Thursday January 24, 2019
 

4 Insights Analytics Can Deliver From Your Recruitment Software

It’s a job-seeker’s market right now, and hiring and recruiting are more complicated than ever. Those difficulties go beyond just finding the right person for the specific opening you have.

What about candidates who are well-suited to your company, not just to your current positions? Keeping track of those candidates, as well as all the others you’re considering, gets confusing.

And in today’s world, using haphazard spreadsheets of applicants or relying on past email exchanges won’t cut it. Luckily, an applicant tracking software (ATS) solution can help.

These solutions allow your hiring team to visualize the entire process, from a candidate’s first application up to the first day on the job.

The benefits don’t only apply to new hires. Knowing how your recruitment process works and getting data on what’s going well and where improvements can be made helps with retention.

So what key insights can an ATS solution identify at your workplace?

  1. Find and solve hiring bottlenecks

Bottlenecks in the hiring process lead to lost time and productivity, and slow down your search for the best possible candidates. Figuring out where those bottlenecks are and how to fix them can streamline your hiring process.

One common bottleneck is a flood of unqualified candidates applying for a posting. You know to make the posting as clear as possible, but sometimes people who don’t meet the key requirements make it through. With an ATS solution, candidates are sorted and removed from the job pool based on their qualifications, saving your hiring team time. After all, there’s no point in interviewing people who aren’t a good fit.

In addition, you can include knockout questions that’ll immediately eliminate candidates who answer incorrectly, further refining the hiring process.

You can also automate communication with candidates, setting up rules within the software for emails to both disqualified candidates and those you’d like to learn more about. In addition, mail merging allows you to craft emails that look specific to each person, without you having to go through the trouble of typing individual emails.

  1. Discover which hiring managers need help

The hiring process is often unwieldy, and involves many different people and departments. Getting all of those people on the same page about the position and job posting is hard enough. Once you find candidates, managing the team can feel almost impossible.

An ATS solution allows your entire team to use the same platform and be on the same page about what you’re looking for and which candidates have those qualities. You can also see which managers are behind on their hiring duties and which ones need additional resources to ensure the position gets filled.

This is especially helpful for first-time managers who might not have much experience with sorting through a range of candidates, scheduling and conducting interviews, or keeping track of which candidates are at what stage of the process. Because an ATS solution automates all of these aspects, those managers are able to breathe a little easier. As an added benefit, your more experienced managers can spend less time training new ones on how to conduct a job search and focus instead on their own tasks.

But we all know it’s not just inexperienced hiring managers who have trouble with the process. Other managers can be less flexible in the hiring process, which causes bottlenecks and slows down the search. Recruitment analytics allow you to see which managers are struggling and where in the process they’re having trouble, whether it’s selecting appropriate candidates for an interview or following up with them as necessary.

  1. Track your hiring team’s efficiency and effectiveness

Because recruitment analytics take the entire hiring process into account, from the first time an applicant interacts with your company to the first day in the office, you can get a bird’s eye view of the process. You’ll be able to track how long your search lasts and your team’s efficiency, which can help you make improvements when you’re hiring for the next position.

Analytics don’t stop there, however. An ATS solution can help you track how new hires feel about their jobs and the organization overall, which provides a window to see whether the hiring team was effective and chose someone right for the position. This also ensures you’ll know about any obstacles right away, so you’re not caught off guard by negative feedback or employees looking to transition to different roles.

Also, an ATS solution can help you see where your process lags. If it’s due to issues with a specific manager, you’ll have solid data to back up your claims when discussing the problem. This data will make it more likely that the person will take you up on offers for help.

You can use your ATS to improve collaboration across your hiring team, so one person isn’t responsible for contacting every applicant updating the system each time an interview occurs. Multiple people can access and edit the information, providing new insights and perspectives on candidates and processes.

  1. Determine your best sources for hires

The candidates you find are only as good as the places you’re looking, but recruitment analytics can make sure your sources are up to snuff.

Your team may think all the best candidates are coming from major job boards because that’s how it’s always been. But with the increase in social media use, candidates are coming from all over the place. You want to know where your candidates are finding open positions, and an ATS solution provides that insight.

If excellent candidates are coming from social media like Twitter or Facebook, you can reinvent your hiring strategies to devote more attention to those platforms. Seeing where you can cut back is also helpful – if fewer candidates are coming in from sourcing agencies or specific recruiters, you’ll want to spend less time on those.

Refining your sourcing also helps improve the efficiency of your team, since hiring managers might be struggling due to issues with sources rather than their own mistakes.

Knowing your company’s strengths and weaknesses when it comes to hiring is essential for making the best choices in new hires, and an ATS solution can help you figure those out.

No matter how quick and easy your hiring process may be, there’s always room for improvement. Using recruitment analytics gives you the tools to make positive changes and ensure only the best candidates are getting through to your organization.

Top ATS features

Now you know why you want an ATS solution. But how do you know what makes an ATS solution worth your time and money?

First, you’ll want the option to import data you already have. No one wants to be stuck re-typing a list of candidates from a spreadsheet to the software. This keeps all your candidate information in one place and allows for easy sorting and tracking of each individual.

On the other side, it’s also important to have an export function so you can use that data outside of the ATS solution. You may want to share certain information with someone or use it in different ways, so you’ll want to be able to export the data easily and quickly.

Another helpful function is a universal search, where you can see candidates by more than just their name. You can search for certain biographical data and use that information to sort applicants as well. For example, you could search to see which candidates speak a second language or majored in a certain subject.

Any ATS solution should also be able to integrate with the other systems you use in your office, such as Google Apps or Outlook. There’s no point adding software that can’t interact with the rest of the tools you use to hire and recruit candidates. Plus, the time-saving potential of a solution that can take information from emails and immediately input it into the ATS solution can’t be overstated.

Customization is another key tool your ATS should provide. Each company’s hiring and recruitment process is different, so the same ATS features won’t work for everyone. If you don’t conduct phone interviews, you don’t need a section for them – same with writing tests or other aptitude measures.

Looking at a list of biographical info doesn’t actually give you good insight into each candidate. Most applicants will have similar qualifications and skills, which is why an aggregation tool is helpful in an ATS pick. Being able to see a picture of the person, along with links to their social media accounts and any published work, humanizes their data and offers a more well-rounded look at a candidate.

Most importantly, any solution you pick should have a robust support team to help with implementation and troubleshooting. Software is only as good as it works, and you want to have a range of options if something goes wrong.

Some of these features may be more important to your business than others, so be sure to do your research and search for a solution that works for your process.

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Salary calculator: 5 comparison tools you can use to check pay levels

As the job market tightens, setting competitive salary levels becomes more and more critical. 

How do companies stay up to date? There’s a range of tools available that compile salary information.

The website FitSmallBusiness.com recently assessed several of these tools and selected the best. Here’s a sampling of what was found.

Indeed

The largest job posting site on the Internet, Indeed offers an extensive database pulled from job ads, employer info and worker reports. It’s free, and, because it gathers information from so many organizations, it’s especially useful for competitor analysis. However, you cannot download the data.

BLS Salary Survey

The federal Bureau of Labor Statistics (BLS) is sourced from quarterly national employer surveys. Data can be filtered by any number of criteria – geography, organization size, industry and job characteristics. The biggest benefit is the ability to download the data in order to be able to fine tune your analysis using a spreadsheet. It’s also free (although, of course, it’s funded through your tax dollars).

Salary.com

Salary.com is exclusively employer-reported information purchased from data collectors. Basic service is free, but more extensive analysis ranges from $29.95 for a full report on a single position to data subscriptions that can cost up to $1,200 per year.

PayScale

PayScale is made up of employee-reported information that’s continually updated as new visitors submit their salary data. The first comparison report is free. After that, pricing is on a case-by-case basis.

LinkedIn Salary

LinkedIn’s service is comparatively new and uses employee-reported information. It’s easy to see comparison for other companies and salaries for similar titles.  And it’s free to Premium subscribers.

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New year, new goals: 7 HR trends to tackle in 2019

With the emergence of a tight labor market and a focus on preventing sexual harassment, HR pros had their hands full in 2018. 

But with a new year comes new goals for employers to focus on, so buckle up.

What to accomplish in 2019

There’s no telling what challenges the new year will bring, but here are seven areas savvy HR pros will be keeping top of mind in 2019, as they’re likely to shape the workplace this year.

1. Even more emphasis on retention. If you thought 2018 was a hiring manager’s nightmare, unfortunately there won’t be much relief in 2019. With unemployment still low, candidates are free to job hop fairly easily, leaving employers with a high turnover problem.

To attract and retain the best talent, companies are focusing on improving the employee experience. This could include amping up company culture and offering new training, which requires a prepared HR department.

2. Adapting to change. Over 80% of C-Suite executives surveyed by Forbes reported agility as the most important characteristic of a successful business for this year.
Really, what this means is HR pros should be willing to go with the flow in 2019. To tackle skills gaps and other challenges, you may need to shuffle employees around or look into temporary help.

3. Focusing on company brand. More information on your company is readily available to applicants than ever before. And these days, candidates do as much research on you as you do on them.

Job seekers care about more than salary and benefits; they want to see potential employers as “institutions of trust,” looking into advertising campaigns and public communications. Strong reputations and morals hold a lot of stock.

4. Embracing multiple worksites. The fact is, with all the technology available now, work can be done almost anywhere. Companies are increasingly ditching the traditional nine to five, in-office schedule and electing for more flexibility.

That makes this year an ideal time to take stock of where your team works. How many employees work from home? Do you have multiple worksites that communicate every day? The goal is to allow everyone to mesh seamlessly, regardless of where they’re working from.

5. Considering wage growth. Currently, many employers are hesitant to bump up salaries, but some are taking the step to set themselves apart from the competition. You’ll certainly be noticing candidates looking for top offers.

And a bump in pay isn’t the only strategy employers are implementing. This year, companies will be offering perks like new, unique benefits and more vacation time – all to compete for top talent.

6. Pushing for more company diversity. Closing the pay gap was a big topic in 2018, but this year will take diversity and inclusion efforts a step further. One focus will be on increasing female and minority representation in the C-Suite.

Fewer than 5% of last year’s Fortune 500 CEOs were female. Many believe diversifying boards will have a trickle-down effect, leading to more diverse hires throughout the company.

7. Training to fill skill gaps. With more open positions than candidates to fill them, many employers are hiring candidates without certain skills, with the intention of training them on the job.

There’s also an increasing number of people re-entering the workforce after many years who will need to get up to speed.

Apart from added training for employees, many employers are focusing on more coaching in general, with regular performance feedback becoming the norm.

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Onboarding in 2019: What a Knock-Out First Day Should Look Like

The first days and weeks when new employees come to work are a make-or-break time for their success with you. 

A positive welcoming experience puts them at ease and reinforces that joining your company was a good choice. That breeds loyalty – a key component of a stronger workforce, and an essential characteristic of what keeps organizations going strong.

Thankfully, loyalty is contagious. On the other hand, just a few crucial early missteps can leave newcomers second-guessing everything.

What successful onboarding looks like in 2019

Today’s best onboarding efforts:

  • Establish a strong employer welcome.
  • Re-affirm the employee made the right job choice.
  • Let the employee see how she or he fits in with the organization.
  • Set the stage for long-term relationship building, which in turn improves retention. That’s why onboarding is often called the last stage of the recruitment process – and the first step to retention.

Onboarding’s ROI

Depending on the position and how long it takes to find a qualified candidate, companies can easily expect the cost of turnover to be 150% of the departing employee’s annual salary. That doesn’t include non-tangibles, like the impact on morale.

With that kind of value on the line, the incentives for keeping them makes onboarding even that much more of a worthwhile effort.

Before Day 1

After a candidate accepts your offer, send a written communication welcoming them aboard. Let them know what to expect on their first day and what their first few days will be like.

Be sure they know the simple stuff, like

  • Where to park
  • How to get in the door
  • How to get OUT in an emergency
  • Who will be mentoring them
  • A schedule of what the day will be
  • How their first-day lunch will be handled, and
  • Who to see if they have questions.

Make a checklist

It’s a good idea to make a checklist. Include all the things you’ll be discussing with them, need them to sign and want them to do. Include a list of names and titles of the people they might be meeting with.

It helps to have a recently hired employee look over the list to see if there’s anything missing, since it’ll be most fresh in the mind of someone who’s just been through it.

The first day

The first day for new hires should be a highly energized and positive experience. You’ve already picked them! What was it about this person that made you say yes? Think back to the things that stood out and try to highlight some of those things on the first day. Then send out a welcoming email to staff, announcing the new hire;s arrival, with a brief professional bio and maybe a personal note, such as a hobby or interest.

Take a tour

The typical next step for welcoming an employee on board is the building tour. “Here’s the printer, here’s the bathroom,” etc.

OK, that’s good information to have. But is it really going to stick out in an employee’s mind? A better bet is to give them the “insider’s tour.”

  • Which areas of the building have spotty Wi-Fi coverage?
  • Where can they grab a coffee mug if they forgot theirs at home?
  • What’s a quiet place to get some work done if office conversations get a little too loud?
  • Which fridge should they put their lunches in?
  • What do they do if they lose their security card or key?

You’re not just showing them the way, you’re showing them how things get done.

Introduction to the workplace

Introductions should be inclusive, but not overbearing.

Try this: Don’t introduce people based on their title. Introduce them based on their working relationship with the employee.

For instance, instead of, “Meet Bill. He’s our payroll clerk,” say, “Meet Bill. He’ll collect your time sheet every week and he’s the person to see if you have any questions about your paycheck.”

Document dumps

There are plenty of documents and papers employees will need to do their jobs.

Again, making sure everything is already organized for an employee is key. Place all the crucial documents in a digital or paper folder, so they have them all in the same place.

Be sure your mission statement is right up front.  “We’re a company that respects all our employees – from new hires to established veterans – and are really looking forward to having you contribute in a meaningful way! Welcome!”

  • A facility map. Try to include the names and phone extensions of other employees on the map where they work.
  • Phone extension/email list. If you can prioritize this list by listing the employee’s department first, so much the better. That way, they don’t have to hunt for the name they need (or worry about forgetting which “Jim” mans the help desk and which one is the CFO!).
  • Daily schedules. You should have the employee’s first day (or first few days) planned for him or her. Include the schedule so they know what’s coming next.
  • Long-term schedules. When can they start taking vacation or enrolling in the company’s 401(k)? When will their first formal/informal review be? When can new workers start accumulating sick days? Having these key milestones on a timeline helps employees see what’s next for them and gets them thinking about their long-term future with the company.
  • HR documents. Employees will need to receive policies and procedures, benefits enrollment forms, etc. Include these in the folder but be sure to have someone from HR go over them with the new hire in-person as well – in case there are questions.

Other “nice-to-haves”

In addition to these standard items, try including some of the following sections as well:

  • “What I learned … ” Collect anecdotes from employees on the most important thing they picked up in their jobs. What was the moment that made them say “A-ha!”? It doesn’t have to be anything ground-breaking, just a musing on what people have learned about the workplace along the way. Include a list of one-sentence-or-so anecdotes to make new employees feel welcome (and maybe chuckle a little.)
  • Success stories. Chances are someone in your company has recently come up with a new way of doing things that’s really saved time or reduced frustration. Or maybe they’ve achieved a milestone (1,000th sale, 35 years with the company, etc.). Maybe they’ve even had a personal accomplishment such as running a race or organizing a charity fundraiser.

When you hear stories like these, share them. Write a short paragraph about it, then include it in a “News & Notes” or “Success Stories” section of the onboarding material. This way, new employees will feel as if they’re getting to know their co-workers right off the bat.

  • The “Lingo Board.” Managers and supervisors will often find themselves casually dropping an acronym or industry-specific term with a new hire and being greeted with a slack jaw or confused stare.

Each workplace has its own set of terms and lingo that is specific to the company. It’s not a bad thing, these shortcuts are real time-savers when people know their meanings. But until workers are up to speed on the office language, provide a list of terms and definitions. Put it in plain English so they can see what they should be looking for when you ask for “a DBC report.”

Of course, all the documents in this packet should be available on the company intranet as well. But having a one-stop resource for employees on- hand will be a good way to keep them in the loop from the very start.

Being a good closer

At the end of the employee’s first day, be sure to close it out strong. Schedule a one-on-one to review what they did and whom they spoke with.

This shouldn’t be an in-depth meeting: Just take 10 to 15 minutes to see if they have questions and to touch on and reaffirm what they’ve learned. Keep it light and reassure them with any positive comments you may have gathered from people the new employee interacted with.

Then, send them home.

It’s like not much “work” was accomplished, and that’s OK. First days are for first impressions. The time for time real work lies ahead.

For now, leave them feeling good about their experiences and inspired for tomorrow.

 

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Tackle employee isolation: 4 ways to improve well-being

Every HR pro knows an employee’s mental health is just as important as their physical health. And when employees aren’t getting what they need, their work suffers. 
One of the main things that negatively contributes to employee mental health? Feelings of isolation and loneliness in the workplace. And thanks to more reliance on technology, employees are feeling lonelier than ever.

In fact, Future Workplace’s 2018 Global Work Connectivity study found more than half of those surveyed often felt lonely due to very little face to face interaction.

Facilitating communication

Luckily, there are simple ways you can help your people combat feelings of loneliness, straight from entrepreneur Amy Vetter.

1. Communicate in person. The next time you’re about to send an email, try taking a walk to the person’s desk instead. This will remind the employee you like interacting with them face to face.

2. Keep in touch with remote workers. Employees who work offsite often are the ones who feel most disconnected. Get everyone together via a virtual hangout to touch base and encourage socialization.

3. Organize social activities. To encourage friendships between some of your more solitary workers, try throwing team lunches or other out of office activities. Your employees will be able to relax and bond with the colleagues they don’t always get the chance to talk to.

4. Celebrate achievements. With your employees working hard on their own things, it can be tough for them to know what their colleagues are up to. By celebrating great work with the whole office, people won’t feel so isolated anymore.

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‘What’s your spirit animal?’ and other curveball interview questions you might want to start asking

In this tight job market, you might want to go beyond the typical “Can you tell me a little about yourself?” and “What are your greatest professional strengths?” type of questions when interviewing someone. 

So why not try a new approach to interviewing that may help you make the best possible hires? Say a candidate looks great on paper and even more promising in person, but you need to know more about their personality. You wonder, When faced with a really high-pressure situation, how will this person perform?

Recruitment teams are taking a different tact these days and doing whatever they can to separate the best candidates from the best-practiced candidates, or those who are well-rehearsed in answering the typical interview questions.

Questions that add value

Sometimes this means throwing a few curveball questions a candidate’s way. While the following unusual questions – culled from real interviews and shared by employees on Glassdoor – may sound strange, each has value that can really add to the interview process:

1.    What’s your spirit animal? – Government employee

2.    If a lion and a tiger fought, who would win and why? – Lawyer

3.    If your neighbor asked your child to supervise a pool party at their house, would you let your child go? – Lawyer

4.    What would you do if you found an elephant in your backyard? – Management student

5.    What would you name this painting and why (referencing an abstract painting on the wall)? – Insurance underwriter

6.    How do you fit a giraffe in a fridge? – Lawyer

7.    If you were a movie character, who would you be and why? – Network administrator

8.    What would you want your title to be when you retire? – Engineer

9.    Describe how you would make me a sandwich. – HR professional

10.  How much would you charge to clean all the windows in Chicago? – Doctor

11.  If you don’t get this job what’s your backup plan? – Sales rep

12.  If you were a flower, what kind would you be and why? – HR professional

13.  What were you like in high school? – HR Professional

14.  Are you a superstar? – Marketing professional

15.  If you turned around and in the doorway was a penguin with a mustache, wearing a big sombrero and poncho, what do you think the penguin would say? – Medical school resident

Can they think outside the box?

The point to asking these types of open-ended questions is to see what a candidate is like off script. For example, asking “How do you fit a giraffe in a fridge?” would show that a person can think outside the box and come up with creative solutions and, in a real work situation, can connect abstract concepts and ideas to a customer problem, internal process or sale.

On the other hand, if the candidate responds with “I don’t know” or get flustered, that might tell you that this person cannot think on their feet and might not be the best person for the job. The best hires are those who can identify problems quickly and solve them efficiently.

HootSuite CEO Ryan Holmes asked his current executive assistant, “What’s your spirit animal?” and hired her because she said a duck. She answered that the animal is “calm on the surface and hustling like crazy getting things done under the surface,” and it was the “perfect description” for the job, he says.

But try not to be too hard on your candidates if you don’t get a good answer. Remember, they’re nervous and will be thrown off guard by these unusual questions. So, it’s best to not use these questions as the only barometer to gauge a candidate.

It’s difficult to pick the right person, and you may need to experiment with different types of open-ended questions until you find your own go-to question that seems to work perfectly for you.

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New research highlights key to successful feedback and performance management

Performance management theory and practice is among the fastest-evolving areas of human resources. New research from corporate performance think tanks reflects recent psychological insights into the power – and drawbacks – of how we provide performance feedback to employees.

Most of us are familiar with the concept of the “flight or fight” response to anything that is perceived as a threat. That response comes from one of the oldest and least evolved structures in the human brain. Unfortunately, although understandably, most humans respond to even well-intentioned criticism much the same way they’d react to a physical threat — they switch from thinking to reacting. And that isn’t a one-way street. Research shows that both giving and receiving feedback are stressful — they feel like conflict and we prepare and react accordingly.

That has a real impact on how employees — and supervisors — perceive performance management, whether that’s in the form of an annual sit down that ends with numerical rankings or continuous communication models where supervisors are giving regular feedback to workers on a weekly or even daily basis.

Flipping the feedback loop

So, is there a solution to this deeply seated, brain-based problem? According to research published by the NeuroLeadership Institute (NLI) , the trick is to flip the feedback loop on its head.

Instead of structuring performance discussions around GIVING feedback, the researchers recommend training everyone — employees, supervisors, managers and execs —to instead ASK for feedback on a regular basis. That puts the asker in a position of control and reduces the stress reaction. It also means that everyone needs to think about specific aspects of the job they want to discuss.

NLI’s research indicates that encouraging a common habit of thoughtful and honest communication by changing your feedback model can help form a healthy organizational culture. Other research by the Institute for Corporate Productivity (i4cp) and the Center for Effective Organizations (CEO) supports the idea that organizational and financial results improve when positive and productive goal setting, performance assessments and career development conversations result in better employee motivation, engagement and retention.

HR pros often struggle to get managers and employees to treat performance management as a positive opportunity for growth rather than an unavoidable, but deeply uncomfortable, ritual. Taking a fresh approach to how you think about feedback might make a real difference.

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Recruiting Trends to Watch for in 2019

If you thought recruiting top talent was tough going in 2018, experts predict 2019 will be even tougher. 

Why? Because today’s increasingly competitive recruiting challenges are set against a backdrop of ever-changing, more sophisticated and even more costly recruiting trends.

Here is the HRMorning.com short list of trends to watch for, so that you can position yourself for success by better preparing for and prioritizing your recruiting resources in the coming year.

Some Trends to Watch For in 2019

The current job market is talent-driven. You no longer get to pick them, they pick you. This is where Inbound Recruiting becomes so essential. Inbound recruiting is a strategy where your company works to attract candidates and get them to choose you as their next employer. The goal is to attract, convert and engage candidates through many different forms of media using SEO, SEM, and branding techniques.

  • Marketing tactics in recruiting are absolutely essential. Are you taking advantage of all your in-house Marketing expertise?
  • Employer branding. Three out of four candidates check you out online before applying. Is your reputation up to the task, or holding you back? A negative candidate experience will spread faster and more effectively than a well-designed email blast. When that happens:
  1. Don’t Overreact

Remember that the people who post negative reviews online, on sites like Glassdoor, do so anonymously, which undermines the effectiveness of the review. A few negative comments probably won’t outweigh all of your positives. But a raft of them can be a problem.

  1. Be Open

Should an applicant ask about a negative post they’ve read somewhere, own it. Then tell them why it is wrong. Most can be honestly explained through dynamics like layoffs, expansion and other organizational changes.

  1. Build the Brand

It’s always a good idea to build out your company’s brand on sites like LinkedIn, widely seen as the most credible employment social media site. This is the place to honestly describe your company culture. If you don’t already have a company page on LinkedIn, establish one. Have employees write in support of the company. Those that do will probably be proud to sign their name to it.

If you’re wondering what kind of impact negative online reviews really have, here’s one answer. Software Advice, a company that provides research and user reviews on software applications, surveyed 4,600 job hunters and found that “having a positive presence on Glassdoor can improve your brand and help pique applicants’ interest in your company.”

The answer is simple. Take a well-educated approach that keeps you calm, professional and true to your company culture. Be sincere, never show anger, work to improve any issues that might exist within your company and create a positive relationship with employees. When employees like you, they’re unlikely to lash out, despite the anonymity of their reviews.

  1. Invite Criticism

You might also consider issuing a yearly anonymous employee survey that invites criticism, letting your employees express any issues they have internally to prevent further negativity on Glassdoor.

  • Social recruiting is now far more than simply posting job ads on your favorite, go-to social network sites. Your competitors are using social media networks proactively to identify candidates by their skills and interests, then connecting with them to build a relationship — and ultimately get them to apply for an opening.
  • Video recruiting. Video increases online search visibility. Research shows job postings that use video are more readily picked up by search engines and clicked on more often than those that don’t. Plus, video can tell a compelling visual story about your organization, and good storytelling is a great way to lure top candidates.
  • Data-Driven Recruiting and HR Analytics are being manipulated to tailor recruiting methods in which planning and decision-making are based on data acquired through HR applicant marketing, and tracking platforms and programs.
  • Employee referral programs remain one of the most productive paths for filling open positions. Tried-and-true employee referrals are more sought after than ever. Candidates referred in-house take the least effort to hire and onboard and are generally more successful.
  • Talent sourcing. That’s the industry term, but a more common analogy is just better fishing tactics. A LinkedIn survey found 36% of professionals were actively seeking new jobs at any given point in time. But 90% said they were very open to learning about new opportunities. So, while 36% are ready to bite, 90% will nibble. It’s all about what bait you’re using.
  • Collaborative interviewing and (hopefully) seamless hiring round out the trends. These are conscious efforts to assemble the best mix of in-house talent to interview well and encourage selected candidates to come on board.

Making the commitment to get the most from your recruiting efforts, to use your time and energy wisely and effectively, and to pursue only the most likely paths to recruiting success is a key step.

Leverage emotions

A key point to keep in mind is that recruiting is all about emotion. Everyone likes to believe they are being objective, but first impressions are lasting impressions and a bad vibe while waiting in the reception area can sabotage a recruiting “deal” before it starts.

On the other hand, there are many job candidates who embrace an employer after one inspiring conversation and a few social media comments about the company’s unique culture. Take home: It takes just one “moment of truth” to seal the deal and just one to undo all your hard work.

Adopt a marketing mindset

Define your employer brand crisply and sell it to the world through your website, social media platforms and your current employees. Why is your organization a great place to work and to build a career? If you’re not clear on the answer, they won’t be either.

You want the candidate to think: “Wow, people really love working there. I could see myself building a career with this company.”

Be humble …

Going back to the notion that it’s a candidate-driven market, always communicate respectfully and give people the information they need to evaluate both the job opportunity and your organization.

… and genuine

Throughout the recruiting process, don’t leave people hanging. Get back to applicants promptly, thank them for their interest and explain respectfully when you’ve decided to move on to other candidates.

Social media job sites are filled with negative comments from job applicants who felt they were treated poorly. And word spreads fast. Strive to create a positive candidate experience for everyone, even the candidates you reject, because they may be best friends with your best new candidates.

Speak to the candidate’s aspirations

Culture is the No. 1 reason people choose jobs, but it’s more common to think it’s all about the paycheck. Ask yourself, “What’s driving the candidate who is seated in front of me?”

Try to tap into and uncover their aspirations and career dreams. Just getting them to talk about their career dream is a great step in the right direction.

Then, show them how working for your organization will place them on a path to achieving their dreams.

“Do you want to sell sugar water for the rest of your life, or do you want to come with me and change the world?” said Steve Jobs to Pepsi exec John Sculley, to lure him to Apple. Sculley took the job.

Treat them like a star

Have one of your best people greet candidates on arrival, usher them between meetings and make sure they have time for breaks and to check their messages. All interviewers should be coached on how to make these magic moments count. Remember: The candidate is watching.

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Getting PAID: Does DOL’s ‘amnesty’ program pay off for employers?

The Department of Labor (DOL) has extended the pilot program called the Payroll Audit Independent Determination (PAID). Is it something your company should participate in? 

As you may know, the program is designed to help employees get paid for wages earned and to help employers correct past payroll mistakes. The PAID program began last April and will now be extended until April 2019.

Under the program, employers may self-report a wage violation to the DOL, along with a calculation of back wages owed. The employer then agrees to pay 100% of back wages owed over a two-year period.

Reassuring the wary

To reassure employers who were wary of turning over salary records to the feds, the DOL has explained certain aspects of the program which were previously concerns, including:

•  The agency will not seek a third year of back wages, liquidated damages, or civil money penalties

•  It will not issue a press release, and will keep the identity of the employer confidential, and

•  The DOL will not investigate the issue that the employer self-reports, but will instead review the employer’s back wages calculations for accuracy. Once the DOL approves the calculations, it will issue the release.

In another move to reassure employers, the DOL is holding a series of forums across the country to educate the public about the benefits of the program, which has been extended six months.

In the first forum, held in Georgia in October, DOL representatives emphasized that the program is focused on achieving compliance, not designed to present a “gotcha” opportunity to nab employers.

To participate in the program, the employer must answer an initial screening questionnaire on the DOL website to certify that the issue it’s bringing to the DOL for resolution is not the subject of ongoing litigation.

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The do’s and don’ts of ADA accommodations: 3 new rulings

FMLA fitness for duty certification

Employers are facing more disability discrimination lawsuits than ever – despite their best compliance efforts. 
In the past year alone, over 25,000 ADA charges were filed by the EEOC.

The right way to accommodate

One area that’s often a point of contention? The accommodation process. Workers and employers can have a very different idea of how a disability should be accommodated.

And while each disability needs to be evaluated on a case by case basis, several recent court rulings shed further light on employers’ ADA accommodation responsibilities.

1. In Brumley v. United Parcel Service, a court ruled that ADA accommodations don’t necessarily have to be given to employees immediately.

Melissa Brumley delivered packages for UPS when she hurt her back lifting a heavy box from her truck.

She took leave to heal, and her doctor said when she returned to work she could no longer lift packages or drive. Since these were two essential functions of her job, Brumley’s manager put her on leave while waiting on more information from her doctor.

After beginning the interactive process and considering a reassignment, Brumley’s doctor cleared her to go back to her old job, and UPS ended the process.

But Brumley sued the company for failing to accommodate her during those weeks she was on leave, which resulted in loss of pay.

A district court ruled in favor of UPS, and on appeal the 6th Circuit agreed. It said just because the company didn’t accommodate the employee immediately didn’t mean it violated the ADA.

UPS began the interactive process and only stopped once Brumley was cleared to go back to her old job without an accommodation.

The key things the company did? Beginning the process and requesting additional info from Brumley’s doctor – this showed the court a good faith effort to comply with the ADA.

2. In Sharbono v. Northern States Power, a court ruled a company that failed to find an accommodation didn’t fail to fulfill its ADA duties.

After a foot injury, James Sharbono wasn’t able to wear the steel-toed boots required by his company’s safety procedures.

HR worked with Sharbono and suggested several accommodations, such as altering his boots and getting a custom pair made, but none worked out. Sharbono was forced to retire, and he sued for ADA violation.

But the 8th Circuit ruled the company acted in good faith. It worked with Sharbono and suggested several accommodations. It was only after exhausting all options that Sharbono was forced to retire. The court said the company fulfilled its ADA responsibilities, despite finding no accommodation for Sharbono.

3. In Stokes v. Nielsen, a court decided companies can be required to make accommodations that cover more than just essential job functions.

Jacqueline Stokes had impaired vision and received multiple accommodations that allowed her to do her job. Stokes then requested special meeting handouts, printed in large letters, that she could read beforehand.

Despite many promises from HR, Stokes never received her requested handouts. She sued, claiming to be denied a reasonable accommodation under the ADA.

While the company argued it gave Stokes everything she needed to do her job, therefore fulfilling its ADA responsibilities, the Fifth Circuit disagreed.

“Our circuit has explicitly rejected the requirement that requested modifications must be necessary to perform essential job functions to constitute a reasonable accommodation,” it said. And Stokes’ request was deemed reasonable.

This case shows if an employee makes a reasonable request for their job, it’s easier to just grant it.

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