Daily Top 5 Global HR News – 12 October 2017
We bring together from ICube Research and published news, a summary of 5 items that are contemporary. The news is curated from more than 50 HR related websites across more than 15 countries including Singapore, USA, UK, Canada, Australia, India, Malaysia and Kenya, among others.
The Daily Digest covers the Global view of latest people practices and technology developments amongst other areas.
1. How to be successful in talent recruitment
Are you having difficulty finding top talent to fill your job openings? Finding the best, most qualified people who fit your company culture and will be high performers is a most important task to ensure future success of your business.
Building a great team of employees should be highest on the priority list for every company. Attracting the right talent to your organization is a challenge and must be met head-on in innovative and creative ways.
It is a selling job. Presenting your company to applicants and selling them on the benefits of working with you is the most important marketing job you are faced with.
Recruiting techniques have changed dramatically with the advent of social media. There are a multitude of sites on the web where candidates post their profiles. Some of the most popular include LinkedIn, Facebook and Twitter.
Companies review information about candidates from these sites and the person’s posts. It can be helpful or detrimental to the candidate seeking a job. Many people don’t think about the impression they are making online and how it follows them forever. There can be a dramatic effect, either positive or negative. A company utilizes this source in comparing applicants and making a decision as to who will be considered for the next steps, i.e. interviewing, testing, hiring.
Social media is also a great media channel to showcase a company’s corporate mission and display information about the company and its culture. There are various recruiting websites utilized by employers. Some are listed below.
• Zip Recruiter
• Career Builder
• Google for Jobs
• Simply Hired
• Craig›s List
Some of the above offer free listings and others are available at a low cost. Some make contracts available and cost can be based on volume. This is not an exhaustive list. Others which can be very useful are associated with organizations of specific types of jobs and occupations, trade associations, and others with membership rosters.
Some sites specialize in a specific type of position and others are general in nature. There are also other resources which should not be overlooked. Included are:
• Newspaper classified ads
• Radio advertising
• Employment Security Commission
• Employment Agencies
• Temporary employee service agencies
Don’t overlook “word of mouth” advertising and posting openings on your company website as well as signs in your locations where customers frequent. One of the best, and often overlooked resources, is your own staff. Current employees who are happy in their jobs can be your very best resource for finding quality talent. Businesses who offer monetary incentives for referrals by employees report very successful talent acquisition through this internal source.
There are many other steps that follow after identifying applicants but the first step in the hiring process is the identification of potential candidates. Don’t underestimate your contacts and connections as an applicant or as the hiring manager.
Reputation and good standing in the community make a company an attractive place to work. At the same time an individual’s reputation can speak louder than experience in making it to the top of the stack of applications. What you do, what you say, how you present yourself all depict the type person you are and send a message to an employer that will put you in the “to be considered” group or “file 13.” It is left up to you. Someone is always observing and assessing you. Your background and actions will follow you all your life.
2. Recruit Key Talent By Building Your Brand
If asked which company you’d most like to work for, which would come to mind? Facebook? Zappos? Google, with its well-known culture and attractive perks?
These companies are popular because of their corporate and employer brands that showcase what it’s like to work for them via media. Branding, a valuable strategy, conveys a uniform experience to clients and employees that set it apart from the competition. Brands are more complex than a company name, logo or website. Rather, a powerful brand communicates purpose within the needs of a community.
Regardless of company size or age, a brand is a reflection of what an organization stands for. Ample evidence backs employer branding during the recruiting process. LinkedIn’s Ultimate List of Employer Brand Statistics suggests that 55% of global business leaders have proactive branding strategies. In addition, organizations that have incorporated a brand strategy have seen a 28% decrease in employee turnover overall. LinkedIn’s statistics also prove that 52% of candidates seek out company websites and social media beforehand to learn about employer values.
To build a strong employer brand you must first define it: What is your mission? What are your products or services? What qualities do you want people to associate with your company? These core values will transfer to recruiting and will ease finding the right cultural fits for your brand.
Building a brand to authentically recruit top candidates begins internally, so why not dive into your own network when building a brand strategy? At Jive PR + Digital, we are firm believers that those in your network have similar backgrounds and interests and are therefore likely to make quality referrals. We have an all female staff of 22 women across three offices, and we recruit within the networks of our existing employees because they know our culture best. When our employees embody our culture, we know their recommendations often will, too. Since our employees participate in the recruitment process, they only recruit people they would want to work with themselves. This creates a knock-on effect to hiring that consistently recruits better people than we could find on our own or with a headhunter.
Forbes Agency Council is an invitation-only community for executives in successful public relations, media strategy, creative and advertising agencies. Do I qualify?
Personal networks serve as external links to people with whom we have things in common. They are powerful due to their referral potential and trustworthiness, and they help us reach, in as few connections as possible, far-off people who possess necessary information. When we draw on our networks during recruitment, we also harness the potential to impact other goals like effective internal communication and business development.
When we expanded internationally, our first hire in Los Angeles was our vice president of film and entertainment, Jenny Bloom. In order to grow our Los Angeles team effectively, she leaned on past relationships and tapped into her network to bring in one of our best account executives to date, Jacki St. Thomas.
Building a network – a gradual process that takes months and sometimes years to pay off – consists of continually providing support and value in two-way relationships. When we attend relevant industry events and then follow-up with contacts, we are able to later leverage them when the time is right. In doing so, we plug into a set of relationships and information sources that embody the power to build corporate and employer brands. Take advantage of one-on-one conversations with those in your network and schedule in-person meetings with key influencers, creators and connectors in your circle. At a time when media has given employers and corporate brands limitless recruiting potential, there has never been greater opportunity for personal networks and existing employees to shape your brand and recruiting practices for the greater good.
3. Employers fear social media despite enormous potential
Social media key to developing strong employer brand and recruiting best candidates but employers shy away from using it.
Over half of employers believe employee involvement in recruitment via social media risks damaging rather than enhancing the employer brand, according to a study of HR decision makers.
The research also found that only 39 per cent are using social media to actively search for staff and only half use it to advertise vacancies.
Three quarters of businesses recognise the need for a change in the traditional approach to recruitment, and two thirds feel they need a stronger story around why candidates should choose to work for them. Yet, only 41 per cent of the businesses surveyed encourage staff to post about their own experiences as a route to publicising their employee brand.
The research found that although businesses are already present on a number of social media they are not fully exploiting the potential of these platforms, particularly for employer brand promotion. Businesses recognise that social media should be used more frequently for recruitment but they fear losing control of their brand.
Two thirds said they would be delighted if employees reposted job vacancies and news stories about the business. But this represents a somewhat diluted version of social advocacy. The most powerful social statement comes from employees posting genuine comment. Yet, companies are reluctant to allow this to happen unmonitored, and over half say they don’t have time to monitor employee posts. The research also found that 35 per cent allow employees to post on social media but monitor them, while 32 per cent prohibit or control posts about the company.
Guido Nieuwkamp, Director at SocialReferral said: “Employers are missing an opportunity in fearing or not understanding the use of social media for recruitment and to develop a strong employer brand. Instead of encouraging it, they are restricting access, prioritising control over expression. Rather than taking this approach, they need to take full advantage of the possibilities of using social media. By going down the non-traditional route, organisations can expand their reach considerably. It is especially crucial for entry-level recruitment as it allows businesses to reach a pool of younger potential employees who value their virtual connections every bit as much as traditional contacts.
“Businesses with a willingness to move on from the more traditional recruitment methods make their biggest investment – their staff – their biggest brand asset. A genuine employee driven social media presence is one of the biggest assets a brand can have. By enabling social media usage, you will encourage massive amplification of your brand message, resulting in a better reputation for the business itself, wider talent pools and inevitably, more customers.”
4. THREE WAYS TO FIND QUALIFIED EMPLOYEES WITHOUT A HUGE HR BUDGET
In a nutshell: Reach out, trust your current employees and seek out partners if you’re trying to recruit for your small business.
You need employees – qualified workers – to operate your business and continue to grow. But, 88 percent of small business owners who were hiring say there are few or no qualified applicants for the positions they are trying to fill, according to the National Federation of Independent Business’ “August 2017 Report: Small.”
It’s possible you don’t have a talent acquisition department – and you may even be trying to do all the hiring yourself. Here are some tips to reach the right audience and secure top talent.
Cast a wide net
You never know where your next star employee with come from. And, because of that, you need to shout from the mountaintops that you’re hiring. Let your professional contacts on social media networks (like LinkedIn or Twitter) and those in your industry trade groups or associations know what types of positions you’re hiring for.
But don’t forget about your friends, relatives and neighbors (and, this category includes your personal social media accounts, like Facebook and Instagram). While these direct contacts may not be your target audience, they may know someone who could be the perfect fit. According to Recruiterbox’s “How to Use Social Media to Recruit and Hire,” unless you’re promoting job openings via paid campaigns, recruiting by leveraging your social media networks will save you money.
Ask employees for referrals
Not only are employee referrals a cost-effective way to hire, but they are typically one of the most effective ways to hire. If you have employees you deem reliable, motivated and honest, chances are their friends share similar values. The first step is to let your employees know which positions you’re trying to fill, then have a strong employee referral program that will encourage your employees’ recommendations. Offer a bonus or other rewards for employees who refer someone you end up hiring. (While some organizations don’t pay up until after probationary periods have passed, this may be considered Your employees shouldn’t be accountable for fully vetting candidates, just referring them; you need to be confident in your own hiring decisions.)
Make it easy for employees to refer their friends to your firm. Just ask for a name and contact information, then take it from there, according to LinkedIn’s “6-Step Guide to Building the Perfect Employee Referral Program.” Be sure to make personal outreach in a timely manner to these candidates and deliver a first-class candidate experience.
Even if you don’t hire the employee referrals, they might be able to refer others who are more qualified or a better fit for the job, provided you’ve left a favorable impression. Consider accepting referrals even when you’re not actively hiring, as this will create a referral-friendly culture.
Partner with local educational institutions
Whether you’re looking for someone with business acumen or technical aptitude, there’s a school for that. And these educational institutions are probably looking for local business partners just as hard as you’re seeking qualified employees. Because many colleges, universities, trade schools and technical programs show their value to prospective students by publishing the percentage who get a job in the field, they’re always looking for business partners to refer recent graduates. Start by reaching out to the career services departments of local institutions. They should be able to direct you to department heads or career-oriented associations for additional contacts.
While an internship program may seem like it will take a lot of maintenance, start small by hiring just one or two students for a term to determine if it’s a worthwhile endeavor.
And think beyond college. According to the Chicago Tribune’s “Employers Hire High School Students to Build Talent Pipeline,” high schoolers want in on the action. Getting younger cohorts may not only gain your company long-term exposure and short-term help, it helps students transfer classroom knowledge to the real world.
A big HR budget does not necessarily translate to recruiting high-quality employees. Being proactive about putting your employment brand out there and reaching out may deliver the top-notch employees you seek.
5. Nonprofit puts workers on track for higher earnings, job retention, report shows
Individuals who found jobs with the help of Skills for Chicagoland’s Future, a Chicago nonprofit, earned more and were more likely to be in their jobs two years later than those who found employment through other means, according to a report released Friday.
The 5-year-old agency has helped more than 4,500 people find jobs with its employer-driven approach to helping unemployed and underemployed people on the city’s South and West sides.
Public employment agencies match people to jobs, but Skills for Chicagoland’s Future starts by working with businesses to determine their hiring needs and then recruits job seekers with the right backgrounds to fill those jobs.
On Friday, a workforce consulting firm released a report showing that Skills’ approach to job placement is helping people find jobs and improve their incomes, while ending reliance on government assistance.
“Based on the strong outcomes, all signs would point to the fact that they are helping connect people to good opportunities,” said Chris Spence, principal at the New Growth Group, a Cleveland-based workforce consulting firm that was commissioned by the Joyce Foundation to conduct the report. Joyce is one of Skills’ donors.
Spence said they used administrative data on public benefits and other metrics to examine how people who were matched into jobs through Skills did over a two-year period and compared their outcomes with a control group that didn’t go through the Skills program.
People placed through Skills earned, on average, $6,120 more per year than the comparison group. In most programs, the initial improvement in earnings tends to decrease over time, but job-seekers placed through Skills had earnings that continued to rise with no signs of leveling off, Spence said.
Seventy-eight percent of the people placed through Skills were employed after a year, verses 65 percent for the comparison group. After two years, 73 percent of those placed through Skills remained employed, compared with 62 percent of those in the control group.
Notably, Skills had the greatest impact on earnings and retention for job seekers who made less than $4,000 a year before entering the program, according to Spence.
“That’s pretty unusual in workforce initiatives, to see the lowest earners be the biggest gainers,” he said. “The fact that Skills is able to identify candidates from among the lowest-earning pool and connect them to jobs is a testament to the effectiveness of their matching strategy.”
Though Skills is not a training program, about a fifth of its placements go through a train-to-hire program requested by the employer, which Skills helps fund. The agency works closely with Chicago-based community organizations to find job seekers.
About 60 businesses have committed to hiring a certain number of people from the program into part-time, full-time and temporary-to-permanent jobs in health care, retail, technology and other industries.
Skills employees act as job hunters or recruiters for those companies to match people from across Cook County to the right jobs, said Marie Trzupek Lynch, founding president and CEO at Skills.
They vet and prepare job-seekers in person before they interview with prospective employers.
“The real take-away is that the model works and we can do much more,” she said. “Many places around the country are struggling with unemployment and we want to make sure we can help.”
The study’s first phase, released in October 2016, was a survey of 326 people placed into jobs through the program in 2014 and 2015, conducted between nine and 24 months after they had been matched with jobs.
That survey found marked declines in use of public assistance among those who previously had been unemployed and went through the Skills program. The share of previously jobless respondents receiving unemployment insurance dropped to 11 percent from 30 percent after being matched with a job through Skills, and those receiving Supplemental Nutrition Assistance Program benefits, more commonly known as food stamps, dropped to 28 percent from 45 percent.
Trzupek Lynch said they launched Skills for Rhode Island’s Future last year and plan to create a national organization to manage future expansions.
“Five years later, we know now with irrefutable evidence that the Skills model works and it has a significant impact on job-seekers’ lives,” Trzupek Lynch said. “We’re thrilled.”
Do you like the articles? We update these trends everyday. Come back tomorrow for more interesting articles. Feel free to share them with your co-workers or friends.
(The articles above have been curated from various sources but not been edited by ICube staff)
Innovators of ICE cube , world’s first technology enabled people strategy tool that partners with HR & business leaders to deliver performance through people. Free trial on our website here.