The talent acquisition field hears a lot about passive talent now. A quick Google search on “passive candidates” returns more than 1,790,000 hits. There is no shortage of experts and firms offering advice on how to best search for, engage and hire these elusive candidates.
What is the best way to move forward? Jessica Miller-Merrell offered some great advice in a recent post. She broke down the task into three distinct sources: references, employee referrals and the firm’s current database. Using the references of candidates applying for open positions is an often talked about source of qualified candidates that may not be actively seeking new positions...
For the past few years, the buzz in talent acquisition has been on improving the candidate experience. “We need to eliminate the application black hole,” they say. “Every candidate should get an explanation of why they didn’t receive an interview or offer,” the experts write. In this year’s CareerXroads Mystery Job Seeker Report, Gerry Crispin and Mark Mehler conclude:
“The pace of changing online recruiting practices has, to say the least, been glacial at most companies. This paper highlights many of the same shortcomings that have plagued them for years. Yet what is particularly difficult to understand is why this continues to be the case when the fixes are straight-forward.”
In June of 2013, LinkedIn announced that they have more than 225 million members in over 200 countries. It is hard to find a professional now who does not have a LinkedIn account and roughly 40% of LinkedIn users log on at least once a day. LinkedIn exists as a social network to connect the workforce, share content, endorse coworkers and find jobs.
Many active job seekers use social networks like LinkedIn to find jobs on a personal level, and one can see many talent acquisition professionals using these same networks and tools, to source “passive” candidates on a professional level. A passive candidate is a qualified individual who may not be actively seeking new employment opportunities but would be interested for the right job. It stands to reason though, that if one asked any coworker if they would be willing to do the same job for more money, better benefits or improved work/life balance, the answer would be yes. The reality is almost everyone is open to the idea of a new job; they are just open to or engaged to that idea at various degrees.
In my previous blog, I discussed that before embarking on a Candidate Relationship Management (CRM) initiative, it is best to segment your jobs; identify rules of engagement (i.e. who, when and how CRM will be used) and finally develop metrics for success. In this blog, I shall share examples of how CRM may be used in talent acquisition.
Employee referrals: Study after study has proven that the most cost effective method of sourcing is employee referral. CRM may be used to capture and engage employee and executive referrals.
The McGraw-Hill Companies have transitioned from a publisher and information provider to a leader in credit ratings, benchmarks, and analytics for the global capital and commodity markets. This transition included a significant HR ...Read more
In this Executive Insight Video, Gregory Karanastasis, Senior Director, Global Talent Acquisition & Internal Mobility at McGraw Hill Financial discusses how the financial, publishing, and business services corporation formed a ...Read more
The interview process for professional jobs may never be perfected. It is dependent on the organization, the role, the hiring manager, the recruiter, and the candidate. The process is regulated to control illegal bias and new ideas on how to assess seem to crop up daily.
And people still make hiring mistakes.
There are a lot of reasons why. And these vary by employer. Many managers feel that in a one hour discussion they can learn everything they need to know that wasn’t on the resume. They believe they have a keen intuition and can read people well enough to make the call based on that meeting.
They can, undoubtedly, form an opinion. And many times, it will be correct, or at least sufficiently correct. But every once in a while, the process fails, and a hire that once had everyone smiling and giving a big “thumbs up” turns out to be someone they regret hiring.
This interview with Laszlo Bock, senior vice president of people operations at Google, was conducted and condensed by Adam Bryant.Read more
If you haven’t read any global Chief Executive Officer (CEO) studies, then I encourage you to do so…quickly. As you take a gander, you will quickly see that there is a lot of agreement between what these studies are saying even if each study is trying to be unique in the terminology they use. So the most recent Duke Corporate Education 2013 CEO study came to my attention in last couple of weeks. In it the researchers sought to understand that within the unpredictable business environment that has become the “new normal,” what are the challenges that CEOs face in dealing with this environment.
If you are in sales, it is likely that you have been using some sort of CRM for almost two decades. In the Talent Acquisition market, this concept is fairly new. Candidate Relationship Management is not a “shiny thing,” but it can make recruitment more efficient and effective - if used wisely.
Before embarking on a CRM initiative, it is wise to identify job segments for which you want to use CRM. Ideal use of CRM is to pipeline for hard to fill, niche jobs, or jobs which, based on your workforce planning, will be created in the future. Some organizations prefer to use CRM for all job segments to manage passive candidates.