is likely to lead to mediocre performing teams. If your team design is “Journeyman Team,” these can be fine role players, who you may want on the team if your goal is a “High Performing Team.”

FInd the Divas & Avoid KnaveS

Similar to GAFF, hiring “Divas” drives success. Considered by some people to be difficult to work for – Divas are driven to exceptionalism but on a team level. Unlike “knaves,” who are driven for personal success without regard to others, Divas can be worth their challenges.

Mike McGuinness recently tweeted about this quoting How Google Works by Eric Schmidt and Jonathan Rosenberg. In their book, they provide this differentiation:

“Knavish behavior is a product of low integrity; diva-ish behavior is one of high exceptionalism. Knaves prioritize the individual over the team; divas think they are better than the team, but want success equally for both. Knaves need to be dealt with as quickly as possible. But as long as their contributions match their outlandish egos, divas should be tolerated and even protected. Great people are often unusual and difficult, and some of those quirks can be quite off-putting. Since culture is about social norms and divas refuse to be normal, cultural factors can conspire to sweep out the divas along with the knaves. As long as people can figure out any way to work with the divas, and the divas’ achievements outweigh the collateral damage caused by their diva ways, you should fight for them. They will pay off your investment by doing interesting things.”

Importantly, Divas not only push themselves to achieve but can also push others. Their high expectations for others often show up when their own performance is negatively impacted by others. Divas are the ones your low performers will complain about because the Divas are calling out how the low performance impacts them.

Divas are also often the ones willing to speak up. Sometimes this brings voice to things others may be thinking but unwilling to say. Leaders may mistake this as not being aligned or as dissent, when in fact Divas are simply trying to give voice to other views. To build great teams, smart leaders are open to hearing these thoughts with the goal of ultimately seeking commitment on the leader’s move forward decision.

By hiring people with “GAFF” and “Divas”, you’re building the foundations of high functioning, successful recruiting teams. In part two, we will discuss the foundational steps to getting the most out of that talent.