Let’s define this already! “Cultural Fit” has become such a buzzword in recruiting and HR, but is anyone 100% sure what that means for their own organization? Knowing what a cultural fit looks like in the light of the unique values of your organization is vital, but it is also important to be aware of what a cultural fit isn’t.
A popular definition of cultural fit comes from Adrian Furnham, author of “The Psychology of Behavior at Work”:
“A fit is where there is congruence between the norms and values of the organization and those of the person.”
Here are a few common trip-ups that can result in a mismatch. The following candidates display attributes that are often mistaken for a genuine cultural fit. Beware the…
Many recruiters and hiring managers are sticking with the cloning technique in hiring, wherein they assess their strongest talent, identify their common traits and then hire based on this wish list. Don’t get me wrong, this can be a very effective method for hiring, but it will not ensure a strong cultural fit.
A detail-oriented, local university grad with a 3.5 GPA does not necessarily care that one of your core company values is excellent customer service. Heck, they might even despise working with customers. Company values have to be in the forefront of the hiring process to establish a cultural fit. Sheila Margolis, President of the Workplace Culture Institute said:
“Successful companies understand the values that are core to their culture. And they consistently hire people who will practice those values and project that image effortlessly. Think about your company: Do you know the values that are core to your organization? And do you screen applicants to ensure that those values are also important to them?”
Yes, a positive attitude should always be near the top of any hiring requirements list, but a big old grin does not ensure that the candidate has the proper human, or soft, skills that the position will require. Hiring for cultural fit doesn’t mean that the minimum skills required section is getting smaller and smaller in a trade-off for a positive presence in the office. Organizations are facing enough of a skill gap, without lowering the bar themselves. Eric Friedman, founder and CEO of eSkills Corportation, defines the human skills to look for beyond a nice smile:
- Interpersonal Skills
- Ability to Learn
Trekie vs a Star Wars Fan
“Are you a Star Wars fan or a Star Trek fan?” Let’s get this straight right away; unless your CEO is George Lucas, this question will in no way assess cultural fit. Rand Fishkin, co-founder of Moz (@RandFish), used this exact interview question as an example in his rant against the mis-definition of what a cultural fit is. Addressing these such questions, Fishkin said:
“I’m scared that this is how the emerging conversation around company culture and finding cultural fits for startups and teams is being portrayed. If this mentality sinks in, and if this is the ‘brand’ that culture develops outside the echo chamber of tech startups, we’re all going to suffer for it.”
Do you know what a cultural fit looks like for your organization? Can you define those employees who live the company values? Cultural fit can be a tough thing to define, and therefore identify. Continue to look to the core values, and don’t be hoodwinked by these all too common faux fits.
Would you like to know more about how Cyber Recruiter can help you target your recruiting efforts toward making more sound cultural fits?
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Employee referral program software provider Zao, pulled together some powerful statistics in their infographic, “How to Implement an Employee Referral Program”. They found that:
- 1 out of every 5 referrals gets hired. Tweet it!
- Referrals are #1 for diversity hires. Tweet it!
- Referrals are 5x more likely to get hired. Tweet it!
- Referrals are the highest quality hire. Tweet it!
Employers know just how beneficial a strong employee referral program can be, but so many of them are disjointed, across multiple departments and don’t really have a strategy in place. Here are a few helpful dos and don’ts for your employee referral program.
Don’t Expect a Favor Without a Favor
Your quality referrers are saving the organization and you in several different areas of resources. A great referral can make a huge difference in the hiring process, and that referrer should feel the value of their contribution. Andrew Greenberg wrote a great post on expert advice for effective employee referral programs in the Recruiting Division blog. Greenberg defines several options recruiters can take to step up their rewards in order to improve their referral program effectiveness. Here are a few of those tips:
- Offer a charity donation option as a referral reward
- Offer prize drawings and other non-cash awards such as a reserved parking spot, lunch with the CEO, automobile leases, or tickets to high-profile events
- Offer bonus amounts for hard-to-fill or hot jobs
- Offer gross ups on bonuses, paying the taxes and giving referrers a full payout on rewards
- Handwritten thank you notes from the hiring manager or recruiter for the referral
- Use your Applicant Tracking Solution to track employee referrals and any payouts to make your life easier. (Cyber Recruiter does this and more.)
Do Expand Beyond Employees
Broaden your referral program reach to include retired employees, friends and family of current or retired employees or even vendors. Anyone who has a feel for the culture and values of the company, and is invested in the organization’s success would be a great candidate for a non-employee referral program. HR thought leader and frequent ERE contributor, Dr. John Sullivan said:
“An FOF (Friend of the Firm) program will dramatically expand the number of individuals who are acting as 24/7 talent scouts for your firm. This increased number of talent scouts is especially important for startups and small firms that simply don’t have very many employees to look for or vet referral.”
Don’t Skimp on the Red Carpet Treatment
Quality referrals are so valuable to the company, so it is vital to ensure that they keep coming in. Referrals should be ushered to the front of the line, they should be contacted immediately, interviewed as quickly as possible and followed-up with in a timely manner. Additionally, the referrer should be kept in the loop and made aware of the special treatment that the referral is receiving. A strong referral program will reap amazing benefits –don’t be skimpy with the thanks to those who have supported you and the organization. Be sure to use your ATS to automate some of these processes to ensure promptness in providing responses.
Do Use Your Tech
People appreciate simple processes. Your referrers are far more likely to participate in a program that makes submitting a referral quick and easy. An employee referral portal is the ideal way to get the program organized, make it appealing to referrers and create a seamless process. A referral portal will also provide the referrer with all the information they need in one spot to help ensure that they are making quality referrals and inform them of the process. Some Applicant Tracking Solutions allow for unlimited users, which can provide employees with access to submit their own referrals. This ease of use encourages employee participation in referral programs.
Don’t Treat Everyone the Same
So, this might sounds like an EEOC nightmare at first, but I’m talking about the referrers. Some referrers will bring you stellar, quality leads more often than others, and they will need special treatment if you expect them to continue supporting your efforts.
Aside from rewards, these valued referrers should receive timely communication, they should know that the candidate they referred will have a great experience with the company, and their value should be strongly reflected in all correspondence. Additionally, those employees who have established a poor standing in the referral program should have their referral privileges revoked, and it should be clearly communicated why.
Want to know more about attracting quality candidates and giving them a seamless recruiting, hiring and onboarding process? We can help with that! Take a demo today!
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You’ve heard it enough times, “Hire for cultural fit, train for skills.” It makes sense, it creates cohesive workforces and reduces retention rates –but how exactly do companies assess a cultural fit? Companies like Zappos that are known for their focus on cultural fit and employee engagement have taken to adding a whole other interview to the hiring process, called the culture interview. Here’s what a cultural interview looks like.
Define the Culture
We’re not talking about using “fit” as an excuse to pass on people you don’t like, or who aren’t dressed the same as the cool kids. Real cultural fit is assessed with a solid definition of the culture of the workforce, not a feeling recruiters get in the interview process.
Culture is based on the core values of the company –the mission, goals and business objectives that set you apart from your competition. For instance, if one of your company’s values is a focus on being environmentally friendly and your candidate roles up in a Hummer, you can probably assume their values are not in line with those of the organization.
In an inspiring and helpful piece from OpenX CEO, Tim Cadogan, he shares lessons on how to define company values. Cadogan said:
“Taking advantage of this opportunity to involve everyone in explicitly codifying our values, I began gathering everyone in the company in groups of 8-10 and talking about what we all wanted our company to be like and how we wanted to interact with each other and our customers. A key part of the process was for me to lead and facilitate the discussion but not to shape the conversation too much. Out of that we synthesized five clear and distinct values that spoke to the ethos we were trying to create.”
Create Thoughtful Interview Questions
Now that the culture has been defined, the recruitment team can take the individual values that complete the culture, and craft thoughtful questions that will either identify those values in candidates, or reveal their absence. While these questions will all be different based on the organization’s unique values, Hubspot, known for their strong company culture, offers several generic suggestions, and here are a few:
“What concerns to you have about our company?”
“What is the toughest decision you had to make in the last few months?”
“Tell me about a time when you had to slog your way through a ton of work. How did you get through it?”
Rate and Weed
This is the point in the recruitment process that the recruiter will compare the rated results of both the skills interview and the culture interview. If neither are rated, this process can get muddy quickly. The right candidate will meet the minimum skill requirements and have a strong cultural fit. One or the other simply won’t do.
HRExaminer Editorial Advisory Board Member, Chris Havrilla (@Havrilla) challenges decision makers to “Own who they are as a team”. Havrilla said:
“…it’s time to get even more granular. What are the team dynamics? Who are the players? How would someone new coming in interact with existing employee? What role would they play? See beyond tasks and responsibilities to how people function together. Know who you are so you can assess appropriately.”
Hiring for cultural fit isn’t really a difficult task, but it’s nearly impossible if the culture isn’t defined and communicated. That first step is crucial to keep the organization on their projected path. Even the most defined values won’t be learned or lived through osmosis; they have to be a part of every hiring decision the company makes.
We would like to help you make cultural fit a stronger part of the recruitment process. Our applicant tracking software allows decision makers to concentrate on the human side of human resources, while tech takes care of the rest.
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As the 9-5 slowly becomes another archaic piece of corporate traditions passed, employers are seeing a steady rise in the both the benefits of and demand for flex workers. Hourly.com, a professional networking and recruiting site, recently produced an infographic, “The Top 5 Reasons Flex Workers Rock.” This emerging workforce brings some pretty awesome perks to the table for employers.
1) They’re Expanding
The number of part-time workers, telecommuters and independent contractors are all on the rise. Flexible work schedules that allow for a greater work-life balance are extremely attractive to workers for obvious reasons. Are employers taking advantage of this opportunity to extend business hours while satisfying their workers?
29% of full-time employees have flexible work schedules and 47% of them are freelancing full-time. Tweet this stat.
2) They Help Grow Your Business
It seems as though employers are indeed catching on. More are planning to welcome this emerging workforce into their organizations this year. With many organizations worried about meeting their talent needs year after year, leaders are learning to tap into these alternative resources to reach goals and keep their talent aligned with them.
40% of employers plan to hire temp workers this year, and 80% plan to increase their flexible workforce. Tweet this stat.
3) They Save You Money
If you’re on the fence about flex work, it could be helpful to see what leaders are saying about their own experience with flex workers. With the potential savings of full-time telecommuting reaching $20-37K per year, per employee, it might be an option worth investigating.
49% of employers reported savings, and 41% reported increased revenue. Tweet this stat.
4) They are More Available
Well duh right? However, some might not realize just how flexible today’s workers can be. Today’s tech tools and the commonality of cloud-based software allow workers more freedom from the workplace than ever before.
22% of freelancers dedicate 11-20 hours per week to freelance projects.
50% of freelancers work on 2-3 projects at a time.
34% of freelancers work on 1 project at a time.
Tweet these stats.
5) You Can Test Drive Them
When you consider that as much as 80% of employee turnover is due to bad hiring decisions, testing the waters before a hire is made makes a whole lot of business sense. Starting off with flex-work is a great way to avoid bad hiring decisions.
39% of temp workers will transition into full time jobs. Tweet this stat.
All this being said, companies still need effective tools to recruit flex workers. We would like to help you find the flex workers you need to drive organizational success. You can either explore our applicant tracking system, Cyber Recruiter, on your own, take a demo or get in contact with a representative who can address all of your questions today.
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Internal mobility is the process for transferring talent from one role to another. The succession planning that goes into effective internal mobility has inherent properties that are known to increase retention. According to Bersin by Deloitte, there are three main factors that need to be in play in order to successfully move employees internally, and each one of them are natural turnover combatants. To achieve internal mobility companies have to:
Adopt the principles of succession management at all ranks.
Succession planning isn’t only how businesses keep cubicles full; good succession planning incorporates talent and goal alignment. Ensuring that there is a person to fill a role is not nearly as effective as making sure the right person fills that role. This involves identifying and developing employees who show potential to be a fit for key positions within the organization.
Business strategy writer and Forbes contributor, Bill Millar, explores why this doesn’t always happen in business:
“The owners and managers simply have no formal experience in organizational performance. They don’t understand how talent lapses limit or damage performance and growth. In short, they can’t know what they don’t know.”
This brings us to the next component of successful inward mobility…
Provide transparent discussion of skills and potential, as well as organizational needs.
When company leaders don’t know how to identify their top talent, or furthermore that they even need to be making those distinctions, how can anyone work on developing and retaining them? The discussion has to begin.
Where are we?
Where are we headed?
What do we need to do to get there?
Strategic alignment is what we’re talking about here –taking the company goals and making them a part of the day-to-day for each level of the organization. Every one of those goals and each step within them will require specific talent. We already know that retention starts the same way that succession planning does, with recognition and development. Sad to say, that’s not exactly a strong point for many leaders.
A 2013 survey conducted for The Talent Imperative revealed that a mere 10% of executives from midsized private companies, said their talent strategies are intimately aligned with overall strategic planning. An effort to identify skills and potential, coupled with a constant focus on organizational needs allows companies to fortify positive retention rates, while aligning their talent with big picture goals.
Focus on development across critical talent pools based on business needs.
Proper training always has been and always will be a win-win investment for organizations of all sizes and from all industries. Joe Lipham, Training Account Manager at Signature Worldwide, talks about how closely related training and retention actually are:
“Training actually can increase employee retention, when the training reinforces the value of the employee. In addition, a well-designed training program plays a critical part in nurturing associates’ psyches. Associates want to feel that the job they do is important to the success of the business and that the business is investing time and money in them to have the job done correctly, and at the highest level.”
So we find that the same components that help companies align their talent goals with their organizational goals also have a great impact on talent retention. That sounds like a completely worthwhile investment of resources.
Identifying talent, developing that talent and effectively tracking their growth are all things that Visibility Software’s Learning Management System, Cyber Train, can help your organization with. Explore the options on your own, or contact us today.
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Companies like Zappos and Southwest Airlines got it early on –happy employees makes happy customers. It makes a whole lot of sense, but we are currently seeing very few companies mastering employee engagement. Gallup conducted their annual State of the Global Workforce study and found that worldwide, a mere 13% of employees are engaged.
Disengaged employees are less likely to invest discretionary effort in organizational goals or outcomes, and that definitely includes customer service. Your disengaged employees are having a seriously negative impact on your customers and clients, and there are unfortunately a whole lot of them.
According to Cvent, an online customer satisfaction survey company, 80% of companies believe they provide superior customer service but only 8% of their customers agreed. Bryan Pearson, President and CEO of LoyaltyOne believe that employee engagement is the key to those customers’ hearts. Pearson said:
“It's no secret that there is a direct correlation between a happy worker and a happy customer. A company cannot change customer behavior if it is not engaging its employees.”
It sounds like the start to fixing this issue might be awareness. If 80% of companies truly don’t realize how dissatisfied their customers are (which are the exact people they spend heavy resources studying and trying to impress) they definitely aren’t in touch with the engagement levels of their workforce.
Getting Employees Engaged
Melissa Dawn Photiades, employee engagement expert gives us several pointers on successful employee engagement programs. She recommends turning employee feedback into a continual process, rather than a yearly monster of a task.
- Yearly surveys are ineffective due to the lack of investment the other 364 days a year.
- Frequent surveys allow leaders to address issues and celebrate successes in real time.
- Gamification and rewards are total necessities! You have to give employees a reason to participate.
- Let the experts help. Frequent employee engagement surveys are offered through companies like the one Photiades works for, for reasonable rates.
Aligning the goals of individuals with company goals is also a very strong way to increase employee engagement. This means that business are going to need to become more transparent, track progress and have a real dialogue that involves all levels of the organization.
Empower Your Employees
Very often, in customer service positions, workers are not given the authority or ability to effectively fix anything or make a wrong a right for customers. Without the empowerment and freedom to offer customers what they’re looking for, the employee simply becomes an emotional punching bag. Pearson said:
“The best way to foster loyalty among employees is to empower them to make decisions that improve the customer experience,” he said. “Provide them with the information and customer data that will help them make better-informed decisions in real time.”
Offering on-going training to employees does a few things for engagement. Firstly, any time an organization makes an investment in its employees, they are showing their workforce that they are valued. When workers feel valued, they are more likely to put discretionary effort in their work. Secondly, training is stimulating. It gets workers out of their day-to-day and challenges them. Lastly, training offers employees a chance for advancement. They need to see a future with the company in order to invest in it.
That’s it, what’s good for employee engagement is good for the company as a whole. Customer loyalty is vital to the brand of any organization, and it starts with engaged employees. If you would like to learn more about attracting, retaining and engaging a successful workforce, take a moment to explore our Learning Management System, Cyber Train. Questions? Tweet us, we’re ready for you!
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Constantly revisiting each step of the recruiting process is essential for recruiters to stay competitive in attracting and engaging quality talent. Ever-evolving best practices, techniques and technologies require a constant finger on the pulse of modern recruiting tactics. Here are a few action items to improve your recruiting life cycle today.
Regular Forecasting and Collaboration Meetings
Goal /talent alignment will only successfully happen with an open and proactive dialogue. This means that the recruiting team needs to be constantly pulled into the loop as goal stages and product development evolve; in other words, all the time. Suggest regular meetings with execs and leaders aimed at forecasting talent needs and goal collaboration at each level of the organization. ERE contributor and founder of Twenty Recruitment Group, Adrian Kinnersley said:
“A good recruiter can help you qualify what it is you require. Sometimes a client hasn’t quite worked through exactly the balance between what they want and what they actually need. Talking this through with a recruiter to define a viable role can save a lot of time and heartache further down the road.”
An open dialogue, where wants and needs meet, is vital to success.
Tailored Job Descriptions
Get the feeling like you’ve seen the same job description a few dozen times? That’s probably because you have. Although much of the material, skills and experience will be the same, recruiters should switch it up and keep refreshing their job ads with a different tone and feel. This will not only add some flavor to the mix, but recruiters can see how each job ad performs, and improve with that knowledge. Author Jeff Haden suggests focusing on these four questions when creating job ads:
1. What is the real business need the right person will solve?
2. How will we quantitatively measure success so we can recognize a top performer?
3. What are the common attributes of our top performers--hard skills, soft skills, what they do in their free time?
4. Why would the right person want this job?
Ironing out the Application Process
As more companies are going with the latest and greatest in applicant tracking systems, those who aren’t investing are experiencing the negative effects of being left behind. The newest software creates a user-friendly, fast and efficient application process. If new software isn’t in the cards just yet, be sure to look for any roadblocks or inconveniences to candidates. If things aren’t smooth sailing, candidates will likely abandon the application process. Remove all clicks, questions and steps that aren’t totally necessary for screening. During this cleaning out process, be sure to look for fields that will redundantly ask for information. Also, concentrate on the careers page. Nick Leigh-Morgan, the managing director and founder of Zodo, gives us several pointers on crafting a great career page. Here are a few from him.
- Have your careers, current vacancies, or a jobs link on the front page of your website.
- You need some kind of statement that will gather information from candidates, even if the jobs listings available don’t suite them. “If you can’t see a suitable vacancy please email your CV to …”
- Instead of dull profiles of a few people or vague statements from the CEO about a ‘fun, work hard/play hard atmosphere,” how about a couple of 30-second interviews/profiles of staff members outlining what it’s like.
- Make it easy for everyone who views your job to be able to spread the word to people they know on Linkedin, Twitter, Facebook, or good old-fashioned email.
There is plenty more where these actionable recruiting process improvements came from in our pool of resources. We are founded on the idea that there is always a more efficient and effective way of doing things. Do you have some thoughts on updating the steps of your own recruitment lifecycle? Tweet us and let us know what you’re thinking!
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Most recruiters and hiring managers don’t have any idea how many of their candidates are actually customers or potential customers. “Treat your candidates like customers” isn’t just something fun to say; quite often, candidates and customers are one in the same.
A candidate experience isn’t an extra step; it’s a completely vital part of the recruiting life cycle. Creating a thoughtful and pleasant candidate experience fosters talent pools, brand ambassadorships and loyal customers.
First consider how many applications you will receive for the average listing. That number represents X amount of chances to create fans out of applicants, whether or not they get the position. Your final interaction with these opportunities/candidates (except for one) is the rejection letter. It better be good!
Move the rejection letter up on your to-do list.
This isn’t an after-thought; the rejection letter should be as timely as you can make it. You never know what a candidate’s situation or frame of mind is. They may be depending on this position more than you know. Let them know as soon as possible that they did not get the job. HR pro and Inc. contributor, Suzanne Lucas goes so far as to say that if a recruiter has asked a candidate to come in for an interview, and then doesn’t bother to send a rejection letter, that recruiter should be fired. Lucas also said:
“Once someone has taken time out of their day to come in to your office, you owe them a response. Remember that the candidate who isn't exactly right for today's open position may be perfect for tomorrow's open position. Simply by not responding, you may have lost that candidate forever.”
Let’s get real here, with the software that recruiters have at their disposal, there is no reason that automated rejection letters shouldn’t be a part of the process. To make things even easier, there are a ton of great templates out there to riff off of. Here’s a good one from Inc.
The more you ask of a candidate, the more you should give in return.
Sometimes the candidate’s expectations aren’t in line with what recruiters are actually able to deliver, as far as a tailored experience and feedback. When we consider that the average corporate listing will pull in about 250 applications, it is simply not possible for recruiters to deliver the experience that some have come to expect.
That being said, as quality candidates move up through the process, attend multiple interview rounds and use their own resources to be involved, they should leave the process feeling as though they were appreciated and that the organization valued their time. For these such candidates, the rejection letter should be personalized, tailored and provide them with feedback and plenty of thanks for their participation.
Let the candidate know that you have them saved in your database and ask for permission to contact them in the future, should a relevant job become available.
Some will contend that said database is merely a black hole where applications go to die, but your database is what you make of it. If a ton of qualified, relevant candidates applied to a position, you should be contacting them in the future, instead of wasting resources to find more and simply start a collection of information that you’ll never use. Applicants aren’t Beanie Babies, they’re assets. This is why an easily searchable system with customizable fields makes a great deal of difference.
Just a few things to keep in mind when crafting your rejection letter. Again, each candidate is an opportunity for the organization; small efforts don’t make a big difference in your individual processes, but they can make a large difference in the organization’s reputation and reach.
For more information on how to create fans out of candidates, please contact us on Twitter. We’d love to follow you back and start a conversation.
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SuccessFactors (@SuccessFactors) recently released an infographic aimed at “putting your career site on steroids.” We like the sound of that! As one of the most effective tools that recruiters have at their disposal, it’s important to invest in the career page by keeping up with current candidates trends. Here are a few from their helpful infographic, “Career Sites: Taking Your Recruits Where You Want Them to Go.”
90% of candidates will go directly to the list of open jobs on your career page. Tweet this stat.
So first of all, how easy is this page to find? SuccessFactors claims that most sites will have one tiny link in the site map, or somewhere out of the way. They suggest that instead of hiding job listings; make them a prominent part of the page. 75% of the career site should be about candidates searching for jobs or connecting with you via social or a talent community. This page should be easy to spot and accessible within one click of the homepage. Furthermore, candidates should be able to apply with as little as 3 clicks. The standards in career sites are getting very competitive!
79% of visitors to you site will start an application. Tweet this stat.
“Start” is the key word here. Application abandonment rates can vary greatly based upon the company’s application process. The current standard is 15 minutes; if the application process takes longer than that, candidates start dropping out. Companies should also offer a “save” and re-access option. This allows candidates to easily come back to the application process if they are unable to complete it at the moment.
31% of candidates who apply on corporate career sites get hired. Tweet this stat.
Compared to other hiring resources like social networks, major job boards and niche job boards, career sites are one of the top two sources for engaging and hiring the right talent. Job aggregators do get more traffic, but the career site gets more follow-throughs when it comes to applicants. Companies are getting a very large portion of their hires from their own career sites.
Give candidates multiple actions to take when it comes to interacting on your career site.
Director of Recruiting Strategy at SAP, Will Staney (@Will Staney) brings to light that not all job candidates will use the same mediums of communication. Boomers might lean toward email, while a Millennial might prefer to engage via Twitter. Your site should offer all of the following engagement opportunities to your different audiences: Email, RSS, LinkedIn, Facebook, Twitter, Blog/Resources, YouTube and Mobile Optimization.
Our favorite part of the article centered around the infographic is when the author likens the application process to marketing a product:
“Think of your career site the same way you would if you were selling a product on Amazon. You want to make it as easy as possible for customers to find your products and even easier for them to purchase them.”
We love finding and sharing insights like these to help our clients improve every step of the recruitment process. We should also add that totally integrated, mobile optimized, user-friendly applicant software is 100% mandatory in today’s recruiting landscape. Attracting talent is tough, so when you have them on the career page and they bail on the process due to crappy software or systems that is a huge missed opportunity.
Want to learn more about decreasing your application abandonment rate, how to engage candidates on your career page or how VisibilitySoftware can improve the overall candidate experience? Tweet us and ask away! We also have resources you can check out on your own.
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If employee recognition isn’t a solid part of your training program, you’re missing out on one of the strongest retention tools an employer can have in their arsenal. Research done by Leadership IQ tracked 20,000 new hires, and a surprising 46% of them failed within the first 18 months. We’re talking a lot of company resources lost here. What’s more important than that stat, is the reason behind it.
Of those 46% who did not make it past the first 18 months, 89% of the time it was for attitudinal reasons. That means that 11% of them failed due to lack of skill. It seems most of us have the hard skills in training down, but there’s a huge piece of the training puzzle missing here.
That turnover rate from the Leadership IQ study is probably what your average company could report as well. Employee recognition has been proven to increase motivation, productivity and workplace satisfaction. I don’t know about you, but those sound like factors that could make a difference in the way of attitudinal problems…
Start Recognition on Day One
Even before training starts, feedback and recognition should be a part of the everyday workplace life. The sooner a manager can get an employee performing at 100% productivity, the higher the return on their investment in that employee. This includes cost factors like sourcing, recruiting, onboarding and training.
Online career site Glassdoor conducted a study and revealed that more than 80% of employees said they are motivated to work harder when their boss shows appreciation for their work. This is compared to less than 40% who are motivated to work harder when their boss is demanding or the employee is fearful of losing their job.
We again see factors that can obviously be tied in with the employee’s attitude. Employees are 2 times more motivated by appreciation than by intimidation. Derek Irvine, VP of Global Strategy for Globoforce said:
“Even during this difficult economy, more people are voluntarily leaving jobs right now than people are being laid off. Employees are feeling disenfranchised and disengaged. People sustain an extra level of work pressure for a time, and then they’re voluntarily leaving jobs and out hunting and finding others. As you well know, it’s the top performers that, even during difficult times, still find alternative jobs.”
We’ve found hard evidence that recognition is strongly and positively connected with retention, but it is all too often doled out sparsely. A study presented by Work.com indicates that employees should be receiving some form of recognition on a weekly basis, but that study also showed that only 16% of companies are hitting this mark.
The candidate experience, onboarding and finally training set the tone for the rest of the worker’s time with the company. Employees don’t just get used to being ignored or under valued –they leave. When employees leave, they take with them the valuable resources that it took to attract, hire and train them. With such strong correlations between employee recognition and retention, how are rewards and recognitions programs not a solid part of every company training program?
To find out how you can incorporate employee recognition into your training, please contact us. We’re ready and waiting to connect with you via Twitter, Facebook or email. If you’d like to browse our resources and demos on your own, have at it!
We would also like to share with you our latest infographic, “7 Signs You Need Recruitment Software.”
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