Candidates: Are you interviewing and need support?
Every month we pull together the latest, greatest, and most compelling HR think-pieces, articles, and insights. This month we examine an innovative recruitment marketing strategy, an 800lb gorilla in the job search space, and getting your hiring managers to devote more time to recruiting. We'll also take a look at building employer brand and how to scale the agile, innovative "startup culture".
“Gallup tells us nearly 50% of people will leave a job at some point in their career to get away from a bad manager,” Sackett begins. “But I always found it interesting that these great leaders and managers never had an issue finding talent. Talent found them!” Yet for some reason, these great managers are never leveraged in recruitment marketing campaigns. Most talent acquisition departments are focused on a broader picture, one that shines light on the “employer brand.” “Most organizations have maybe 2-3 really strong leaders that 80%+ of the organization would say, “Given the chance to work for any boss, other than my current boss, I’d choose to work for: _(insert great leader name)_.”” Sackett explains. Making the most of these great leaders doesn’t have to be difficult. Quick, interview-style videos from current employees sharing what it’s like to work under that awesome leader will suffice. But what about the brand of the employer as a whole? This is where Sackett thinks a little implicit understanding can do the talking. “Candidates will think how great it would be to work for that boss, and in a way believe that all your leaders are like him or her,” Sackett says. By showcasing your great leaders, you’re catering to what most candidates actually care about: opportunities for growth and working under great managers.
This is a pretty innovative tactic to get the most of your current employees. There’s a compelling argument that big problems often do not require big solutions - they just need a little outside-the-box thinking. I think that’s what Sackett is on to here with his manager-centric recruitment marketing strategy. Sackett argues that the reason this strategy works is because it focuses on what top talent really cares about: growth and personal advancement opportunities. I think it goes a step further. More and more organizations (like Cisco, Facebook, Deloitte, etc) are seeing huge value in operating as a “network of teams” rather than a hierarchy. In the coming years, Sackett’s innovative strategy might not just be cool new tactic in the TA toolbox: it might be necessary.
Speculation around “Google Hire” has been circulating for the last few weeks (or years, depending on who you are). At their largest dev conference of the year, Google I/O, Alphabet revealed a job search service incorporated directly into Google Search. “The jobs search service pulls listings from across the Internet, providing access to millions of job postings. Searchers are presented first with matching jobs in their area,” Google CEO Sundar Pichai explained. “They can further refine the results by filtering in a number of ways including by job level, experience, title, full, or part-time, industry, and when the job was posted. A commute time filter will be added soon after launch.” Using Google’s search algorithm and AI, the new search function promises the ability to group jobs based on their actual duties, rather than the different titles often placed on similar roles. As part of the Google for Jobs search service, Google announced partnerships with LinkedIn, Facebook, CareerBuilder, Monster, and Glassdoor - Indeed was noticeably absent. Google for Jobs launched last week.
Since Google for Jobs just launched, we don’t have any solid numbers regarding its impact (though as a personal anecdote, I’ve noticed significantly more advertisements for Indeed on the radio and Spotify). While Google for Jobs is already bringing value to the job search space (by grouping jobs with similar duties but dissimilar titles) the question on everyone’s mind is: where do they go from here? A couple months ago we got some insight into Google’s own ATS, which is currently being piloted by a few smaller organizations. It will be interesting to see where the world’s largest search engine sees its jobs search fitting into those ATS ambitions.
“One study found that recruiting’s relationship with the hiring manager was the No. 1 driver of overall talent acquisition’s performance and that it was four times more influential than the other 15 performance drivers,” Sullivan begins. “Unfortunately, most hiring managers act as if recruiting is a low-importance item that can be “put off until another day.”” He provides seven ways to get them to devote more time to recruiting:
At the end of the day, most hiring managers prioritize one thing over all else: money. Attach a dollar value to their hiring decisions (both good and bad), and forecast the improvements that could be made when they make hiring a priority.
There’s a theme throughout this article by Dr. John Sullivan (and a good deal of his other articles): put dollars on your decisions. Much of the time we tend to make decisions by gut feel - needless to say, these aren’t always the most accurate. Many hiring managers might think that their “gut” is better than that of other hiring managers, and will continue believing so until presented with information otherwise. I like Sullivan’s approach here: he doesn’t advocate shoving hiring managers “bad decisions” down their throat. When it comes to creating long-term change, statistics often don’t cut it. Instead, he advises a gentler, more subtle approach that leverages each manager’s natural competitive spirit.
“There’s no denying that an employer brand is crucial when it comes to attracting and retaining talent,” Lindsay Parks begins. “Though there’s no unwavering recipe in place for creating the perfect EB, there are definitely proactive steps and ingredients to consider before attempting to get yours off the ground.” She provides four sequential steps for getting your employer brand up and running.
I do not think there is a “one size fits all” method for deploying employer brand. After all, your employer brand already exists, and some companies will have more heavy lifting to do than others. While steps 2-4 seem pretty universal, there is something to be said for a grassroots movement. Sometimes it takes a single, stellar employee with a dream and a following to get the attention of senior leadership. In cases where leadership is stubborn (“we already have a great brand” seems to be a pretty common rebuttal), it will come down to frontline recruiters and hiring managers to implement the change.
“Hiring dilutes your culture unless, along with resumes and skill sets, you look at a candidate’s personal alignment with your company’s core values,” Meghan Biro begins. “What’s challenging is preserving and scaling your company culture as your business grows, as more people join the team and it becomes more successful.” Biro explores six ways to properly scale company culture alongside revenue:
Maintaining a unique, quirky, innovative start-up culture is one of an organization’s most difficult tasks as it reaches scale. Many leaders assume that larger numbers of employees inevitably require bureaucracy, but this is not necessarily the case. Encouraging employees to “own the culture” only works if they are trusted to fulfill their other duties. The over-supervision that tends to accompany bureaucracy will stifle the self-starters who should act as cultural linchpins. That’s what Facebook does so well: they trust their employees to do what is in the best interest of the company, and the culture thrives as a result - encouraging more self-starters to apply. It’s a virtuous cycle.