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Similar a Expanding Your Talent Networks: How to Improve Your In-person and Virtual Recruiting
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Expanding Your Talent Networks: How to Improve Your In-person and Virtual Recruiting
- 1. bamboohr.com reflik.com Expanding Your Talent Networks: How to Improve Your In-person and Virtual Recruiting
- 2. bamboohr.com reflik.com Expanding Your Talent Networks: How to Improve Your In-person and Virtual Recruiting Vanessa Brulotte Talent Acquisition Partner BambooHR Michael Bavaro Director of Business Development Reflik
- 4. bamboohr.com reflik.com Expanding Your Talent Networks: How to Improve Your In-person and Virtual Recruiting
- 5. bamboohr.com reflik.com Expanding Your Talent Networks: How to Improve Your In-person and Virtual Recruiting • According to SHRM’s Human Capital Benchmarking Report, the average cost-per-hire is $4,129 • SHRM estimates the cost of replacing an employee at somewhere between 16% and 213% of their annual salary, depending on their specialty and experience. The True Cost of Hiring
- 6. bamboohr.com reflik.com Expanding Your Talent Networks: How to Improve Your In-person and Virtual Recruiting Actively disengaged employees cost the U.S. $483 to $605 billion each year in lost productivity.
- 7. bamboohr.com reflik.com Expanding Your Talent Networks: How to Improve Your In-person and Virtual Recruiting
- 8. bamboohr.com reflik.com Expanding Your Talent Networks: How to Improve Your In-person and Virtual Recruiting Does your brand build your culture? OR Does your culture build your brand?
- 9. bamboohr.com reflik.com Expanding Your Talent Networks: How to Improve Your In-person and Virtual Recruiting
- 10. The Rise of Crowdsourcing
- 11. bamboohr.com reflik.com Expanding Your Talent Networks: How to Improve Your In-person and Virtual Recruiting • Quality: Most incoming candidates are not qualified for most roles • Time: Reviewing candidates applying through job boards or to manage external recruiting vendors takes way too much time • Cost: Cost per hire is only rising Recruiting in 2017
- 12. bamboohr.com reflik.com Expanding Your Talent Networks: How to Improve Your In-person and Virtual Recruiting • Technology: Not enough technology and/or resources to leverage existing resume databanks • Access: Finding reputable platforms, job boards, aggregates, or qualified vendors is becoming harder • Visibility: Not having a large enough reach to recruit locally, regionally and national is becoming tougher without support Recruiting Challenges
- 13. bamboohr.com reflik.com Expanding Your Talent Networks: How to Improve Your In-person and Virtual Recruiting • Ability to reach out to the masses instantly to solve a problem • Leverage the right set of experts among thousands to complete a common goal or task • Gather the best results in a fraction of the time • Reduce overall cost • Lower the amount of labor and time devoted to a task Crowdsourcing, More Heads are Better than One
- 14. bamboohr.com reflik.com Expanding Your Talent Networks: How to Improve Your In-person and Virtual Recruiting • Efficient and cost effective • Improves customer experience • Increases transparency Crowdsourcing for Business Use
- 15. bamboohr.com reflik.com Expanding Your Talent Networks: How to Improve Your In-person and Virtual Recruiting • Ability to focus on diversity in a fraction of the time • Harness the power of the crowd, to find a larger group of qualified, matched candidates • Streamline the communication between the employer, recruiter, and job seeker • Bring the recruitment industry into the 21st century Introducing Talent Crowdsourcing
- 16. bamboohr.com reflik.com Expanding Your Talent Networks: How to Improve Your In-person and Virtual Recruiting Talent Crowdsourcing Faster A+ candidates are sourced by thousands of recruiters and industry professionals Employers save up to 50% in time-to-fill Better Candidates filtered by platforms technologies Screened by dedicated Account Manager Easier One Platform. Reduces administrative burden Success based fee model with savings of up to 50% Standalone or Integrated with ATS
- 17. bamboohr.com reflik.com Expanding Your Talent Networks: How to Improve Your In-person and Virtual Recruiting Labor Crowdsourcing Creativity Crowdsourcing Funding Crowdsourcing Knowledge Crowdsourcing Travel Crowdsourcing Talent Crowdsourcing Success Stories in Crowdsourcing
- 19. bamboohr.com reflik.com Expanding Your Talent Networks: How to Improve Your In-person and Virtual Recruiting
- 20. bamboohr.com reflik.com Expanding Your Talent Networks: How to Improve Your In-person and Virtual Recruiting
- 21. bamboohr.com reflik.com Expanding Your Talent Networks: How to Improve Your In-person and Virtual Recruiting • Recognize your employees’ capabilities, not just their current job responsibilities • Offer honest feedback on their competitive position with the other applicants for the position • Looking at internal candidates opens up your candidate pool beyond on person or department’s expectations Hiring Internally
- 23. bamboohr.com reflik.com Expanding Your Talent Networks: How to Improve Your In-person and Virtual Recruiting • Diversity in Candidate Pool • Eliminating bias • Referrals from like-minded people • Everyday people (social media referrals, etc.) Diversity Hiring
- 25. bamboohr.com reflik.com Expanding Your Talent Networks: How to Improve Your In-person and Virtual Recruiting • Ability to hire top talent in a shorter time frame • Great source for passive, active, and/or hard to find candidates • Leverage the everyday individual’s network • Save money due to competitive cost structure • One contract. One platform. No administrative burden. • Access to multiple recruiters to partner with • Success based model. Pay per hire. Crowdsourcing Benefits for Employers
- 26. bamboohr.com reflik.com Expanding Your Talent Networks: How to Improve Your In-person and Virtual Recruiting • No more hunting for new clients • No hassle of being an approved vendor • Leverage database of existing candidates • Access to hundreds of job orders, make more money • Flexible schedule, make your own hours Crowdsourcing Benefits for Recruiters
- 27. Recruiting with Your Reputation
- 28. bamboohr.com reflik.com Expanding Your Talent Networks: How to Improve Your In-person and Virtual Recruiting
- 29. bamboohr.com reflik.com Expanding Your Talent Networks: How to Improve Your In-person and Virtual Recruiting • 87% of your new hires aren’t fully committed to their jobs for the first six months • 31% quit a job in the first six months • 16-17% quit a job between one week and three months Hiring Means Onboarding
- 30. bamboohr.com reflik.com Expanding Your Talent Networks: How to Improve Your In-person and Virtual Recruiting • The majority of candidates read six reviews before forming an opinion about a company • 70% of people look to reviews before making choices about their careers • Job hunting is now another comparison shopping exercise Employer Review Reality
- 32. bamboohr.com reflik.com Expanding Your Talent Networks: How to Improve Your In-person and Virtual Recruiting
- 33. bamboohr.com reflik.com Expanding Your Talent Networks: How to Improve Your In-person and Virtual Recruiting • Based in Somerset, NJ (NYC Metro Area) • 250+ Employers • 11,750+ Dedicated Recruiters • $2+ Million in Referral Rewards offered monthly • Recruiters can help focus on diversity candidates • The community can source entry-level to executive candidates • Candidates can be sourced from all categories of interest Company Snapshot
- 34. bamboohr.com reflik.com Expanding Your Talent Networks: How to Improve Your In-person and Virtual Recruiting Follow BambooHR and Reflik on social media: bamboohr.com/blog | reflik.com/blog Thank you!
- 35. bamboohr.com reflik.com Expanding Your Talent Networks: How to Improve Your In-person and Virtual Recruiting Questions? Receive a free job posting on our ATS and full HRIS for one week. We will contact everyone within the next few days to set this up. BambooHR Receive a 3 month free trial of our crowdsourcing platform. Reflik Total savings of up to $3,000
Notas del editor
- Vanessa Bio: Vanessa Brulotte is a Talent Acquisition Specialist at BambooHR. Her focus is to inspire and enable HR and Recruiting to be more strategic. Vanessa studies recruiting best practices and strives to become a master of her craft. She loves discussing recruiting strategies and the impact HR and recruiting can have in a company. Two of her favorite things are Star Wars and M&M’s, and anytime she can find a way to combine the two together she will. Michael Bio: Michael is an accomplished senior executive with 15+ years of experience in several industries. He is an expert on crowdsourcing within the recruiting and staffing industry. At Reflik, he is dedicated to helping companies of all sizes and across a number of industries with their recruiting and talent acquisition needs and making their talent acquisition workflows run smoother and more seamlessly. His work with a host of clients including Fortune 250 and 500 companies has caught the attention of a variety of media outlets and continues to propel Reflik forward as the leader in crowdsourcing talent.
- Vanessa: Today, we’re talking about expanding your talent networks. Right away, we run into a pickle. Out of the millions of possible candidates, you can only choose one per open position. And each of these candidates start out with a full market of opportunities, but want to choose the right organization for their future. And the pressure to choose the best begins for both the employee and the employer. When it comes to making decisions, though, sometimes the idea of what’s best gets in the way of actually making the choice.
- Vanessa: A few years back, Trader Joe’s did a study on choice and decision making. At their sample tables, they experimented with offering consumers different varieties of jam. They found that when they presented six different varieties of jam, they ended up selling ten times as many jars of jam as when they had 24 different types of jam on the table. With fewer options, customers had less to consider before making their decision. Barry Schwartz, a professor of psychology at Swarthmore College and author of "The Paradox of Choice: Why More Is Less", details an experience where he went to the store to buy a pair of Levis. He did his best to find the perfect pair of jeans, trying on many different styles. In the end, he walked out with well-fitting jeans, but instead of being happy with his purchase, he was thinking that one of those pairs of pants should have been perfect - but none of them were. The decision-making process takes a toll on us, to the point that we conserve our brainpower for the most important decisions. We give up on buying the jam, or we say, “good enough” with the jeans. We eliminate whole categories of options, just to make the process easier: no citrus jam, no boot-cut jeans. We pick whatever is closest to us, or we just go with the default.
- Vanessa: But when it comes to hiring, the pressure is on to make the right decision. According to SHRM’s Human Capital Benchmarking Report, the average cost-per-hire is $4,129. This seems like a small amount to risk on an employee. But this figure is only a small part of the total cost of replacing an employee, which SHRM estimates at somewhere between 16% of annual salary for entry-level workers and 213% of annual salary for executives and other specialized workers. And if that seems like a big cost, it gets even bigger when you consider how your employees interact with each other. Your employees fall on a spectrum of engagement. This spectrum runs from actively engaged employees who are putting in their best work and keep your organization moving forward to actively disengaged employees who stay with your organization while actively working against it. These actively disengaged employees are more likely to steal from you, negatively influence their coworkers, miss work days creating more work for your other employees, and complain to your customers and drive them away.
- Vanessa: Gallup estimates that actively disengaged employees cost the U.S. $483 billion to $605 billion each year in lost productivity. That is a lot! Of course, these are average figures. When it comes to your organization, you know better than anyone else the costs that go into finding, training, and supporting your employees in their roles. The pressure is on: find the perfect candidate. Meanwhile, your candidates are looking for the perfect company for them, and they are going through the same process, narrowing down their options until they can make their decision. How your organization presents itself makes all the difference, not just in getting noticed, but also in your employees’ satisfaction levels in the coming months and years. At BambooHR, we like to call this building your employer brand.
- Vanessa: Quick quiz: can you remember the names and brand logos of the last five places you applied for a job? Hopefully, you know the logo of the place where you accepted your current job, so that doesn’t count. Ok, now how about the last five places where you had interviews? Was that a little easier? Now I know that many of you have been at your current position for a long time, especially the more experienced ones out there. So I’m willing to bet that the logos you remember came from organizations that did more than just walk you into an off-white office for an interview with an interchangeable hiring manager and deliver the line that the company really values its employees. It takes more than a creative logo design on your job posting to deliver the type of experience that changes a job candidate into a dedicated, engaged employee. And it takes more than updating your website’s careers page to get your organization on the right candidate’s radar. Your organization’s brand is more than just a logo for clients or customers. More and more, it’s also the experience your employees have at work. Offering candidates an exceptional employer brand experience throughout the hiring process, from first exposure to the end of training and beyond, makes all the difference in your recruiting efforts.
- Vanessa: So here’s the first question: does your brand build your culture? Or does your culture build your brand? If you want to make a powerful impression on your potential candidates, both statements need to be true.
- Vanessa: Our SEO manager frequently puts out a list of mentions. These are other pages across the Internet that decided to link to BambooHR’s content. One notable one came from a French site, making the case for producing videos to promote your brand. The caption reads, “An excellent example of video branding from BambooHR”. I’m not mentioning this to toot our own horn, I mean, the video was at the bottom of the page. But it’s still fascinating that the principles conveyed in the video communicated our values well enough to be considered an excellent example, even to an audience that doesn’t share a common language. This gets at an important concept when it comes to branding and culture: while messaging matters, experience matters more. Creating a great experience gives a new credibility to your messaging, and this is especially important when attracting top talent to your organization. Let’s be frank: your best candidates aren’t often your desperate candidates, not in a decent economy. The best candidates are in demand, and they’re the ones who get to choose whether or not to bring their talents to your organization. And they make this choice based on the full picture: not just salary, which they can get anywhere, not just on benefits alone, not just on peripheral perks like nap rooms and ice machines. They cross reference your messaging with Glassdoor reviews, they pay attention to word of mouth and any rewards or other recognition your organization receives. And all of this happens before they even decide to apply. There are many challenges inherent in recruiting: overcoming the unknown, making an accurate evaluation of strangers and their capabilities, and setting up an attractive workplace are just a few of them. It’s a lot easier to solve these problems when you have additional support and tools.
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- WHAT it is like “If you are like most employers…” “We found that…”
- WHY it is like what it is like
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- Vanessa: The more human minds you have working for you, the better the result. It’s one of the reasons that referrals have been found to work better in study after study. One of the latest from Gallup analyzed a summer internship program for college students. The programs main recruiting strategies included both media campaigns and internal referrals. After almost 19,000 people completed the program, Gallup’s analysis showed that the internal referrals were more than 40% more likely to interview successfully and get an offer for a spot in the program than candidates who applied through the media channels. Of course, the first step to getting employee referrals is to build the type of workplace where people want to work, complete with engaged employees who spread word of mouth. But if it certainly doesn’t hurt to incentivize referrals, as long as you do it the right way. At BambooHR, we have a fairly traditional bonus program when a referral gets hired, which encourages our employees to submit candidates.
- Vanessa: But for particularly tricky candidates or niche job offerings, like our current posting for a user experience designer, we add on what we call a Rafferral. In the Rafferal, the person who submits the most qualified applicants for a position gets to choose from a selection of prizes. This incentivizes the behavior we’re trying to promote: namely, the work the employee puts into submitting referrals. This engages our employees better, because the reward comes from something they have control over. Then if their referral doesn’t end up getting hired, they’re less likely to see it as wasted effort. The goal of referrals is to get the best person for the job, and part of it is carefully considering as many good options as possible. Now here’s a question: what if that person is someone who already works for you?
- Vanessa: There’s a concept called functional fixedness. In order to save time, our minds assign everything one main function, and we tend to stick with it. There’s a classic experiment: if you have a box of tacks, a matchbook, and a candle, how can you attach the candle to the corkboard wall so the wax doesn’t drip on the table? The only way you get to the correct solution is by looking closer at your materials. In this case, people tend to see the box of tacks with a single purpose. They forget that the box is also a tool, one they can tack to the wall and use to hold the candle. Your employees all have their own boxes, their own backgrounds, aptitudes, and soft skills. Just because these boxes have held responsibilities for a certain position doesn’t mean that your employee is only capable in that position. It can be a tricky proposition for an employee to switch positions within your organization, especially if the open position is in another department. In this case, important than ever to show that you recognize an employee’s capabilities.
- Vanessa: Our recruiting team was still working out the last details on our brand new, “Internal Hiring” document, when one of our HR Implementation Specialists applied to an open Videographer position. From the very beginning we knew she didn’t have the experience we needed but we wanted her to know that we valued her time and her dedication to Bamboo. So we decided to offer honest feedback so that the next time a position came up, she could better assess whether she would be a competitive candidate. As we expected, she didn’t have the experience some of our other applicants had, so following her interview, we got together with the hiring manager and worked out how we would phrase our rejection. This is often an uncomfortable conversation to have with candidates, and even more so when speaking with internal candidates. In this case, though, the hiring manager was very open and excited to share this information with her, and had a great attitude throughout the entire process. Following their conversation, we met with this candidate to gather her feedback about the process. She affirmed that although she was disappointed she didn’t get the job, the way we went about the process and offering feedback provided the best hiring experience she’s ever had. She actually said: “This was the best rejection I’ve ever had!” Not every internal candidate will be the right fit for a new position, or the best. But at Bamboo, we’ve successfully had several transitions between departments. One of our former recruiters is now developing software, and a former UX designer found a better match with his long-term career goals on the Creative Team. Avoiding seeing people in fixed functions opens up your candidate pool beyond a fixed view of who qualifies. So should all of your recruits come from referrals? While referrals often produce great candidates, using referrals as your only source of candidates also limits your candidate pool and also has an effect on diversity.
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- Vanessa: How your candidates experience your organization matters now more than ever, and so much of this comes from how you present it to them. I just had a candidate accept an offer who had a couple other companies after him offering more money than we could. He decided to accept the offer from us because he loved his experience the most here. He said "You did a job well done”.
- Vanessa: For example, I tell anyone who joins our online marketing team that they are extremely hard working individuals who value each other’s strengths. Once a week they educate each other on different tasks or projects they are working on and between these meetings, they are constantly communicating. This team has different marketing channels, like social media, email, media buying, and SEO. If someone has an idea for another channel in the team, it doesn’t stay in their silo. They make sure that it’s heard and considered. They all go to lunch together every other week as well. Sharing this explanation is a great way to show anyone looking to join the team that it’s a team-oriented environment and where you can work collaboratively with other channels. I also like to share a couple of stories about the executive team. I was here about a week and the CEO came up to me, shook my hand and said "Hello are you Vanessa?" I just thought to myself “Are you supposed to talk to me?! What is happening right now?” This is something I was not used to. I came from a previous work environment where if upper management spoke to you, you were either the luckiest duck in the pond or you were in a lot of trouble. Another interaction I had was with the CFO. I’d been with BambooHR for about three weeks when I had a really important question regarding a position we were about to close. I looked at his calendar and saw that it was completely blocked out, because he was in the middle of working on finances. But it was a critical question, so I walked up to his office door. It was shut and his headphones were in. I took a deep breath and knocked on his door. He took his headphones off and very kindly asked what he could do for me. I told him it was a 5 second question. And to my surprise, he invited me into his office and instead of quickly answering the question and sending me on my way, he took the next 10 minutes to answer the question as well as train me on how to solve the question in the future on my own. Tours give you the opportunity to tell your organization’s story, letting your candidates connect with your company and visualize themselves there. As you consider building your own tour, go through your organization’s values and lay out the big picture of how each team contributes to your mission with related stories.
- Vanessa: So does the recruiting stop when the new hire signs the contract? Here are some stats that suggest otherwise: the Adecco group found that 87% of your new hires aren’t fully committed to their jobs for the first six months. One of our studies found that 31% of our respondents had quit a job in the first six months, and that 16-17% of respondents had quit a job between one week and three months. Onboarding is an essential part of beating these odds. And if you’re looking to build your reputation and your employer brand, then you need to focus on reducing the number of new hires that fail to launch. Because what happens when these hires quit in the first new window? They go to Glassdoor and say something like this employee did:
- Vanessa: According to a 2016 Glassdoor U.S. Site Survey, the majority of candidates read six reviews before forming an opinion about a company and 70 percent of people now look to reviews before they make career decisions. Candidates today increasingly treat a job search like an online shopping experience. So if five out of six reviews say that managers treat employees like peasants, future applicants won’t read it as an isolated disgruntled employee. They’ll realize that the issue is persistent and severe enough to have multiple mentions, with your official messaging as just one voice among many. As you consider your recruiting efforts, it’s really important to manage your online presence. Making yourself known to a candidate is only the first step. Their success at your organization depends on how you shape your employees’ experience.
- Vanessa: Employee experience matters most. This is true from the beginning of their contact with your organization, whether they’re referred from a close friend or from the far corners of your online network. Developing a great place to work and communicating that reality with as many people as possible helps remove the barriers between your organization and the best talent out there, letting you expand your in-person and virtual talent networks.
- Vanessa: About BambooHR BambooHR: number 1 HR software for small and medium sized businesses. Our main goal is to build HR technology that sets you free to do great work.
- Reflik:
- Thanks for attending!