Talent Acquisition Excellence - September 2022

We’ll see savvy recruiters take advantage of this slower hiring period to initiate relationships with passive candidates via social and other channels. More will also focus on fine-tuning their campaigns by A/B testing their sourcing messages and communications channels, getting their databases in good order, building communities on Slack and elsewhere, and researching new ways to customize outside of their current processes. There will also be a stronger emphasis placed on employer branding, since that goes hand in hand with nurturing. Talent and marketing teams will spend more time collaborating to ensure they’re communicating a reliable and favorable brand and their social presence is supporting their sourcing efforts.

An Uptick in Slack for Sourcing: Michael J. Case, CEO of Neptune People

Slack is steadily becoming the newest channel for reaching out to passive candidates, and we’re going to continue to see

that trend growing in 2023. There are good reasons for it. For one, practically everyone is using Slack within their companies and/or to communicate around professional and personal interests on open channels. It’s reported that there are approximately 3 million daily users, and new channels are popping up all the time.

Beyond sheer numbers, Slack has benefits that can give sourcers a competitive edge over those using more traditional strategies. It’s conversational and less formal than email or LinkedIn messaging, which is typically the tone you want to take when starting to engage with passive candidates. Slack is also much faster than other channels because you can DM (if given permission) and it doesn’t require writing a detailed email for a quick touch-base with a Also,candidate.keepin mind that a lot of developers, designers and other technical talent do not spend as much time engaging with LinkedIn as they do in the Slack world. This makes it especially fertile

recruiting ground for growing tech companies or others filling niche roles. Plus, it’s highly searchable— you can search subchannels, go back and search conversation histories and find people who have posted work relevant to the role you’re filling.

In 2023, expect:

● An increasing number of tech sourcers joining and hanging out in channels such as Ruby developers, DevOps and Designer Talks.

● More sourcing in Slack outside of tech, such as for marketing, sales and product management.

● More recruiters using Slack to promote employee referrals, whether that’s setting up a channel specifically for that purpose or integrating it into a channel where they post new job openings.

● Beyond Slack, more sourcing taking place on Reddit, Fishbowl and similar channels.

Internal Sourcing and Luxury of Time to Fine

Tune: Lauren Skuchas, Partner of Managed Services for Findem

A good deal of the changes that we’re going to see in sourcing in the coming year are going to be geared toward hiring in a way that roots out the creamof-the-crop candidates and promotes retention—even if it means slowing down some of the processes.

With an increase in inbound applications, sourcers will use more technology tools to match profiles against current openings because it’ll be impossible to accomplish it all manually, yield quality results and stay apace with goals. Automation will be extend ed to new parts of the sourcing process–such as automating candidate nurture sequences–to keep candidates engaged with the brand and their minds open to future conversations. I also expect a bigger emphasis placed on internal “sourcing,” where employ ees are tracked and monitored for career growth and developed for retention as part of a larger inter nal talent management strategy.

Sourcing teams will also take time to tighten up their interview strategies because the market

won’t demand the lightning speed urgency it has at other times. The slower market will give sourcers the luxury of time to invest in interview practices, training and coaching interview participants on Ontechnique.theDE&I

front, sourcing will take into account unique life experiences and not just diversity statistics. The interview processes will better honor inclusivity and belonging initiatives.

That’s just a sample of what I’ve heard from talent leaders in my network. The people function continues to gain ground as a strategic function within the organization and recruiting brings tremendous potential and value to every organization. While sourcing may not be completely

turned on its head in 2023, talent leaders can expect a little more whiplash as the world continues to turn in unexpected ways. Agility in your workforce and recruiting processes will be key.

Hari Kolam is Co-Founder and CEO of Findem. Would you like to comment?

Give Parents Good Benefits—and Make Them Easy to Access

By Jessica Jensen, Indeed

When Sadia Gray became pregnant with twins, she worked as a cook at Rikers Island prison. Because she was diagnosed with hyperemesis gravidarum or severe morning sickness, she went on medical leave, eventually losing a twin. She had her son in November 2020 and returned to work in January 2021. “It was extremely

hard finding someone to watch my son because everything was still closed [due to Covid],” says the Harlem, New York, mom.

“My husband would take off work, we would beg our younger siblings to watch him but it was inconvenient.” She missed numerous days because she

didn’t have reliable childcare, and finally felt she “had no choice” but to resign and become a stay-at-home mom. She wasn’t informed about the child leave policies at her company, she says, which was paid FMLA for six weeks and then unpaid leave for up to four (non-consecutive) months.

Had she known about the policies, she definitely would have gone on leave rather than resign. “It would’ve given me time to figure things out and still keep my job.”

While more than half of private employers in the U.S. (55%) offer paid parental leave (not to mention benefits guaranteed by law) according to the Society for Human Resource Management, what good are those benefits if everyone doesn’t know about them? And, more importantly, use Herethem?areways

to help set a corporate policy and culture where employees know what their benefits are—and how to take advantage of them.

Communicate to Current Employees

More than a third of employees said that their employer or benefits company provided no education or advice on benefits, according to the Employee Benefit Research Institute.

“Educate and train managers so that they understand that these are the policies and benefits available to employees,” says Sherrie Nguyen, director of product marketing and founder and co-chair of the Parents and Caregivers Inclusion Resource Group at Indeed. She says that creating communities — employee resource groups for working moms and parents — can offer “peer-to-peer support” to help caregivers understand and take advantage of all their benefits.

Communicate to future Employees, Too

Benefit information is “not always available to job seekers,” Nguyen says, noting she was excited that The Skimm, a newsletter for women, started a new #show usyourleave initiative that invites companies to go public with their benefits. The results, from almost 500 companies, are collected in a public database, enumerating everything from paid leave to miscarriage and pregnancy loss leave to fertility support and transition back to work plans. “It’s great to see all the companies share their policies,” she says, though she notes that “I don’t believe the presence of a policy or benefit necessarily leads to people taking it – there are cultural norms and an adoption [of a policy] that has to exist side by side with a policy.”

Lead by Example

Nearly half of men support paid paternity leave, and federal law allows fathers to take up to 12 unpaid weeks off. But even though three out of four fathers said they wanted to spend more time with their children, 76% took one week or less paternity leave.

Ngugyen says organizations should try “parenting out loud,” meaning they should lead by example. “I think where companies can really step up today is making sure people are taking the leave, and making sure that they’re helping managers support people. How do they do that? Modeling it.”

Leaders should take their parental leave, either all at once or as flexible leave, if available. “There’s a lot of stigma and bias,” she says about taking paternity leave. ”When managers take available leave, it “models” to their team that benefits are made to be used.

Make Maxing out the Norm

While some companies offer generous policies -- for example, 10-12 weeks of paid leave – often parents have to opt-in for their maximum. Why put pressure on expecting mothers by asking how much of their leave they are taking? Instead set the bar high so people have to opt-out if they want “Makeless.that the norm, and then somebody has to say ‘I want to come back sooner’ or ‘I want to make my leave non-continuous.’

Let’s make that be the adoption of the policy, and not just assume the minimum,” Nguyen says. Some policies call out primary vs. secondary caregivers, which often creates confusion or the false assumption that women are primary caregivers. To promote equity, one standard policy for all parents is preferred.

Make it Easy

When school nurse Hannah had her second child, she was entitled to family leave, both paid and unpaid. “But they wouldn’t file it for me and I couldn’t get the paperwork done,” she says. She couldn’t take the paid leave and ultimately left her job.

It’s not enough for FMLA or parental leave to be available and known; it has to be accessible, especially for new mothers, who already have their hands full dealing with a newborn (and possibly their other children).

Make Sure the Policies Are Working

It’s beneficial when companies offer and publicize their benefits, but how are these benefits actually working out for each and every individual?

“You know how you do exit interviews?” Nguyen says,

referring to corporate exit interviews. Mothers (and the few fathers who take their leave) should have in-depth “ramp off” interviews before leave and “ramp on” interviews after returning from leave to see how leave was for them, what can be improved, and how they will return to work, and even anniversary “stay” interviews.

Nguyen says that conversations about what people want for their careers, “will help moms understand and adopt benefits, help managers understand how to support their team members and help companies retain and grow them.”

Sources

● The Society for Human Resource Management, “New SHRM Research Shows Employers Offering Paid Leave Has Increased,” September, 15, 2020.

● Boston College Center for Work and Family, “The New Dad, Take Your Leave,” 2014.

● EBRI Issues Brief. “The State of Employee Benefits: Findings From the 2018 Health and Workplace Benefits Survey” By Lisa Greenwald, Greenwald & Associates, and Paul Fronstin, Ph.D., Employee Benefit Research Institute

● The Skimm “Show Us Your Leave Database.”

Jessica Jensen is Chief Marketing Officer (CMO) at Indeed. She is responsible for brand, communication, product and acquisition marketing globally. Before joining Indeed , Jessica was CMO at OpenTable. Prior to OpenTable, she led B2B marketing for Facebook, Instagram, Messenger and other Meta platforms. She has held leadership roles at Apple and Yahoo! and started her professional career at the Boston Consulting Group. Jessica holds an MBA from INSEAD, a Masters in International Relations from U.C.S.D. and a B.A. from Amherst College.

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Inspiring the Next Generation of HR Leaders CHRO CORNER

Where do HR leaders draw inspiration from? What are their worst nightmares? How did they stand the test of the changing times?

In this segment, we will trace your journey to the top.

This is your story - a story that is made of extraordinary accomplishments, methods that helped you overcome adversity, innovative programs that you led, and fundamental changes that you brought in. It's your chance to inspire the next generation of leaders.

Avigail Dadone serves as Chief People Officer at Diligent. In an exclusive interview with HR.com, Avigail shares her journey in HR, what has been her challenges over the years, where she draws inspiratin from and future trends in HR, among others.

Exclusive Interview With Avigail Dadone, Chief People Officer, Diligent

Excerpts from the interview:

Q

What has your HR journey been like and what influenced you the most to have a positive impact on your career?

Avigail: Having the opportunity to learn from amazing HR and business leaders who have served as my role models over the years has had the most positive impact on my career to date.

I’ve been in HR since an internship during my junior year in college. My first job was at an energy utility company, working across both industrial and corporate settings. My time there showed me how to work in a long-standing industry with mature HR policies, practices and programs across a diverse and varied workforce.

This provided me with an incredible amount of learning and confidence when I moved on to my next opportunity. Plus, working at a nuclear power plant was pretty cool!

I joined a large technology and media company in 2009. This new role was an incredible experience where I got to learn about a new industry. Nine months in, I was lucky enough to be asked to run the People and Culture component of a large acquisition. From there, I grew into being the global HR leader for the company’s media practice and worked with the COO as head of HR for the Americas for a period of time.

I like to say, I learned all-things-HR in my first role, and I learned how to apply all of that rich learning to new and dynamic situations in my next role. Through networking connections, I was honored to be asked to lead and grow an entire people function and team for the first time by Brian Stafford, Diligent’s CEO. We got to know each other well, and he has been an amazing inspirational leader. Now, I’ve been lucky enough to help scale Diligent from 300 to 2,000 employees over the past almost seven years.

My time so far has been a hallmark of how to grow a company and expand your team, product, and market via organic growth and acquisitions.

Name: Avigail Dadone

Designation: Chief People Officer

Company: Diligent

Total number of employees: Approximately When2,000 did you join the current company?: Total2015

experience in HR: 20 years

Hobbies: Gardening, scuba diving, and reading to my toddler

What book are you reading currently?: Honestly, I have to say Dr. Seuss because the only reading I’ve been doing outside of work is to my two-and-a-half-year-old!

Avigail: The challenges during the early days of my career, like many, were centered around establishing credibility through expertise versus age and experience level.

Today, my challenges are also likely relatable to many. In particular, navigating a remote and highly distributed team while maintaining culture and community has been a challenge. At Diligent we faced that challenge head-on and have implemented various policies to encourage balance and engagement among our teams, such as our twice, annual mandatory company-wide week off, ‘Recharge Week’.

How do you see workplace culture evolving over the years?

Avigail: Companies are challenged with hybrid work and creating community as some navigate dispersed

work for the first time. Stabilizing culture starts with access to opportunities, even without seeing people in the office all the time. Looking ahead, companies are tasked with prioritizing community and being creative, to engage employees in new ways and in areas that connect to a shared purpose. Broadly, remote and hybrid work are here to stay.

Q

Can you share the top three learnings from the challenges you faced?

Avigail:

1. Be ever curious, trust your instincts to speak up and never stop asking questions.

2. Maintain relationships with your network, put effort into nurturing relationships and keeping connections alive.

3. Immerse yourself in the business, as an HR leader this is as important as any other HR learning track and you can never know or understand enough.

What were your challenges during the early days of your career? What are those today?

TI draw inspiration from seeing leaders who have successfully navigated from one role to another, leaders who are trying new things, taking risks, and exploring roles outside of their comfort zone.

If you are struggling to find a place in the boardroom, I recommend being an advocate for the business. Have confidence and resolve in your understanding of the business, and don’t be afraid to bubble up important insights and share this information so that it can be transparent to the board.

Sharing information and expertise with your organization is the hallmark of good governance, and an important role HR plays in the boardroom. The better informed you are about the business, the better informed the board is to implement good governance practices.

Where do you draw the line when it comes to work-life balance?

Avigail: For me, sustainable work practices are extremely important, but it can be a challenge to find that as a mom of a two-and-a-half year old at times! As a leader, I know that change often comes from the top.

I find balance by surrounding myself and others with a strong, supportive team. Building a team of incredible

people who can rely on each other through times of need is crucial to sustainable work. Your career won’t always be intense, it should ebb and flow. Your flexibility will also ebb and flow, and being a good team member means you reciprocate during times of need.

What fundamental change(s) (in terms of culture) have you brought into your company?

Avigail: I’m proud to have built a global HR team that focuses on helping people succeed across the world. Our team creates engagement programs for our employees, including Employee Resource Groups (ERGs) and our Change Agents program. The latter is an annual program identifying ‘Change Agents’ at Diligent, based on a combination of past performance and future potential to have a material impact on delivery of the company’s strategic plan. This program is an opportunity to recognize, enable, leverage and retain employees who are critical enablers of our strategy and role models for their peers.

I’m also very proud to have been part of creating our robust updated onboarding process for new team members. This process included creating 5-4-3-2-1 Diligent, a podcast we put together with SYPartners to help refresh the entire company on who Diligent is and what we stand for as an organization.

What are some major changes you see affecting HR in the coming years?

Avigail: HR professionals will need to find new ways to create community as hybrid work continues to evolve. With this evolution, the tools and resources for hiring and developing talent will also change, and that’s very exciting. A final change I expect to see over the next few years is the evolution of employees skill sets, and how organizations evolve their hiring practices to accommodate non-traditional experience and skill sets.

Would you like to comment?

Where do you draw inspiration from? What do you have to say to those who are still struggling to find a place in the Avigail:boardroom?

The Importance Of Employment Verification Services

Chris looked like the perfect candidate for a Chief Marketing Officer position at a consumer packaged goods (CPG) company. With a bachelor’s degree in marketing from the University of Califor nia-Berkeley, and an MBA from Stanford, Chris also had more than 15 years of experience in progressively more responsible marketing positions for top CPG companies including Nestle and Kraft. Or so Chris indicated.

Unfortunately, Chris was lying—one of many job applicants who blatantly lie about or exaggerate their background, education, and work-related experience during the hiring process.

In fact, according to research by ResumeLab, 36% of respondents admitted to outright lying, and 20% to stretching the truth. Seems outrageous, right? After all, won’t their falsehoods be discovered during the background checking process? Maybe, maybe not.

Not all employers conduct background screening of their candidates prior to hiring. In fact, according to SHRM, 8% of companies surveyed do not currently conduct background screening on their candidates. Even those that do conduct some level of background screening of candidates often take a do-it-yourself approach, meaning that their access to key databases and other proprietary information regarding their candidate could be limited—and this can lead them to make some common background screening mistakes Even something as seemingly simple as verifying a candidate’s employment can be complex and challenging for companies to tackle on their own.

Fortunately, for employers, there are third parties that specialize in background screening, including employment verification services, that are available to help employers navigate the process with confidence.

What’s Involved in Employment Verification?

Conducting background checks on prospective employees is a critical part of the talent acquisition process. These background checks typically include employment verification—ensuring that applicants have worked for the employers they say they have worked for.

Employment verification, as the term suggests, is the process of verifying a job applicant’s past employment. But employment verification services can go beyond the basics and also provide verification of employment dates, and even reasons for

Accuratetermination.Background

currently offers two options for verifying the employment history of candidates, providing a solution for different hiring needs. Through a combination of high-tech and high-touch solutions, it ensures transparency for companies and candidates throughout the employment verification process.

In June, Accurate announced the introduction of a new addition to their suite of verification tools—Accu rateConfirm. It is an option designed specifically for instances when verification needs are less stringent and require a simple confirmation of employment.

David Wheeler, Accurate

For employers, this option removes the need to call, email, follow up with, and repeat attempts to connect multiple times with prior employers, as well as potential high third-party fees when working through traditional employment verification solutions.

Whether your employment verification needs are simple, or complex, though, it can be risky to take a do-it-yourself approach, both in terms of time commitment and the potential to run afoul of rules and regulations related to employment verifications.

The Risks Related to Employment Verification

In some jurisdictions, something as seemingly innocuous as asking a former employer to verify an applicant’s salary history could get employers in trouble. A number of jurisdictions around the country now make it illegal to ask about wage or salary history. Why? Primarily related to concerns that such inquiries, and basing pay decisions on historical earnings, can perpetuate discrimination by employers.

There are also risks related to failing to get accurate and thorough information. Accurate, and other premier background check companies, have years of experience in getting information from employers and know how to get around potential resistance— as well as how to “read between the lines” of not only what is said, but what isn’t. They also have access to third-party databases and other sources of information that most employers do not have on their own.

Companies who specialize in employment verifications know the rules and requirements related not only to what can and can’t be asked, but also to the types of disclosures and information-sharing that must be obtained from applicants throughout the verification process.

Not all employment verification options are created equal, of course. It’s important for companies to think carefully about what they need and then pick a solution or vendor, that can deliver.

What Should Employers Look for in Employment Verification Service Providers?

First and foremost employers should look for experience and evidence of top performance when considering employment verification services. A background screening company that can point to years of experience effectively conducting background checks, as well as satisfied clients, should top your list.

In addition, you’ll want to consider the background screening company’s offerings and levels of service. Will you have the ability to work directly with an assigned representative—a real person—or will your inquiries be relegated to an email inbox or chatbot?

Even though employment verifications can seem relatively simple and straightforward, there are some potential risks, and a continually changing legal and regulatory environment that employers must contend with. Turning to a reliable provider to help navigate the process can save time, money, headaches, and risk for employers.

David Wheeler is Chief Legal Officer at Accurate Background.

Would you like to comment?

How Companies Can Take Advantage Of The Global Talent Pool

By Taylor Goucher, Connext Global Solutions

As the U.S. labor shortage lingers, the Great Resignation shows no signs of abating as one in five people are expected to leave their jobs in 2022. With a record 4.5 million Americans flocking from their jobs this past March alone, companies are finding themselves severely understaffed and are battling to hire, train, and fill open positions.

However, this mix of complications is becoming the perfect storm for leaders and organizations to turn to co-sourcing. What exactly is co-sourcing and which leaders should consider it? How can companies continue to build and reach milestones while a fraught labor market persists?

The term outsourcing often has a negative connotation in the staffing community. It is frequently frowned upon because of the misconception that it’s taking jobs away from local candidates and those who have tried it, have had a poor experience due to the lack of control, visibility, and flexibility. Thankfully, this is the outsourcing of the past that has been replaced by a new model, co-sourcing. Co-sourcing is

revolutionizing the way companies hire global teams. Let’s explore how.

In a co-sourcing model, companies collaborate with a partner to help them hire, train, and manage adaptive and resilient global teams enabling them to win and thrive in any economic environment. The co-sourcing approach is 100% customizable. Companies can hire the talent they want, develop them using their training models, and manage them as an extension of their

Theteam.strategic

partner helps with payroll, taxes, compliance, IT support, and co-management to ensure that the global team exceeds performance expectations and manages any issues that arise.

Companies of all types and sizes are hiring co-sourced global teams to help them increase efficiency, build business continuity, and reduce overhead. There are three primary reasons why co-sourcing is changing how companies hire globally and why it has become the most popular solution during the hiring crisis.

Learn how co-sourcing can help as companies remain severely understaffed and are battling to hire, train, and fill open positions

1. Outsourcing is often associated with the loss of local jobs, while in fact, co-sourcing does the opposite. Co-sourcing acts as a mechanism to improve productivity in the business, thus creating opportunities for more, higher-paying local jobs.

Our 40+ clients have yet to lay off a single worker or move local jobs offshore. Instead, they have hired a supplemental global support staff- often at 50-70% less than it would cost in their local market- to improve the overall productivity of their business. Providing this level of support for local staff allows them to be more effective, which naturally improves output, and increases the overall happiness of the staff as they now have more time to focus on tasks that require their unique skills sets.

They can worry less about the menial back-office work that kept them at the office for an extra couple of hours. It’s a win-win for everyone involved!

2. Outsourcing, in the traditional sense, is defined as when companies outsource a particular service such as medical billing, transaction management, or tax preparation. This model can work; however, it is extremely hard to achieve the desired outcome because it is difficult to control and adapt to what you need. Small and mid-sized companies shouldn’t outsource. Instead, they should try to create the value of an offshore subsidiary with a co-sourcing approach.

JP Morgan, AIG, and United Healthcare, for example, don’t outsource. They start their own subsidiaries in the Philippines and India and manage this global team as part of their workforce. It’s no different from having your team work from home in your current state; they’re just in a different country.

How Companies Can Take Advantage Of The Global Talent Pool

Companies can create the same value of an offshore subsidiary with a co-sourcing strategic partner that aligns with their organizational goals. This enables more effective communication, clear processes and visibility, greater quality assurance rates, and the opportunity to build more trust-based relationships.

3. Co-sourcing doesn’t have to be just a call center or virtual assistance. It can be whatever you need it to be in your business. There are over 11 million professionals in the Philippines, and a lot of them possess the skills to do more than just work in customer service. Our clients have hired our global talent for accounting, human resources, analysis and reporting, IT support (development, help desk, inventory management), graphic design, medical billing, virtual nursing, and much more.

If someone can perform a task in a work-from-home environment in your current state, they can perform that task in the Philippines with just the same level of professionalism, skill, and quality.

Outsourcing a single function or task is antiquated. Co-sourcing is the new way to create cross-functional,

self-propagating teams who help your business achieve its overall goals.

Co-sourcing is an excellent way for companies to take advantage of the global talent pool which will help overcome current talent shortages and improve business. Even in today’s tumultuous markets, geopolitical tensions, and economic slowdown, the largest companies in the world are using the co-sourcing approach to get ahead and prosper.

As the Director of Client Services at Connext Global Solutions, Taylor Goucher uses the leadership, operations management, project management, consulting, and data analysis skills he gained while serving in the U.S. Army. Would you like to comment?

How Companies Can Take Advantage Of The Global Talent Pool

Finding LaborWorkersHourlyInATightMarket

Companies are fast turning to HR tech to find, hire top talent

By Rahier Rahman, Turn

As speculation grows about a potential recession, there is one aspect, critical to prosperity, that all economists agree on: millions of jobs are available for hourly workers. Earlier this month, the U.S. Bureau of Labor Statistics announced in the Job Openings and Labor Turnover Summary that there were 10.7 million job openings.

When compared to the Bureau’s Employment Situation Summary, which reports an unemployment rate of only 5.7 million, the contrast speaks for itself.

The White House puts a different spin on the data citing, “the economy added 528,000 jobs in July, for an average monthly gain of 437,000 over the past three months.” Of course, that is positive, but for us in the HR business, there are still 10.7 million jobs to fill, and there is

an unprecedented demand for hourly Throughworkers.thelens

of SMBs and enterprise businesses, the challenge is finding workers who want to work. Let’s look at the “Quit Index.” The number of “quits,” described by the Bureau as “voluntary separations initiated by the employee,” was 4.2 million in the last reporting period, representing 44% of the current job Theopenings.“BigQuit”

may be attributed to several pandemic factors, including extended unemployment benefits and stimulus payments, but there’s another factor HR professionals need to consider when luring workers: many of the so-called quitters in this Great Resignation are leaving corporate America. They’re not relying on income subsidies, rather choosing

flexibility, starting businesses or pivoting to small businesses.

The Office of Advocacy of the U.S. Small Business Administration reports that last year, the number of small businesses nationwide hit 32.5 million. That is 99.9% of all U.S. businesses. Plus, this growth is sustained. It represents a 2.5% increase from the previous year and is up 9.8% overall since 2017. HR professionals must find better ways to attract the right candidates and improve retention rates.

Another major obstacle facing HR professionals in this tight labor market is scarcity of supply. When compared to pre-pandemic levels, the labor force availability is much worse for people teams, recruiters and staffing agencies. Going back to the 4.2 million quits that account for 44% of the current job openings, we see a paradox.

Typically, quits are procyclical, meaning the number of quits should rise under a growing economy and decline when the economy contracts. Case in point, the Labor Force Participation rate dropped to 62%, down from 64.4% in 2010, according to the United States Census Bureau Translation: fewer working-age adults are working or looking for work. Other factors look to continue the trend: 10,000 Baby Boomers each day are hitting retirement age, 2020 Census data shows, and immigration rates are

Clearly,down.in

today’s economy and tight labor market, HR professionals have their work cut out for them. While output is technically down, millions of hourly-pay positions need to be sourced to stimulate growth. Traditional SaaS solutions are no longer effective in finding the best, most qualified, workers. Now,

more than ever, HR technology will lead the critical role of hiring and retaining talent.

Finding which workers in the dwindling labor force are most willing and able to accept positions is today’s HR challenge. People teams need new tools to provide real-time access, on a ZIP-code level, to the hourly workforce while verifying candidates with insights into their skills, experiences and motivations.

Recruiters and staffing professionals need access to quick job listings with requirements, rates and screening questions in addition to select background-check options. They also need to know what type of compensation package will be most competitive and the best fit for a candidate’s motivations. Modern technology now allows HR professionals access to such

vital information, usually in less than a day.

AI can autonomously identify, engage and screen workers for hourly jobs quickly, which is mission-critical for companies that need to hire at scale. It can analyze billions of daily data points, including the hiring practices of companies, the performance evaluations of talent acquisition services and the behaviors and preferences of working Americans.

In my experience, businesses are most competitive when they leverage AI to remove the guesswork from finding the talent. The narrative is clear: while the economy may be down, millions of jobs remain available for hourly workers. Companies must hire at scale and fill positions with top candidates faster and at lesser cost per acquisition. Onboarding today’s best technology will give them a competitive edge in finding and hiring the most qualified hourly workers.

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Finding Hourly Workers In A Tight Labor Market

Rahier Rahman is the Founder and CEO of Turn

Marshall

Beverly

Why ExperienceCandidate(Still) Matters

By Joyce Chan, Fountain

Applying for a job is often a tedious endeavor. Think back to your most recent job application. You likely faced pages upon pages of forms to fill out, documents to upload, and multiple lengthy legal agreements for which you had to submit your e-signature. The process is made even more maddening when it takes days, weeks, or even months to get a response from the hiring manager.

Candidates looking for hourly jobs can apply to dozens of jobs per day. If required to partake in a complicated or clunky application process that does not align with their preferences and lifestyles, they will simply drop out and go elsewhere.

One of employers’ top priorities when hiring for hourly jobs is to get new hires on staff as quickly as possible, but in order to get dependable workers, the kind of quality hire more likely to stick around for the long haul, something about the hiring process needs to shift.

So what is the key to making your job application one that applicants want to complete? What makes your job listing and organization stand out from the rest? How can you up your sourcing game to make sure you get the best talent before your competitors do?

Keep reading to learn how a top-notch candidate experience can help answer these questions and more.

Go Where the Candidates Are

In an on-demand world, we are constantly on our mobile devices - ordering food, watching videos, or keeping in touch with friends and family. In this reality, the candidate is a consumer, and if you want them to actually apply to that job you are posting, it is important to meet your candidates where they are by making your application process as mobile-friendly as possible.

By allowing applicants to apply from anywhere via mobile, either through texting (SMS) or through messaging services like WhatsApp or Facebook Messenger, you are making it easier for your ideal talent to find you, and vice versa.

Roll Out the Automation Red Carpet

Instead of asking applicants to read and complete long-winded forms and click through dozens of stages, let automation move your candidates through the funnel for you. Based on responses to specific questions, candidates can be routed to the appropriate next stage, like a scheduling tool that allows them to set up a video interview.

How can you up your sourcing game to make sure you get the best talent before your competitors do?

Automation also can be applied to document collection. For highly skilled jobs that require professional training, candidates can upload their licenses or certifications, as well as identification directly to an automation-enabled ATS. Add an automatic background check and candidates will have been pre-screened before they even reach your inbox.

Personalize Your Process

Applicants apply to countless jobs, and they are usually met with a generic “thank you” message at the end of the process, left unsure of where they fall in the litany of applications.

Take stock of your current hiring process and identify any parts where candidates may feel like they are talking to a computer. Consider how you can use these gaps as opportunities to engage with candidates rather than overwhelm them with job duties or company details, and find as many touch points for interpersonal interaction as possible.

Build for Tomorrow, Today

In the fast-paced world of high-volume hiring, TA teams need to be creative, personable, and memorable in order to attract (and keep) the right

people. But this creativity should not stop once workers are hired.

The application process is the first experience an employee will have with your brand, and this sets the tone for their perception of you throughout the hiring process and employment. So when a candidate receives personalized attention and a speedy time-to-hire, their opinion (and their network’s opinions) of your brand will last well beyond their first day.

Joyce Chan is Chief Operation Officer at Fountain where she is responsible for Marketing, Data Science, Analytics, and Strategic Execution & Management. Joyce brings over 15 years of leadership experience in technology, marketplaces, and hourly worker workforce management. Would you like to comment?

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The Future of Talent Acquisition

REPORT SUMMARY

Survey conducted by: Sponsored by:

The Future of Talent Acquisition 2022-23 Exclusive Study By The HR Research InstituteRESEARCHARTICLES

Improving Diversity Recruiting Practices

By Katie Coleman, Circa

Employee Trust in 2022: Why it’s More Important Than Ever By Culture Amp

Recruiting From Within: Expand Your Talent Pipeline While Driving Retention

By Globalization Partners

Resilient Recruiting: The ABCs of Navigating an Economic Downturn

By Kunwar Ishan Sharma, HireEZ

Predictive Hiring Analytics: How it Works

By Anna Wang, Searchlight

Recruiting Passive Talent in the Great Resignation By Seekout

3 Ways Background Checks Can Support Employee Retention

By Clare Horvik, Verified Credentials

The Future of Talent Acquisition By Matt Charney from HR.com for BambooHR

The HR Research Institute, powered by HR.com, the world’s largest social network for Human Resources professionals, is a key part of our mandate to inform and educate today’s HR professionals. Over the past three years, the HR Research Institute has produced more than 85 exclusive primary research and state of the industry reports, along with corresponding infographics in many cases, based on the surveys of thousands of HR professionals. Each research report highlights current HR trends, benchmarks, and industry best practices. HR Research Institute Reports and Infographics are available online, and always free, at www.hr.com/featuredresearch

The Future of Talent Acquisition 2022-23

Strategies, practices and technologies for building the future workforce

Exclusive Study By The HR Research Institute

Sponsored by:

Globalworkplaces will continue to transform driven by new technologies, changing business paradigms, evolving societal needs, and more.

A pandemic, then an upsurge in hiring along with massive employee resignations, followed by large increases in U.S. jobs despite two quarters of negative GDP growth and high inflation rates the world of work has witnessed a lot over the past couple of years!

It’s hard to predict the future of hiring amid such turbulence. Today’s talent acquisition (TA) professionals need to take several factors into account in order to perform their jobs well.

To help them keep abreast of what’s happening, the HR Research Institute conducted a study on the current state and near-term future of talent acquisition to understand:

1. the capability and maturity of today’s talent acquisition functions

2. the drivers and challenges facing TA

3. TA metrics and analytics

4. TA tools and technologies

5. predictions of what may happen next

6. characteristics and practices that differentiate the organizations that excel at TA from the organizations that don’t.

Here are the key findings from the study:

Finding #1: Half of respondents view talent acquisition as either essential or pivotal

In half of the organizations surveyed, talent acquisition is seen to be either the most important human capital priority (26%) or among their organizations’ top three human capital priorities (24%). Larger organizations are more likely to view TA as a priority. While 71% of respondents in large organizations say TA is pivotal or essential, just over half (57%) in mid-size organizations and two-

fifths of respondents (41%) in small organizations say the same.

Finding #2: The need to backfill to replace workers who have exited the organization is seen as the most influential factor driving TA strategies and activities

Seventy percent of respondents cite the need to backfill to replace workers who have exited as the most influential factor affecting TA strategies or activities. Similarly, 53% point to voluntary and involuntary employee attrition.

of respondents say the need to increase diversity, inclusion impobelongingandisanrtantfactororganization’sTAstrategiesoractivities

Survey Question: organization’s TA strategies or activities? (select all that apply)

Need to backfill to replace workers who have exited the organization

Increased competition within market or industry

Voluntary and involuntary employee attrition

Need to hire for newly created positions to suppor t future growth

Need to increase diversity, inclusion and belonging

Changing business circumstances or external market conditions

Need to createNeedhiring“future-proof”practicestoupgrade

organizational skills

Expansion into new markets or territories

Diversification of business into new industries

Changing consumer behaviors and market trends

Finding #3: Just 19% of organizations have talent acquisition functions that are world-class or advanced

Only 5% of respondents describe their talent acquisition function as “world-class” and just 14% describe it as “advanced.” The low percentages of TA functions indicate that most organizations have yet to master the art of talent acquisition. That is, their systems do not tend to be proactive, strategically aligned and a source of competitive business advantage.

A large plurality of respondents (44%), however, feels their talent acquisition functions are at least “established,” meaning that they have standard HR-

driven TA systems/processes. These departments are doing the basic job, even if they are not excelling at it.

Finding #4: Three-fifths of organizations see the lack of candidates with required skills or experience as the top challenge for TA

Lack of candidates with required skills or experience is seen as the biggest challenge (60%) facing the TA function. Further, highly skilled candidates are often fielding offers from multiple organizations, making recruitment even more challenging.

About a quar ter cite “weak employer brand and/or poor company reputation” as among the biggest challenges to acquiring talent at their organization

Survey Question: What do you see as the biggest challenges or obstacles when it comes to acquiring talent at your organization? (select all that apply)

Lack of candidates with required skills or InefCompensation,Just-in-time,experiencereactivehiringapproachtotalrewardsbelowmarketratefectiveandtime-intensivehiringprocesses

Uncer tainty about the future talent needs

Lack of funding and resources

Lack of investment in new talent acquisition technologies

Weak employer brand and/or poor company reputation

Lack of in-house TA capabilities, skills and Misalignedexperiencerecruiting resources and hiring demand

Limited interest and involvement by top management

Lack of business alignment and internal credibility

Finding #3: Fewer than half (47%) rate their talent acquisition capabilities as top notch or above average Forty seven percent of respondents said their TA capabilities were either top-notch (8%) or above

average (39%). Although this also indicates that there is still considerable room for improvement, a substantial majority (87%) indicate that their organizations have average or above capabilities.

Want more? Download this exclusive HR.com Research Institute report, The Future of Talent Acquisition 2022-23 and for key insights and strategic takeaways, we invite you to read the complete report here

Read the Research Report

Improving Diversity Recruiting Practices

Katie Coleman, Circa

Achieving

diversity within an organization

can be difficult. When companies look to recruit and hire new employees, it can be difficult to draw in job seekers from a more diverse pool of applicants. It is no secret that people are drawn to others similar to themselves. It is crucial that organizations make a conscious effort to go outside their comfort zone to recruit employees with diverse backgrounds and perspectives.

1. Make Job Advertisements Inclusive

a) Examine the language in your job posts

One major way to impact the diversification of your workforce is to consider the language you are using for your job ads and postings. Begin by determining what requirements are listed for the position.

Ask yourself: Is a minimum job qualification list absolutely required?

Many organizations list far too many skills that are required. A long list often scares off quality job seekers because they believe they can not fulfill many of the items. Studies show that women and non-white people tend to only apply when they feel they can meet all of the qualifications.

b) Don’t exclude individuals with disabilities

Look at your job listings to make sure they don’t unintentionally exclude individuals with disabilities (IWD). Are you including physical job requirements

that are not necessary? For example, if the majority of the work is intellectual, such as with a job in marketing, being able to perform physical tasks is not essential.

c) Accept equivalent experience

Are you accepting equivalent experience? This is a significant way to attract veterans. Look for ways to match a transferrable skill from military work to civilian work. For example, consider this job posting that states: Experience managing a team of five or more people in an office setting. While a veteran will likely not have that office experience, they may have led a team in the field and have the same skills necessary to succeed. Adding or equivalent military experience to the job listing will expand the applicant base.

d) Convey an inclusive workplace

Avoid cultural or gender-specific language. Numerous studies show that women are less likely to apply when aggressive language or perceived masculinity is conveyed. For example, words like “assertive,” “outspoken,” and “analytical” have tended to dissuade women from applying.

Culturally, terms that appear to exclude minority cultures or religious/political views could cause hesitation. Also, remember that different benefits will appeal to various demographics, so expand the

benefits listed to be inclusive of various groups. For example, a recent college graduate may be more interested in bonuses, while flex time may be more appealing to a working parent.

2. Eliminate Unconscious Bias in Candidate Screening

a) Remove names

Recruiters reviewing resumes may subconsciously discriminate based on stereotypes or other perceptions. To avoid this, remove or cover names on initial resumes. Names can indicate if a person is male or female and may also give insight into a person’s race or ethnicity. However, what you see may not fit your perception. The focus should only be on what the applicant brings in terms of skills, qualifications, and experience.

b) Be careful about social media

Encourage recruiters to be cautious about social media use because anything they see online may affect their judgment. Do not evaluate a candidate based on a person’s appearance or judge based on other photos or information found unrelated to the position or your company.

3. Get Everyone on Board

To increase diversity, everyone at your organization needs to be on the same page, including sourcers, recruiters and managers.

a) Encourage sourcers to diversify resources and outreach efforts

They can promote diversity in branding, online content, and on social media. Also, they need to establish connections with diversity groups in colleges and universities.

b) Motivate recruiters to develop a pipeline of diverse candidates

Encourage them to be active in areas that are outside their normal recruitment groups. Teach recruiters how to spot stereotypes and avoid them in their recruitment.

c) Educate hiring managers on their role in the process

Work with them to review the hiring process and identify issues. If you are getting diverse applicants but not hiring them, examine why.

4. Source Diverse Candidates

In order to source diverse candidates, you need to start by building a diverse candidate pool. Here is how:

a) Utilize a database of outreach organizations Look for databases that have representation across a wide range of demographic groups, especially those that are most critical to your needs. Use it to locate and connect with local diversity groups. Circa provides the opportunity to connect with and automatically distribute your jobs to 15,500+ community-based organizations to amplify your workforce while connecting with local diversity groups.

b) Leverage technology to improve outreach

Use a system that allows you to track and save all of your communications and interactions. Having that information in one central location is an important feature, so you can easily review, evaluate, and report on your diversity outreach effort. The right system will automatically send your jobs to outreach organizations, target your outreach, proactively connect you to candidates and build relationships.

c) Employ multiple strategies

It is important to invest time to develop an interactive and ongoing relationship with your contacts. You can do that by inviting your contacts to an informational meeting, facility tour, or an open house. The more they understand what your needs are, the greater the likelihood they will be able to refer qualified applicants. Also, seek out diversity career fairs and other events hosted by associations or student organizations that serve your target demographic.

d) Hire community outreach coordinators

Assign a person specifically responsible for community outreach. They may be responsible for all outreach or focus on target groups, such as veterans, individuals with disabilities, minorities, women, or LGBTQIA+.

The Bottom Line

when looking to develop and employ a recruitment strategy, the best approach is a multi-pronged one that also includes valuing diversity, say our recruiting experts. This approach not only impacts the bottom line but also ensures that your business is representative of your employees, clients and vendors – culturally diverse.

Katie Coleman is Product Marketing Manager at Circa.

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Employee Trust in 2022: Why it’s More Important Than Ever

An engaged workforce remains the ultimate goal for most employers. The reason for this is simple: engaged teams perform better. In fact, companies that beat the Culture Amp benchmark for engagement score 10% higher in customer satisfaction on average. And their customer service times are 3x faster.

Employee trust is the bedrock of engagement. But with work habits in a state of flux, earning that trust is more complicated than ever. This article explores the pandemic’s impact on trust in the workplace, the scientific connection between trust and job performance, and what leaders can do to earn employees’ trust.

Culture Amp

The Changing Power Dynamic Around Trust in the Workplace

The shift to remote working during the pandemic created an urgent need for agile and hypertransparent communication. The luxuries of localized memos, incidental catch-ups, and adhoc updates quickly disappeared. Leaders (in HR and beyond) pivoted to new modes and habits of interaction in order to keep people informed, protect productivity, and keep culture alive.

It worked. Between March 2019 and December 2021, Culture Amp surveyed 5,000 companies –2.2 million employees – to get their perspectives on how well they were being kept in the loop. The data provides insight into what helped build trust during a turbulent period. Positive responses to being “kept informed about what is happening” and feeling that “[employees] are important to the company’s success” rose by a minimum of 6%.

Two years on, the trust dynamic between leaders and the workforce is changing again. On a recent episode of the Culture First podcast, Rachel Botsman, a lecturer on trust in the modern world, discussed how workplace trust continues to evolve.

In a nutshell? She says it is not enough for leaders to talk about building trust. Today’s workforce is willing to place trust in their employer, but only if the business has earned that trust by demonstrably following through on its stated intentions. When trust is asked for, but not earned, a rise in employee activism means that teams will hold leaders to account more than ever.

Rachel explains that in any situation, there is a trust giver and a trust receiver, and it is the trust giver that decides whether to give you their trust. Companies may want to control the trust dynamic,

but the trust givers – their employees – are the ones with the power. Healthy work environments are predicated on this new, more equitable, power dynamic.

The Connection Between Employee Trust and Engagement

The bar to earning employee trust is higher than it used to be, but there are significant upsides for employers that get this right. Trust has a tangible effect on how people engage with your company and, ultimately, their performance.

Employee trust allows for better communication and better cohesion. In a trusting work environment, employees not only feel more engaged but also collaborate more efficiently and with less interpersonal friction.

According to Culture Amp data, engaged employees agree that they experience far better communication among both teams and departments (26 points higher than less engaged employees). They were also more likely to agree that there was open and honest two-way communication at their company (36 points higher than less engaged employees).

And it’s not just about communication. Perceptions of team cohesion and belonging also improve for engaged employees. Our research found workers with this label were more likely to feel part of a team (21 points higher than less engaged employees) as well as feel like their team “holds itself accountable for results” (22 points higher). An engaged workforce is more likely to focus on mission attainment, strategic direction, and organizational outcomes – and encourage colleagues to do the same.

How Leaders Can Earn Employee Trust

Today’s leaders face a plurality of expectations, many of them conflicting. From the right to work in line with personal preferences to greater demands of your words and actions, managing these expectations requires open communication and a flexible strategy.

The non-negotiable first step: Listen to your employees. Whether it is through feedback surveys or ongoing conversations, building strong employee/employer relationships starts with understanding your employees and their needs. Once you understand their expectations, respond in an intentional way. Consistent two-way communication, followed by a willingness to take meaningful action, shows employees that you value

their perspectives. This contributes to heightened trust and everything that brings with it.

This article first appeared here

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Recruiting From Within: Expand Your Talent Pipeline While Driving Retention

Introduction

Due to the competitive global employment market and the ongoing “Great Resignation,” talent acquisition and reten tion have never been more critical for growing companies.

If we add local talent shortages to the mix, recruiting and keeping talent can seem even more daunting.

So how can you attract and retain your skilled workforce while protecting your company’s best interests?

There are many benefits to considering internal employees for new Encourageroles.your

talent acquisition team to identify transferable skills that potential internal candidates have which could work to help you fill much-needed roles.

According to LinkedIn’s 2020 Global Talent Trends report, employees at companies that hire and promote more internal candidates stay 41 percent longer than workers at companies with lower internal hiring rates.

In this guide, we will reveal the benefits of promote internal mobility, best practices for conducting virtual in-house recruiting, and more.

Promote internal migration

Hiring internal team members is a key tactic to help retain and recruit talent in today’s competitive marketplace. It’s also an effective way to avoid local talent shortages. Make sure your managers understand that it’s encouraged to let talent migrate to different departments.

Benefits of internal migration

Employee retention: A LinkedIn Workplace Learning Report revealed that 94 percent of the employees surveyed would stay longer at a company if it invested in their careers.

Knowledge retention: Promoting internal team members helps keep them and all the knowledge they have gained within your company.

Talent acquisition: Outside talent will see a long-term career path and want to come work for your company.

Benefits of having internal virtual job fairs

Saves time and costs: Virtual events have no venue fees, there is no travel involved, and they require much less time and manpower to execute.

Reveals potential opportunities: An internal career event can unearth previously unknown sources of talent within your company.

Builds culture: Your employees will see the opportunity for career progression, which will help build a culture of growth.

How we help

These internal hiring best practices give your company a competitive advantage when it comes to recruiting, managing, and retaining top talent.

A people-first approach is the way forward, and at Globalization Partners, it’s what we pride ourselves on. Our aim is to prepare companies for the future of HR, today.

Our industry-leading Global Employment Platform™ helps companies take advantage of new opportu nities as they appear by streamlining onboarding, payroll, and hiring complexities. Our end-to-end solution provides companies with a unified customer experience, so you can easily manage the entire HR process on one platform.

Connect with us and we’ll help you navigate the evolving recruitment and talent retention landscape!

About us

Hire anyone, anywhere quickly and easily with our AI-driven, fully compliant Global Employment Platform™. Trust the #1 named industry leader that consistently attains 98% customer satisfaction ratings.

Resilient Recruiting: The ABCs of Navigating an Economic Downturn

Kunwar Ishan Sharma, HireEZ

Resilience

It’s a trait that many in talent acquisition have had to practice, especially over the past few years.

In 2020, the pandemic scared many companies into slashing budgets and starting layoffs with TA professionals often being the first ones on the chopping block.

Just one year later, the demand for recruiters skyrocketed as hundreds of thousands of jobs were added to the economy each month and companies desperately needed the professionals and processes to fill open roles.

Today, we’re observing a potential repeat of 2020 with many companies in danger of setting themselves back by cutting short their recruiting efforts out of fear.

There are two things we know for certain.

1. The market will continue to shift for years to come and organizational reactions are largely out of your control

2. The best thing you can do to stay ahead is to take this time to make your recruiting strategies better, faster and stronger to withstand any market

What does that look like?

Assess Past Success and Evaluate Future Needs

Assessing Past Success

Now’s a perfect time to assess the strengths and weaknesses of your team and processes, especially if hiring has slowed down at your organization. This will provide a framework that your recruiting team can use to guide hiring in the short-term and long-term.

For instance, determine who you would deem as high-performers at your organization. What about them as contributors made them valuable to your organization? What kind of skills did they possess and what tasks did they complete each day, week, month and beyond?

On the flip side, who has been let go at your organization over the past six months? Was there a common trend across those individuals that made them dispensable? Can you work with HR to determine another factor in your organization (culture, job expectations, or work/ life

Evenbalance)?ifyou’re

not immediately hiring, this is one example of how you can assess what’s worked to build personas for future roles along with addressing areas in your organization that could impact retention.

How Do Your Needs Match the Market?

Now that you’ve analyzed past successes and weaknesses, how do you address them and ensure the market provides what you’re looking for in future roles?

Let’s say you’ve identified key skill sets of high performers from underrepresented groups.

Should you simply hope that when you start recruiting those specific diverse individuals will flock to your career site or job postings? If you want to delay filling roles and eating up more of your budget, then absolutely.

Instead, be proactive by gaining visibility on the talent market you’re looking to target and ensuring talent quality amongst those you plan to engage in new opportunities.

By starting with a wider net of 800M+ candidates on hireEZ along with 30+ AI filters to focus searches, recruiters are able to:

● Assess the talent market for their persona and convey that information to team members via reports

● Refine their persona based on what’s available in the market for faster searches

● Engage talent directly on hireEZ’s platform once those searches are conducted

The result is mapping out what’s available in the market to fill your needs in the coming months.

Build Relationships with Talent

Experiment with Your Outreach

Imagine your inbox at this very moment. It’s likely packed with promotional emails, recruitment content, candidate replies (hopefully), and so much more.

The only time you stop scrolling is when something catches your eye that’s important to you, right? You have to consider the same approach when engaging with talent.

And there’s no one right way to do this.

● Take the time now to experiment with:

● Messaging styles (i.e. direct, humorous, inquisitive, etc.)

● Length of messages (i.e. shorter, or longer)

● The information you covey (i.e. acknowledging the current market, what value they bring, etc.)

As you experiment, track how these different emails perform and have it inform your future outreach tactics for greater response rates.

Nurture Rediscovered Talent

Many recruiters want to start fresh with their talent searches, which becomes even more enticing when you have access to hireEZ’s open web

However,database.it’simportant to remember that during an economic downturn, some candidates might be hesitant to move on to a new opportunity.

To keep your company top of mind for future opportunities and increase the likelihood of a candidate joining you when the time is right, recruiters should be engaging their internal ATS database of warm candidates.

Even if you’re not hiring right now, hireEZ’s outbound recruiting technology makes it seamless to integrate with your existing ATS, refresh all of your candidate data, and use that data to nurture them with automated and personalized sequences.

Setting up a sequence that checks in with a past applicant once every few months could make the difference between a future hire or a missed opportunity.

Consolidate Your Processes

Remove Collaboration Bottlenecks

When teams are working fast to fill open requisitions, there’s rarely time to spot inefficiencies during team collaboration.

Yet, it’s the inefficiencies that slow down recruiting teams, lead to expectation misalignment, and confuse communication.

Here are some questions to think through as you evaluate your ability to collaborate:

● How did past changes to our workflow help or hurt our ability to recruit?

● How are we ensuring our expectations for roles are clearly communicated?

● Do we have the ability to communicate directly with our team members?

● How can we streamline our current

Otherwise,processes?yourisk

leaving cracks in your collaboration foundation that will only exacerbate those issues and threaten your recruiting success when hiring ramps up again.

Prioritize a Consolidated Tech Stack

Similar to the potential bottlenecks between team members, it’s important you mitigate any that exist within your tech stack.

In today’s talent landscape, recruiting teams are often relying on more than one tool for various parts of the recruiting cycle.

While it would make the most sense to invest in a platform that covers the end-to-end needs of recruiting teams, the next best option is the ability to consolidate those tools to work towards an optimal workflow.

Whether it be an ATS or an email scheduling software, figure out how you can integrate these tools to work more seamlessly together.

With investments in your existing tech stack, you want to make sure it’s operating at its best.

Right now, everyone in talent acquisition has an opportunity to strengthen their processes and practices for long-term success.

If you’re a hireEZ user interested in learning how to implement the tips above through our platform, hireEZ is happy to help.

Kunwar Ishan Sharma is the Content Team Lead in charge of content creation across hireEZ, including external articles, blogs, webinar content, video scripts, and eBooks.

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Predictive Hiring Analytics: How it Works

Anna Wang, Searchlight

All people leaders want to hire great people who will stay, thrive and help their organization do amazing things. However, 33% of employees leave within 90 days and 46% fail within 18 months. If heads of talent, heads of people and CEOs do not have complete data on their company’s values, culture and work environment, how can they possibly know what the “right” hire looks like and how to enable them?

Predictive hiring analytics describes the process of using historical data to predict which candidates will be successful employees. HR.com’s 2022 research report Envisioning the Future of Talent Acquisition found HR leaders believe predictive analytics will be the #1 most impactful emerging technology for their talent acquisition departments over the next two years.

In the Searchlight solution, predictive analytics are operationalized into talent acquisition using ‘Talent Models’, an objective talent standard based on the characteristics of successful employees. Let’s walk through what these models are, how they work, the benefits they can offer, and how organizations can build them.

Benefits of Predictive Talent Models

● Hiring efficiently and with higher quality Having a clear idea of your ideal candidate

helps hiring teams move more quickly and make better decisions. HBR recently advised that companies look for the key one or two skills that predict success to make better hires.

● Creating a virtuous cycle, where knowing the talent model of a successful employee equips the recruiting and hiring teams to attract more successful employees and build a highperforming culture. Tracking the skills that predict success provides objective visibility into the effectiveness of your recruiting process at bringing in the right people, and the potential to learn from and improve outcomes.

● Reducing prestige bias and unconscious bias to identify desired candidates more accurately. More effectively hire for competencies and skills, rather than credentials.

● Improving quality of hire to drive stronger business performance. Psychology research has found that high performers are 400% more productive than average performers.

● Remaining competitive by improving talent intelligence at the organization and helping leadership and HR deeply understand their employee base, current skill sets, and the skillsets they need as the company evolves.

What is a Predictive Talent Model?

A predictive talent model analyzes highly successful employees at an organization and then provides a tool for recruiting to use this information to improve their hiring process. Searchlight’s Talent Models produce a holistic picture of the most successful employees by focusing on characteristics that include job-relevant skills, power skills, work motivations, culture alignment, experience, education and background. This model can then be used to inform the company’s hiring and recruiting strategy to attract more candidates likely to excel.

Since every organization is different, every model will be unique. A person that thrives at a large enterprise may struggle at an early-stage startup. There are no universal traits for highly successful employees, nor does an employee need all the characteristics in a Talent Model in order to be

Asuccessful.successful

model will compare highly successful employees with everyone else to identify what sets them apart, quantify all of these strengths and weaknesses with hard numbers, and audit for bias that could adversely impact quality candidates.

It is tempting to focus on hard metrics of employee productivity when building these models, but in the long term, the behavioral aspects of candidates are a better indicator of their success. Remember, McKinsey found that organizations in the top quartile of culture return 60% more to shareholders than median companies.

Real-world Example

I recently worked with a company as it went through the process of building and using a Predictive Talent Model for a Customer Success Manager role. Here are some details on what it did and the subsequent outcomes.

This software technology company has 500-1000 employees across the U.S. and a valuation of more than $1.5 billion. We invited current team members and two-three of their colleagues (including their direct manager) to complete reflection surveys focused on understanding their key traits.

The company used data from participating employees’ most recent performance reviews to identify which ones were the most successful. Then Searchlight built a unique talent profile for each person and used various data analysis techniques to surface the most prominent characteristics that differentiated the successful employees. We vetted the results to check against adverse impact and found no evidence of bias, meaning that the analysis was not flagging certain genders or ethnicities as high or low performers at significant

Theylevels.found that the most successful employees at their company (determined by their performance reviews) tended to be fast learners, results-oriented, resourceful, intuitive, and more likely to be strategic thinkers. They were also more likely to enjoy working on a variety of challenges, rather than diving deep into one area, and prioritized speed over quality.

You can see how these strengths might be different in another organization or role. Some jobs might require more of a focus on quality over speed, or reward specialization. This is why predictive talent models are so helpful - they show what your specific organization needs from its employees.

This company updated some of its recruiting and hiring practices based on the Talent Model and saw excellent results. Time to Productivity for Customer Success new hires decreased by 25%, and from 4 months to 3 months. Anecdotal feedback from hiring managers was that the new hire quality was stronger than before. This better onboarding experience and shorter ramp time had a positive impact on morale, culture, teamwork and other key elements of productivity.

This company estimated that hiring a top performer and decreasing ramp time improves Employee Lifetime Value by 1.5-4x. This lines up with research out of Indiana University that high performers can deliver up to 400% more productivity than the average employee.

All in all, Predictive Talent Models offer a fantastic way to boost hiring speed and efficiency, improve quality of hire, and generate business value in many ways. I strongly urge forward-looking CEOs and people leaders to consider implementing them.

For more information about Predictive Talent Models and more details from real-world deployments, read Searchlight’s recent white paper.

Anna Wang is CTO and Co-Founder of Searchlight. Anna graduated from Stanford with a B.S. in Computer Science and an M.S. in Artificial Intelligence. Prior to Searchlight, she worked as a Product Manager at Google, software engineer at Uber, and management consultant at McKinsey. She is a Forbes 2021 30 under 30 honoree.

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Recruiting Passive Talent in the Resignation

Recruiting Passive Talent in the Great Resignation

How to turn passive candidates into new employees

The Great Resignation has completely reshaped the talent landscape. As more people leave their jobs, organizations are in fierce competition to hire for their open roles.

According to iCIMS “2022 Workforce Report,” job openings increased 86%, hires increased 46%, but applications dropped by 11% from Q1 2020 to Q4 2021. What does this mean? Simply posting a job opening and hoping qualified candidates apply is no longer a viable recruiting strategy. These days, recruiters have to think and act more like marketers, leveraging best practices, proven techniques, and technologies to land the next candidate.

The Great Resignation has also been described as the Great Aspiration. Now more than ever, people are thinking long and hard about what they want in their career. Many people believe the right opportunity is out there but aren’t actively applying to jobs. This segment of the talent landscape—called passive talent—is open to new opportunities, even if they aren’t actively Engaginglooking.passive

talent can help you overcome today’s hiring challenges. Instead of waiting for candidates to come to you, you can proactively pursue qualified candidates, learn what they want, and share how your opportunity aligns with their values.

In this guide, you’ll learn how to meet your hiring goals with a passive talent engagement strategy and what it takes to land passive talent.

Pre-engagement: Provide a positive employee experience

A survey from Harris Poll and CareerArc found that 32% of people considering leaving a job just haven’t found the right opportunity yet. Since passive candidates are already employed, they’re not going to take just any job. They’ll only move forward with the opportunity that is right for them.

Numerous studies indicate that compensation is not the only factor in determining if someone is willing to accept a new role. People also value work-life balance, flexible work options, career advancement opportunities, and inclusive work environments, depending on the talent segment.

So how can you communicate to passive talent that your organization checks all the boxes that matter to them? As a recruiter, you may already understand how important it is to have an employer brand that highlights the benefits of working for your organization. Before you engage passive talent, you should be clear on your employee value proposition and include that messaging on your careers website and other public pages that candidates may visit to learn more about your company.

But more importantly, your organization needs to deliver on those promises.

Why? Passive talent places far more trust in the employee reviews on Glassdoor, Indeed, LinkedIn, and social media than in your employer brand messaging.

Before they commit to an interview, they want to get a sense of what it is really like to work for your organization and they look to your current employees for that insight.

Your employer brand—and the employee experience that supports it—are the foundation of your passive talent outreach. Before you consider engaging passive talent, work with your leadership and people teams to ensure the employee experience is meeting expectations and run an internal campaign to increase positive reviews on employee review sites.

Pre-engagement: Understanding your passive talent audience

Every talent segment you recruit is different from the next. Start by analyzing talent data to learn who makes up your talent audience and what makes them tick. Use this data to create a profile of your ideal candidate and craft messaging that piques the interest of the talent you engage.

There are three types of talent data you should analyze—talent market data, talent sentiment data, and internal talent data.

Talent market data

Talent market data provides an overview of the candidates who make up the talent segment. Examples of what you can learn about candidates from talent market data include:

• How many match the role requirements

• Where they live

• The different job titles they have

• The companies they currently work for (aka your talent competitors)

• The companies they previously worked for

• Their educational background (majors, degrees, universities attended)

• Diversity representation

• Their years of experience

• Their years in current role

Use this data as the framework for your ideal candidate profile. What skills does your ideal candidate have? How many years of experience do they have? What’s their educational background?

3 Ways Background Checks Can Support Employee Retention

Clare Horvik, Verified Credentials

Companieslove to talk about making “investments for the future”. Whether opening a new sales office or purchasing new equipment, each move is meant to advance the company’s long-term goals. The same is true for hiring new employees.

Hiring managers hope the person they are hiring will stay with the organization long-term. More importantly, they hope the hire is a lasting contributor to the company’s success. Achieving

strong employee retention is more important than ever in today’s challenging hiring market. In fact, the cost of replacing a departing employee can be up to 200% of the position’s salary.

Pre-employment background checks can help improve employee retention by offering insights into who will be a good addition. Here are three ways background checks can support employee retention and improve the ROI of the hiring process.

1. Finding the Right Cultural Addition

Reviewing a candidate’s resume to ensure they have the right skills for a position can be pretty straightforward. Potential culture impact, on the other hand, is much harder to quantify. It can be difficult to gauge from looking at application documents alone. But it’s just as important for finding the right candidate, who will turn into a long-term employee. Thankfully, different types of background checks can potentially offer insights into a candidate’s personality. You may also be able to learn if they might be a good addition to the company culture.

For example, reference checks are widely used to learn more about a candidate’s work habits, ability to collaborate with coworkers, and more. Sometimes that information can prove critical. One survey showed that 34% of candidates are ruled out of consideration following a reference check.

Employers may use academic and job verifications to assess whether a candidate may be a good fit. Over half of all resumes include a discrepancy, so verifications may be able to help ensure the hiring manager’s view of a candidate is accurate. By layering these types of background checks, employers can potentially get a more detailed look at a candidate and find the right culture add that will benefit both the organization and the employee.

2. Providing a Positive Experience

Employee retention efforts often involve things like bonus programs, office perks, and professional development programs. These initiatives are designed to boost engagement and job satisfaction. But that sense of satisfaction — or

dissatisfaction — can start forming before an employee even accepts an offer.

The experience a candidate has in the screening process can create a lasting impression. And it could potentially influence how long they stay with the company. Providing the best screening experience possible can be pivotal to starting new employees off on the right foot. Some ways HR professionals may be able to elevate the screening experience could include:

● Providing strong candidate-focused support. A way to answer any questions and alleviate stress throughout the screening process.

● Creating a candidate portal so candidates can easily submit data on their own and monitor status independently.

● Offering mobile experiences to meet the needs of modern candidates.

● Communicating clearly about expected turnaround times and background check status. Candidates might feel included in the process and up to date on where they stand.

By developing a screening program promoting positive candidate experiences, employers build trust with candidates and lay the foundation for strong, lasting relationships.

3. Ensuring a Safe and Welcoming Workplace

People generally want to work in a place that makes them feel welcomed, valued, and safe.

Conducting thorough criminal background checks may demonstrate a company’s commitment to workplace safety. Plus, it potentially gives all employees peace of mind that the people they work with were vetted.

A screening program that provides that sense of security may involve multiple types of criminal background checks like:

● county

● state

● federal

● international screening solutions

A Social Security trace can also help identify names and addresses that a candidate did not disclose. Those newly discovered names and locations can then be used to search for more potential criminal records.

While not criminal, social media checks can also be helpful to identify potentially risky content.

Layering different types of criminal background checks together can close gaps and help employers find records that could have been missed. This provides a greater sense of security for the entire organization.

Looking Backward to Build a Better Future

Employee retention has never been more important for companies. That means finding ways to promote positive employee experiences. But that experience truly starts with the application and background check process. By developing a background check program that reflects company values and prioritizes the candidate experience, companies can improve retention rates and invest in a workforce that will pay dividends for years to Lookingcome.

for ways to improve employee retention for your organization? Contact Verified Credentials and we can help you design a background check program that helps support your talent acquisition goals.

Clare Horvik is Senior Contributor & Vice President of Marketing at Verified Credentials, LLC. With over 15 years of experience in background screening, Clare Horvik fuels the content development engine of Verified Credentials with strategic insights, unique research and analytics, and target-driven campaigns and events. Clare is a published author of Verified Credentials’ blog, an experienced speaker at educational events, and a knowledgeable content leader – shaping the conversation about background screening and highlighting its business impact.

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The Future of Talent Acquisition

Matt Charney from HR.com for BambooHR

Technologyis always changing, and it can be hard to keep up with the latest trends.

The workplace is no different - as work environments evolve, so too do the skills that employees need to be successful. It can be difficult to recruit and retain workers who have the right skillset, especially when the demand for labor is Withhigh.

technology advancement comes new opportunities - and new challenges. Businesses need to be nimble in order to adapt to the everchanging landscape, and employees need to be able to keep up with the latest changes.

It’s a tall order, but it’s one that businesses must meet in order to stay competitive in today’s

Ofeconomy.course,

an organization’s ability to survive - and thrive - is predicated almost entirely on its people. Much like the work itself, what workers want has also undergone seismic shifts in the wake of the Withpandemic.demand

for skilled workers far surpassing the available market supply for most positions, employers are being forced to adapt their processes and policies to better align with employees’ personal and professional priorities, such as a growing demand for remote or hybrid work, more flexibility and better work-life balance

as well as a more transparent, equitable and inclusive company cultures.

These market forces have collided in an almost perfect storm for employers, whose business and bottom line results are almost inextricably intertwined with their ability to recruit and retain top talent. Hiring, however, has become increasingly competitive, increasingly complex and increasingly costly for organizations across industries, verticals and markets.

As a result, talent acquisition costs have sharply increased, as have dedicated budgets and recruiting related resources, with spend allocated primarily on staff augmentation and process automation. By adding dedicated recruiting headcount while simultaneously creating process efficiencies and reducing the burdens associated with highly manual, low impact activities such as screening and scheduling, employers are responding directly to market conditions, particularly around time to fill and hiring velocity.

By combining personalization and automation, companies are blending high tech with high touch to improve candidate and hiring manager experience, reduce candidate “ghosting” and increase offer acceptance rates while controlling direct recruiting costs, all prominent trends and areas of focus within corporate talent acquisition today.

These same external strategies and programs are also increasingly being applied to internal recruiting and talent mobility, with companies attempting to staunch attrition and increase employee engagement by focusing on proactively upskilling, developing and cross- training existing workers, who represent the top source of overall hires made by employers in all industries, markets and company Promotionssizes.and

lateral moves entail considerably less recruiting related expenses than external recruiting, and are one of the primary drivers of both worker retention and job satisfaction. This new focus on long term employee development and career advancement, both linear and dimensional, represents something of a recent paradigm shift in recruiting related activities, which have traditionally focused primarily on actively sourcing, attracting and converting qualified external talent on an adhoc, “just in time” basis.

This emerging trend has become much more widespread in the wake of the proverbial “Great

Resignation,” as internal hires generally receive much smaller salary increases as a percentage of base pay (between 2-3% for all hires) than external candidates (between 10-12% for exempt positions), possess institutional knowledge that shortens time to productivity while staunching voluntary attrition.

Studies have shown internal hires, including both promotions as well as lateral or dimensional moves, stay with their current employers, are about 70% more likely to remain with the company three years after an internal hiring event than those who remained in their current position.

This might be the most significant and long lasting impact of the “Great Resignation,” as organizations now see retention and recruiting as two sides of the same proverbial coin; by applying external methodologies to internal talent pools, companies can cut costs, create a more flexible, future-proof workforce through upskilling and cross-training, and establish themselves as more than just another employer.

By moving from filling jobs to building careers, companies can effectively position their employer brand reputation and employee value proposition as an employer of choice that employees with choices choose to work for. A focus on long term development creates a distinct competitive advantage over hiring qualified candidates in the short term simply because they meet the posted requirements on whatever requisition happens to be

Thisopen.has

created a new emphasis on skills based hiring, with more employers implementing prehire assessment methodologies that go beyond verifying hard skills or those directly related to job requirements, and increasingly measuring for elements such as flexibility, learning agility, emotional intelligence and culture fit. This more holistic approach to hiring offers perhaps the strongest indicator of what the future of talent acquisition holds; companies seem to be shifting their talent strategies from buying top talent to building it,

Increasingly,instead.companies

have already sourced, screened and selected their next hire before even opening a requisition; this is because in just over half of all hiring events (a percentage that has steadily climbed year over year for over a decade), the successful candidate is already an employee.

The future of talent acquisition, then, seems to be less siloed as a separate, externally facing function, already becoming much more integrated with other core HR competencies, such as learning and development, employee engagement and workforce planning, whose focus is exclusively internal. The aphorism that “recruiting doesn’t stop with an accepted offer” might be a hackneyed cliche, but it remains universally true.

The thing is, in today’s talent market, recruiting never stops at all - past the point of hire, the employee experience is fundamentally a candidate experience; if that experience isn’t optimal, then those employees will quickly become candidates again - only for the competition.

This means that in the future, talent acquisition will no longer be measured by transactional metrics like time to fill or cost per hire, but instead, in “quality of hire” metrics that empirically function to quantify total lifetime value of any given employee - a much longer game, to be sure, but one that’s infinitely more impactful to the business and bottom line. When recruiting focuses on continuous retention rather than continuous sourcing, talent analytics will finally reflect the true empirical value of the recruiting function.

Based on trending data, this should lead to much closer alignment between TA and the bigger business; better and deeper relationships with employees in general, but senior leadership and executive management in specific, and the perceptual transformation of recruitment from commoditized order takers to true talent advisors whose value to the organization is secular, rather than cyclically dependent on current hiring needs and req volume.

As skills based hiring continues to become more prevalent, recruiters will be instrumental in building forward looking workforces that are much more resilient and recession resistant due to the inherent flexibility and intrinsic focus on change management and workforce adaptability of these emerging models.

Alternatively, organizations that continue to focus on hiring primarily just in time, all the time, are already running on borrowed time. And that clock continues to tick, with signs of economic storm clouds quickly gathering on the horizon.

The global economy seems to be entering a period of prolonged protraction; inflation and relative purchasing power have rapidly eroded real earnings for workers even as market conditions have increased direct compensation costs for employers.

If employee salary and benefits represent the biggest line item on any corporate P&L, then, inevitably, it also represents the biggest opportunity for cost savings and increased cash flow in the event of a recession or even a slight economic downturn.

This conflict, between needing to focus on continually recruiting and retaining an increasingly finite number of skilled workers in a tight talent market while also recognizing the existential threat that those same workers face in current economic conditions, represents a precarious balancing act for talent acquisition today.

The future of talent acquisition - if there is one - is incumbent almost entirely on how well the function can transition from its historical positioning as an intermediary of the human capital supply chain into being the primary category manager for organizational talent.

In this new world, recruiters must realize that strategic sourcing (the other kind) doesn’t stop at procurement, and that a purchasing decision in the form of a hire is not necessarily about cost control or convenience. Instead, success is quantified in

terms of the total lifetime value, ROI and the relative impact to the business and bottom line those hires

Theserepresent.outcomes, like in any other category of procurement, are heavily dependent on building meaningful relationships, maintaining fairness and transparency, and ensuring an even value exchange between buyer and supplier.

That is to say, in the future, recruiters should ask not what their candidates can do for them, but what they can do for their candidates (most of whom are also employees and, by extension, hiring managers or decision makers).

Anyone who tells you they know the future of talent acquisition is lying. But by taking a closer look at the state of corporate talent acquisition today, and understanding existing professional practices, perceptions and expectations, we have a decent enough data set to extrapolate what to expect when the unexpected happens.

Which, as we all know, is what recruiting is really all about. The only real constant, as they say, is change. And now, more than ever, talent acquisition leaders have the opportunity to drive change in a way that makes our industry, and our jobs, scalable, sustainable and strategic enough to survive - and thrive - during any economic cycle.

Matt Charney is Talent Acquisition Community Leader at HR.com.

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Why Your Next Intern Should Come From High School

By Leelila Strogov, AtomicMind

This past summer, the high school interns at our education technology company have been tasked with everything from analyzing data on college admissions trends, writing blogs and working on our social media campaigns. No matter the project, they bring with them a cannot-fail attitude and a novel Iperspective.liketocallthis, “beginners’ eyes”.

Beginners’ eyes see opportunity in obstacles and creative solutions to old problems.

As the hunt for talent deepens in this tight labor market, companies across industries should widen their aperture and consider exceptional high school students. These students are analytical and dynamic, and bring with them a raw drive in direct contrast with a been-there, done-that attitude.

Two-way Value

Both sides benefit from these internships. For companies, there’s strategic value in expanding their internship talent pool in a tight labor market by tapping into a highly capable group that is typically underutilized, but brings incredible value. By employing high school students, companies can access outstanding individuals at the earliest stages

of their career development, when they are well ahead of their own curve.

There’s an intangible benefit to having workers who are not only willing to work, but hungry for occasions to be useful to employers, and whose perspective can inspire fresh ideas and approaches.

Clearly, there’s value for students as they gain exposure to a professional work environment, and accrue experience that will serve them no matter what career they ultimately pursue. The internship opportunity, which is far from the norm for most high school students, also makes them more competitive as college applicants.

At AtomicMind, we’ve identified a few steps that can help both sides get the most out of these new work relationships.

Consider Micro-internships

The first step is to think through how your high school internships are structured. High school students may be more available during a few weeks or months during summer or holiday breaks, and less available for longer-term projects that require more sustained effort. So, consider offering internships based around smaller, more intense initiatives.

High school interns can help companies compete in a tight labor market

Such micro-internships allow companies to hire interns for specific short-term assignments with compressed turnaround times. Students are matched based on work, skills and availability. The projects can be as varied as building out a new website, entering data into spreadsheets, writing newsletters, working on social media, or conducting research.

High school micro-internships are essentially a microcosm of the gig economy specific jobs, specific abilities, specific outcomes, all taken up with deep engagement at a blistering pace. In some cases, high school students may even have a leg up on more experienced employees given that they are digital natives, who innately understand the latest technologies and social media trends.

Make sure to offer a reasonable number of hours at flexible schedules so that students are not overtaxed between office work and schoolwork.

At our company, we have had micro-internships tied to scraping data, analyzing research trends, compiling lists and other administrative work. Student interns look at these projects as an opportunity to learn, not only from the job at hand, but also the inner workings of how a company functions and how various inputs ultimately come together to lend value to a greater whole.

For hiring professionals, this may mean redesigning elements of internship programs and working closely with managers to identify ultra-definable needs.

Connect with High School Students

A key to recruiting high school interns is to be intentional about sourcing this new talent. High school students may not be aware that internships are options for them at their level of education, unlike college students who spend months looking for such jobs. Companies must be proactive about seeking out high school students by networking at local schools with those who can identify ambitious and talented individuals.

At AtomicMind, we have the benefit of working with high-achieving high school students every day – students often on the path to Ivy League or elite colleges; we thus have the benefit of access to energetic interns from the scholars we are directly advising who are familiar with high expectations.

However, such natural or easy access is not necessary. We also reached out to teachers and school administrators to identify exceptional students looking for differentiated work experiences. Those leads connected us to a strong pipeline of students who made excellent hires.

Students who are proactively looking for internships can also be found via placement agencies dedicated to helping teens start early on their career paths.

Digital advertising is also a worthwhile investment. Many high schoolers search online for “high school internships” whether for local or virtual opportunities. Place some ads online for your high school internship opportunities and monitor the responses – you’d be surprised at the quality of candidates that come

Self-driventhrough.

students who apply for high school internships are often a self-selecting group; responsible individuals who value such opportunities for either the experience, the pay, or both. They’re undaunted by heavy workloads, and because of the academic pressures of high school, they are used to handing in deliverables on a deadline.

Of course, you must screen these students just as you would any other candidates. A few indicators that a student is capable of are excellent grades, leadership in school clubs, pending admission to a top college and excellent writing samples.

Give-and-take Relationship

Come up with a plan for how you will develop these newly hired interns throughout their time with you.

Why

Approach these internships as a two-way street, knowing that each side must put in work to reap the benefits. Tell students up front what they will be doing for you and why, and what you’ll be doing for them. Explain to them not only what they “need to know” to get their jobs done, but also the “bigger picture” of how their work will be used and what their contributions will lead to. This will result in the holistic learning they crave.

Making time for feedback and questions is also key. Go back to the building blocks of how people learn. Companies and leaders should commit to keeping lines of communication open, delivering regular feedback and nurturing younger workers through encouragement and gratitude.

In return, these students will offer companies enthusiasm and a strong work ethic. They are conscientious about contributing and hungry to make a Thisdifference.pastsummer,

I shared with my high school interns my appreciation for their work and how I think they can further develop their skills.

In return, their beginners’ eyes have given us a fresh perspective about the world and a reminder to embrace the exhilaration of rising to the occasion in the wake of elevated standards, no matter how many years we have been working.

Leelila Strogov earned her Bachelor of Science degree from MIT and, with dual interests in the humanities and sciences, works with students around the world. As a former journalist and current CEO and Founder of AtomicMind, Leelila employs her interest in people and storytelling to students, helping them develop the tools and mindset that enables their success, and assisting families as they navigate college admissions.

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Why Your Next Intern Should Come From High

For HR Professionals

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Show that management values the importance of the HR function, and has a commitment to development and improvement of HR staff.

Ensure that each person in your HR department has a standard and consistent understanding of policies, procedures, and regulations.

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Place your HR team in a certification program as a rewarding team building achievement. & CERTIFICATIONPREPCOURSES

Certified HR professionals help companies avoid risk by understanding compliance, laws, and regulations to properly manage your workforce.

HR Professionals lead employee engagement and development programs saving the company money through lower turnover and greater productivity and engagement.

A skilled HR professional can track important KPIs for the organization to make a major impact on strategic decisions and objectives, including: succession planning, staffing, and forecasting.

Why Certification is the Best Choice:

1 Less expensive than a masters or PhD program, and very manageable to prepare with flexible study options.

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Group Rate Options

We offer group rates for teams of 5+ or more for our regularly scheduled PHR/SPHR/ SHRM or aPHR courses.

For groups of 12+, we can design a more customized experience that meets your organization’s needs. You can have scheduling flexibility in terms of the days, times, and overall length of the course.

Groups rates for HRCI exams are also available as an add-on. All group purchases come with 1 year of HR Prime membership for each attendee to gain the tools and updates needed to stay informed and compliant.

Rescinded Job Offers Are Creating Yet Another Challenge For Recruiters And Hiring Managers

Positioning for future amidst tough market conditions

By Kevin W. Grossman, Talent Board

As if the jobs market was not volatile enough, recruiters and hiring managers have a brand-new challenge to deal with: a wave of rescinded job offers has candidates rethinking the opportunities they are open to and willing to accept.

As The Wall Street Journal recently reported, “Businesses in several different industries are rescinding job offers they made just a few months ago Companies including Twitter Inc., real-estate brokerage Redfin Corp., and cryptocurrency exchange Coinbase Global Inc. have rescinded offers in recent weeks. Employers in other pockets of the economy are pulling away offers too, including some in insurance, retail marketing, consulting and recruiting services.”

Although the labor market remains strong overall, the Journal article states “jilted job seekers say they are tackling their new searches differently,” becoming more cautious and less trusting. Some are putting off quitting their old jobs until the last minute prior to starting a new one, while others are rethinking the types of opportunities they are even willing to

Theconsider.articlealso

shares the names of several other companies (including Netflix, Pelaton, and Meta Platforms) that are dialing back hiring plans for the year ahead, and it highlights what this and the rescinded job offers are doing to the ways candidates will be evaluating job offers in the weeks and months to come.

Educating Candidates in a New Way

For many recruiters, TA teams, and hiring managers, the upshot of all of this is clear: they will need to pitch their companies and their jobs in a new way— educating candidates on how their companies are funded, the strength of their cash runway, and their ability to raise capital in the next one to three years.

This is especially true for startups, tech firms, and pre-IPO companies that lack longstanding track records in the marketplace. And with concerns of a recession looming, recruiters and hiring managers need to be able to make a strong case regarding their leadership teams and boards of directors’ experience and abilities to navigate rough financial waters.

The good news here, in addition to the fact that the jobs market is still strong, is that candidates continue to look for jobs that give them meaning and satisfaction, so recruiters and hiring managers can continue to pitch their companies on these terms. And the standard list of benefits and perks (fair pay and benefits, the opportunity for advancement, stock options, etc.) also still

carries plenty of weight among job seekers.

However, because of the small but growing trend of rescinded job offers, more and more candidates are looking beyond the usual spiel from recruiters and hiring managers for evidence that a potential employer can survive a recession and is well positioned and managed for the future.

This is why recruiters and hiring managers must be aligned with their leadership teams, and their leadership teams must convey what is going on with the business regularly, so everyone can respond to the business pivots that always happen. Your candidates and employees will appreciate it and will be more likely to try again, and stay if business surprises are limited.

Kevin W. Grossman is the President of Talent Board and the Candidate Experience Awards. Kevin has over 23 years of domain expertise in the human resource and talent acquisition industry and related technology marketplace. He’s been a prolific industry writer since 2004 and his first business book on career management titled Tech Job Hunt Handbook was released in December 2012 from Apress. His second book titled Candidate Experience: How to Improve Talent Acquisition to Drive Business Performance will be released in 2022 by Kogan Page.

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Why HingesHiringSkills-BasedSuccessOnAI

By Shannon Pritchett, hireEZ and Evry1

It’s become trite to say that we live in an age of upheaval, but we do — especially as it pertains to work. Paradigms surrounding employer-employee relationships, work-life balance, and organizational resilience have shifted and continue to shift. HR leaders have adapted their practices accordingly.

Skills-based hiring is one increasingly significant adaptation. Traditional hiring strategies target college degrees and work experience as indicators of desired skills and qualifications. However, this practice overlooks a wealth of skilled workers in nontraditional career paths. Skills-based hiring evaluates candidates based on their demonstrated technical proficiencies and interpersonal, or “soft,” skills — e.g., collaboration, emotional intelligence, and critical thinking.

With labor shortages and rapidly changing market demands, it’s all hands on deck. Companies looking to close skill gaps, scale growth, and improve diversity, equity, and inclusion are increasingly implementing skills-focused hiring methodologies.

While many companies have publicly dropped degree requirements and adopted more inclusive hiring practices, these same companies still maintain questionable degree requirements in many key positions. Change is easier said than done.

Institutional habits and biases can stall an initiative before it even begins, no matter the good intentions or evidence behind it. This isn’t a condemnation — it’s just human nature. It’s also where technology can AI-poweredhelp.

hiring platforms assist hiring teams to more effectively and equitably sort, identify, and engage top talent, positioning organizations to meet their current and future needs.

By partnering with AI, HR leaders can augment the human element to create a more robust and inclusive hiring process. Hiring teams can leverage technology to empower their process — and improve the world of work — in several key areas.

A More Equitable Landscape

Recent critiques of hiring culture reveal that traditional methodologies can create barriers to candidacy. Relying on college credentials, for example, excludes 76% of Black Americans and 83% of Latinx workers without four-year degrees. Unable to access these positions, educational barriers can have a cascading effect, further disenfranchising already under represented populations for lack of professional experience.

Working together in a world where talent equals skills, AI can uncover an untouched sea

Skills-based hiring pushes back on this trend by highlighting candidates based on their actual skills and competencies. This process can — and should — go beyond reframing how a hiring manager parses a resume. Even with DEI mission statements and frameworks in place, it’s incredibly difficult to disentangle narrow associations of formal education with

AI-poweredskill.

hiring platforms can directly address reader bias. Pre-made filters can identify and surface candidates with critical skills regardless of education or employment background. “Blind” search technology can also address implicit biases by removing profile information, including age, gender identity and expression, sexual orientation, ethnic identity, or religious affiliation, that are unrelated to skill or merit.

AI can help cultivate a more equitable workforce by enfranchising underrepresented professionals. Personal qualities like race or gender, or circumstances such as gaps in employment, are not proxies for skills. While HR leaders are making great strides toward more inclusive hiring practices, technology can help close the distance faster.

A More Plentiful Sea

The current talent market can feel like fishing in an empty sea. Competitive pay, diverse benefits packages, and flexible work modalities cannot fully compensate for a lack of viable or interested candidates. It’s a fish market, and employers need to be proactive if they want to land the best talent.

Hiring around traditional credentials like education and past employment has become like trawling an overfished territory. Pairing an outbound, skills-based approach to sourcing, recruiting, and hiring with the right technology opens up whole new waters.

AI-powered sourcing engines can assess scores of applicant profiles to locate candidates with critical skills who would have been sidelined by more traditional vetting parameters. These platforms can be customized to an organization’s unique specifications and needs — for example, returning only candidates with a 100% skills match.

HR professionals can leverage their own expert knowledge to collaborate with AI platforms. For some platforms, recruiters can customize searches with boolean logic to add layers of keywords related to important skills. For example, a search for quantitative research can be supplemented with terms like “statistics” or “mixed-method research,” empowering professionals to simultaneously harness the efficiency of machine learning while handling human fuzziness.

Working together in a world where talent equals skills, AI can uncover an untouched sea.

A More Resilient Tomorrow

Today’s hiring challenges are vexing enough. But what about tomorrow? The past several years have underscored the need for hiring managers and recruiters to constantly evolve their strategies to stay AIcompetitive.ishereagain

to help. For one, AI can be leveraged in career development, identifying current and prospective employee proficiencies and offering insight into upskilling. Fostering a culture of continuous learning directly improves employee satisfaction and reduces turnover. For another, AI-powered platforms can create strategic talent maps, identifying organizational skill gaps and giving hiring teams insight into where and how to grow talent.

Working alongside AI, leaders are better situated to respond proactively and strategically to current projects and future opportunities.

A Human and AI Partnership

Though technology can help eliminate bias and locate more skilled candidates, AI is only part of the equation. For skills-based hiring to be successful, humans are more important than ever.

AI-powered skills-based hiring’s true impact lies in its ability to enhance and support the insight of human professionals. Machine learning relies on programming frameworks and logic that are ultimately envisioned and taught by people leveraging their holistic understanding of social and organizational cultures.

Why Skills-Based Hiring Success Hinges On AI

AI needs human critical thinking, HR expertise, and empathy to craft competent, inclusive, and impactful algorithms. A partnership is not only advantageous, it’s essential.

Good enough is no longer good enough. HR leaders and their organizations cannot change the world of work with half measures. But they also can’t do it alone. And they shouldn’t be expected to do so.

AI is a powerful resource for finding, engaging, and cultivating talent. It has the potential to create a more inclusive and equitable world of work, shifting not only the method but the mindset. But AI also can’t do it alone. HR leaders need to seize the opportunity to realize the change they want to see.

Shannon Pritchett is Head of Community at both hireEZ and Evry1 (which she co-founded in 2021). Prior to joining hireEZ, she served in a variety of recruiting roles and later leveraged her industry experience and expertise to hold leadership positions at Moxy, SourceCon, CareerXroads, and beyond. As a talent acquisition leader, she remains passionate about connecting companies with their most valuable asset — people. Would you like to comment?

Why Skills-Based

Achieve Top Recruiting Results: Dive Deeper Into Talent Pools

Finding the right candidates can be tough, but ultimately the best candidates are in demand.

By Amy Mosher, isolved

Like everything in our world today, business is completely different than it was just a few years ago. Those changes have trickled down to recruiting and sourcing talent. Employees and potential employees have more opportunities than they have in the past and the need for employees is at an all-time high. Where to source top talent and find the best fitting candidates from, is at the forefront of every human resource manager’s mind.

In a recent survey of 500 HR leaders, 48 percent of respondents indicated they expect recruiting to be more difficult this year. Something’s gotta give. Many of the faithful old places for recruiting are still great resources for sourcing talent, but sometimes it is not enough. Online applications are expected

and posting on job boards is the norm, leaving some HR managers that use more traditional recruiting struggling in this competitive Bymarket.taking advantage of current employees as sources, digging deeper and expanding on the sources already in use and taking current processes to the next level, bigger pools of resources will open up.

Cast the Net in Deeper Pools

Leveraging current employees is a great way to start with a quick recruiting win. When employees are satisfied in their job, they want to bring in other quality employees, making an HR recruiter’s job easier and more effective. That presents two opportunities: to deepen

satisfaction for employees’ experience in their current job and give them motivation to recommend employees.

In a survey of top HR leaders, 25 percent believe that employee referrals are their most valuable recruiting tool. And why not? The outstanding talent currently in place was hard won. Why not have them recruit their talented friends and former coworkers?

When asked about referring candidates to open positions, 55 percent of employees say they haven’t done so and 32 percent say they don’t because they are unaware of open positions. A simple change like communicating with and making current employees aware of positions within the company can make a huge difference.

One effective way to meet these goals is to centralize your HR data in one place. Create a known place for employees to learn what positions are available and recommend potential hires. Employees appreciate good communication and being able to find what they need when they need it. By streamlining data and making regular HR tasks easier for employees, the employee experience (EX) gets improved.

Go Digital or Go Home

Going big is a great moto for recruiting and sourcing. Going digital with an HR system can expand on the sourcing channels that recruiters are familiar with using. For instance, at one time a recruiter would have to manually update job offerings on each website such as LinkedIn and Indeed and check emails to keep up to date. But by using an applicant tracking system (that is connected to your HR system) it makes posting to hundreds of relevant job boards at once easily within reach. An integrated applicant tracking system makes it easier for recruiters to keep

track of applicants, make notes and communicate with other partners such as hiring managers.

Then take that one step further by tapping into company resources. Marketing teams are often up on the biggest trends. Have a social media person? Contact them and begin to advertise your available positions across multiple media sources. Marketing and social media professionals often have access to SEO and analytic tools as well. Optimize talent and recruiting efforts by learning what works best and what doesn’t.

Keep Evaluating

Growing and getting better never have an expiration date. Researching talent resourcing trends is always a good idea, especially in this quickly changing climate. Careful record keeping shines a light on the best resources. A system that offers predictive people analytics can be extremely valuable to identify churn and zero in on positions that are difficult to fill. With the help of artificial intelligence (AI), HR representatives have the

metrics at their disposal to better plan for unpredictable changes in the employment landscape.

Finding the right candidates can be tough, but ultimately the best candidates are in demand. Augmenting and making the most of sourcing strategies has a big payoff in the end. Top talent helps to make a business top tier and brings business success. Streamlining the process, weeding out what doesn’t work and continuing to challenge what does brings the best people into the business. And people are who make a business go from good to great.

Amy Mosher is the Chief People Officer at isolved. With more than 20 years of global human resources experience, Amy has contributed to the success of multiple public and private companies across various industries, including software, biotechnology and hardware. For the last decade, she has served as the Head of Human Resources with Accel-KKR SaaS software portfolio companies, including HighWire Press, Inc., KANA Software, Inc. and, now, isolved – enhancing cultures and building positive employee experiences at each.

Would you like to comment?

Achieve Top Recruiting Results: Dive Deeper Into Talent Pools

Closing CybersecurityThe Talent Gap Requires A Fresh Perspective

By Demi Ben-Ari, Panorays

The market estimates there 3.5 million cybersecurity job openings by the year 2025. That is a tremendous shortage of skilled professionals for potential roles. While there are a number of economic factors impacting the global job market, businesses continue to face a unique gap in available talent vs willing candidates. Because it isn’t a lack of workers looking to fill these roles, but rather a lack of technically qualified candidates, according to current job

Thisstandards.ideaofunderqualified

workers being unable to fill millions of open positions is a critical part of the talent gap problem, which is also exacerbated by unreasonable job requirements and an imbalance in compensation. To both hire and retain good talent in the industry, companies need to change their approach and look at talent acquisition from a new perspective.

Rethinking the Cybersecurity Role

An important first step for organizations is to overhaul the way they think about cybersecurity roles to allow for the development of junior candidates, better management and distribution of manual tasks

and elevating compensation to match the need for talent. Cybersecurity job descriptions are typically complex, yet at the same time are too general, creating a disparity in expectations. As an alternative, hiring managers should consider simplifying roles and descriptions to give less experienced workers the opportunity to develop their skills relative to an organization’s cybersecurity needs over time and ultimately leading to a stronger team that can better manage the security workload.

Securing an organization is a marathon, not a sprint

By expanding and distributing duties across multiple roles, organizations can also alleviate the burnout felt by many cybersecurity workers tasked with keeping track of individual vendors, policies, monitoring protocols and incident response strategies on a daily basis. Mitigating those stressors and ensuring a company’s cybersecurity team isn’t overwhelmed can also be a key to attracting and retaining a skilled workforce.

Hiring teams also need to better educate deci sion-makers about the complexity of these roles and the demand for skilled professionals and come to an understanding that the right compensation package is critical to attracting the right type of talent. Although many skilled workers receive fair compensation, a recent survey shows almost half of technology workers still feel undervalued in their roles. This gives hiring teams an opportunity to provide a compensation package that will not only let workers feel appreciated but will also minimize churn in the long term.

Invest in Education

Organizations should continuously invest in resources that can further educate their security team and overall workforce. Different types of learning opportunities, such as new technology training, red teaming, and research, for example, should be a regular part of an organization’s cybersecurity work culture, and new workers should be hired knowing they’ll be encouraged to expand their knowledge. Like many technology-focused jobs, obtaining certifications is an important way for security workers to showcase their skillsets. Employers should be willing to invest in their employees, giving them the proper resources to obtain these certifications, and build a culture that rewards personnel who go the extra mile to become more technically accomplished.

To better mitigate organizational threat vectors and ease the burden on security teams, companies should also ensure employees operating in other business functions have a basic knowledge of maintaining cybersecurity hygiene across their workflow.

Closing The Cybersecurity Talent Gap

Equipping all levels of staff with even the most basic cybersecurity deterrence knowledge through training exercises and communications from their organization’s security team will help cybersecurity workers stay more focused on providing critical support within their organization.

Gaps in C-Level and Executive Benches

Another risk factor for organizations that contributes to the talent gap issue is the lack of cybersecurity leadership at the C-level or on the board of directors to lead an organization’s security efforts. Addressing this may need to happen sooner than later as a recent proposal from the US Securities and Exchange Commission suggests businesses should disclose which board members have cybersecurity expertise and the frequency of cybersecurity discussions within specific organizations. The issue isn’t a shortage of senior-level security professionals, but rather, most executives don’t even think about putting someone with this type of background into an advisory position.

Although cybersecurity is much more top of mind than ever before, many business leaders still see it as an afterthought. However, it’s clear that in order for security decisions to properly trickle down throughout an organization, some sort of security leadership must be appointed to address the board and C-suite. It’s ultimately up to the C-suite to activate change

within an organization, making it paramount that board-appointed security professionals not only be knowledgeable about cybersecurity best practices and threats, but also charismatic enough to properly relay problems and solutions to non-technical leadership. Without this type of authority, companies will continue facing the same security problems and business pitfalls until that talent gap is sufficiently filled.

Securing an organization is a marathon, not a sprint, and organizations need to properly invest in the right people to keep pace and deliver a strong security practices. With 88% of boards of directors viewing cybersecurity as a business risk, the importance of investing in people and programs can not be underestimated. This time and investments needed to provide aspiring workers with the proper support must be understood by all leadership and will help close the cybersecurity talent gap, one organization at a time.

Demi Ben-Ari is Co-Founder & CTO, Panorays. Would you like to comment?

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Informing, Educating, Enlightening and Assisting HR professionals in their personal and professional development, the Excellence series offers high-quality content through the publications!