A State of the American Workforce Study revealed that 70% of US workers don’t like their job. Few people will take a job that they know isn’t a match for them, so how is it that the percentage of unhappy workers is so high? While there are about 498 answers to that question, bad job ads are in part to blame.
The following are either what we call “no-duh” phrases, or highly overused buzzwords and fillers that you should never use in your job listings again. When crafting a job ad, always think about what you’re actually looking for in a candidate and stick with those specifics. Fluff, redundancies and common sense phrases are a waste of everyone’s time, and they do little in the way of qualifying candidates and finding matches that will lower that 70%.
“Communicates well with others”
Our first “no-duh” phrase! Unless you’re hiring for a tollbooth operator position, this person is going to have to possess either verbal and/or written communication skills. This is also called useless jargon. A 2012 Monster survey revealed that more than half of job seekers are turned off from applying for a job by jargon in the job advertisement.
Get to the root of the communication needs by letting the job seekers know who they will be working with and what levels of the team they will be on. For instance, if this person needs to be able to effectively communicate with warehouse workers and then relay information to higher-ups, that should be indicated.
Use Instead: “Must have the ability to effectively and comfortably communicate with team members in all levels of the organization.”
“Ability to multi-task”
Do you mean chew gum and answer phones at the same time? Again, give an example. This phrase does none of the following things: inform, attract or qualify. Each part of the job listing should accomplish at least one of those things.
Use Instead: “Multi-tasking is an integral part of the position. The right candidate will need to be able to accomplish clerical work, while answering the phone, greeting customers and staying on task.”
Not everything has to be (or can be) “Awesome!”
Workplace issues examiner, Gene Reynolds talks about how generic and ineffective job ads have become:
‘“Awesome’- is that the most over-used word in the English lexicon?” Reynolds says, “Once you filter out the specifics of the jobs themselves and just focus on the adjectives or phrases used to describe jobs, it’s amazing how homogenous this vast array of jobs sound in print.”
Awesome is in the eye of the beholder. Instead of stating that the job or perks are awesome, simply defined and let the job seeker figure out if it’s actually “awesome” or not. Or at least use another word, and not “dynamic”!
“Hate your job?”
Yup, that’s exactly what you want, a bunch of people who hate their jobs. In the same manner that recruiters and hiring managers can look for a history of engagement, they should certainly have their eye out for disengagement as well.
A Dale Carnegie study revealed that companies with engaged employees outperform those without by 202%. Disengaged at work? Join us! When we put it that way, it doesn’t quite make sense does it? Switch the hook to catch job seekers prone to engagement.
Use Instead: “Do you want to love your job?”
It’s worth stating again; each part of the job ad should inform, attract and/or qualify. Simply getting people in the door is how we end up with workplace dissatisfaction rates as high as they are. When recruiting practices are aimed at finding matches rather than bodies, the entire organization benefits through engagement, productivity and overall satisfaction in the workplace.
Want to weigh in on the bad job ad jargon conversation? Do you have some go-to phrases that help you qualify relevant candidates? Chime in on Twitter! We would also love if you left us a comment on our newest infographic, “7 Signs You Need a Recruitment System.”
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Whether we’re talking career sites, web sites, social shares or even job listings, incorporating visual features can take each step of the recruiting process farther. The power of visual is undeniable, yet many recruiters are leaving it out of their everyday candidate communications. This missed opportunity to grab clicks, shares and engagement has to stop, and here’s why…
- On Facebook’s top 10 brand pages, photos and videos drive the most engagement. Tweet this stat.
- On Facebook, videos are shared 12x more than links and text posts combined, and photos are liked 2x more than text updates. Tweet this stat.
- 42% of all Tumblr posts are photos. Tweet this stat.
- Over 100 million users are taking social action on YouTube every week. Tweet this stat.
- As of June 2012, Pinterest users follow more brands than users on Facebook and Twitter. Tweet this stat.
Social sharing isn’t just a job for your ATS. It is pretty rad that this software will post and update on your behalf, but there’s more to it. Every single social Facebook post should include a picture or video. I can sense the eye roll, but it’s not that hard. Use company/employee photos or videos. You can also use funny ecards or free photo services like photopin (that’s where this pic came from!).
If your recruiting efforts don’t currently include Pinterest and Instagram, they should! Did you see the stat about Pinterest users following more brands than users…? Yeah, you’re going to want to be one of those.
- The average attention span online in 2012 was 8 seconds. Tweet this stat.
- 90% of information transmitted to the brain is visual, and visuals are processed 60,000x faster in the brain than text. Tweet this stat.
- Viewers spend 100% more time on web pages with video on them. Tweet this stat.
- 85% of viewers are more likely to purchase a product after watching a video. Tweet this stat.
So the average attention span online is about 8 seconds; how long does it take visitors to find your career page? If it can be simplified in your application process, simplify it. The online window to engage a candidate is extremely small.
That tiny window is exactly why it is so very important to incorporate visuals everywhere. Want candidates to stay on your career page and poke around a bit? A short candidate, client or employee video will do just that. Employee of the month videos are an extremely effective way of conveying the company culture, while showing candidates that this is a company that values their employees.
Some recruiters have even taken to creating infographics in place of traditional job descriptions. Bite-sized, visual content will always attract and engage more effectively, and we’ve got the stats to prove it.
They say that a picture is worth a thousand words, and that couldn’t be more true. Visuals in the recruiting process allow companies to more effectively convey the company culture, build the employer brand and target their recruiting efforts. We can all talk about the company culture, but people want to see it in a picture. We can talk about happy employees, but candidates want to hear from them in a video.
Do you have crazy cool trick or go-to site when it comes to how you create your visual content? Are you looking for ways to incorporate visual into your recruiting process? We would love to start a dialogue with you about it on Twitter or Facebook!
Speaking of visual content, we have a pretty rad new infographic to share with you: “The 7 Ways to Tell if You Need a New Recruitment System.” Click it, love it, share it!
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A recent Dice survey reveals what tech talent wants the most from a recruiter besides a handsome salary offer. We were not surprised at all to find that the majority of those asked said that being frank about the company/culture is most important to them. How about putting those two together though? Some companies have found a way to make offers that reflect their stellar brand and culture to entice tech candidates.
This Los Angeles-based mobile-entertainment company let’s their tech candidates know right away exactly what kind of company they are. When their normal referral bonus of $5,000 wasn’t cutting it, they offered a special incentive. Each new employee or successful referrer received a briefcase bursting with flavor, culture, money and nonsense. To mention a few of the items: $11,000 wrapped in bacon, a tailor-made tuxedo, an oil painting of themselves, Sex Panther cologne and cigars. Oh, and a spear-gun.
It’s pretty obvious that Scopely isn’t just looking for great tech minds, they’re looking for folks who want to have fun, think outside the box and create together. We can’t all offer incentives like Scopley, but their creativity and gusto deserves some recognition.
This San Francisco-based vacation rental website company offers their new tech employees a $2,000 stipend to be used for travel. They want to encourage each hire to explore a new exotic place and discover local tourist stays and adventures. Even their conference rooms are decorated like their vacation rentals from around the globe.
They don’t just want employees who have read a handbook, they want employees who have been there and done it. They want adventurers who share a passion for traveling and discovery. This hiring perk speaks strongly to Airbnb’s exciting company culture.
This San Francisco-based (they seem to have all the good ones) salon-booking website offers their new tech recruits a separate budget for haircuts, shaves and massages. StyleSeat also offers their new employees a “Whiskey of the Month” membership, and they are of course invited to the regular team happy hours.
It makes complete sense. When an employee represents a salon-booking website, shouldn’t they look as polished as they can possibly be? This is a fantastic way to create brand ambassadors for this particular product, while attracting candidates.
Actually they are all treated like execs. It was reported in 2012 that full-time workers, regardless of level had their homes cleaned twice per month for free. Several other companies followed their lead with take-home dinners and on-call babysitting care.
CEO of Evernote, Phil Libin saw that the corporate lifestyle was built around the assumption that someone is at home taking care of things and running the household. That simply isn’t the case in the majority of US homes. Known for his innovations in modern corporate culture, Libin wants his employees and his company to thrive in a unique work-life balance.
So you probably can’t offer bacon wrapped cash or a cleaning service, but there are certainly ways that each company can incorporate their culture into their perks. No matter what type of culture or values a company has, there will always be a way to tie those into making employees feel valued and welcome.
Does your company offer something that no one else does? Do you want to talk about what incentives work and which ones fall flat? Tweet us and let’s chat!
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Considering a new recruitment system? That makes you and just about everyone else. Talent management analyst Josh Bersin projects that the $4.3 billion talent management market will grow by 11% or more this year. The landscape and everyday processes of recruiting have changed drastically, and recruitment systems have grown from being a luxury item, to becoming a complete necessity in recruiting and HR.
Are you over budget, left wondering where your relevant candidates can be found online, or just can't remember what color your desk is because you haven't seen it in months? These are among the common signs that you need recruitment software.
As applicant tracking systems become the standard in companies of all sizes, those organizations who haven't invested in such software or systems are experiencing the negative affects of falling behind their tech-toting competitors. Automation isn't just for the big boys anymore, and candidates can certainly tell the difference too.
250 -That's just one of the many important numbers you'll find in this infographic. It's the average number of resumes received for each corporate job listing. Recruiters have gotten great at attracting large numbers of candidates...now what?!
Find out if you need a recruitment system now. (Hint: You do)
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The median number of years that US, wage and salary workers stay at each job is around 4.6, as reported by the US Bureau of Labor and Statistics in 2012, giving them enough time to hop around as many as 10 times. Sourcing, recruiting, hiring, training and replacement costs could potentially come down to a loss for the company when new employees choose to hop on to the next gig in such a short amount of time. A recent study from the Center for American Progress found that for all jobs earning less than $50,000 per year, (which is about 40% of US jobs) the average cost of replacing an employee amounts to 20% of the person's annual salary.
1) Don’t Offer Dime-a-Dozen Jobs
Job hoppers are able and willing to hop from job to job because some organizations are making it way too appealing to do so. If an employee gets frustrated, disengaged or perhaps wants a change of pace, they will hop right on onto the next dime-a-dozen company, because they can.
Combat this by standing out. If you are part of an industry in which you are exactly like the rest, take a look around you and see what you can change. For instance, say you’re hiring in high volume for a call center. The annual turnover rate for these centers is at about 33%, and quit rates represent 60% of total turnover. This sounds like a prime “hopping” industry.
What few of them offer is costly, but the return on investment through lowered retention rates is well worth it. Call centers that pay a portion of the health insurance premiums for their employees have retention rates 10 times higher than those centers that don’t.
2) Solicit Constant Feedback
Job hoppers don’t leave their dream jobs at which they are fully engaged and fulfilled. They leave because they can and they aren’t happy. There’s not much muss and fuss, they’ll just go on to the next job. We have all left a job, and it most likely wasn’t because we hated the job, it was because we hated the boss.
This is a prime reason that companies need to do away with the outdated notion that yearly feedback or even quarterly reviews are enough. Soliciting constant feedback allows leaders to implement timely solutions. 46% of employees represented in a Cornerstone survey said that feeling appreciated by their employer is what motivates them to stay. Too many companies are not taking advantage of the free or cost effective ways to open up communication. Even something as simple as a Google+ Hangout, or professional social network like Yammer can be extremely helpful.
3) Focus on Hiring Internally
They’ve seen it a hundred times, and it’s exactly why they have one foot out the door. Workers will spend decades climbing up the corporate ladder, only to get there and realize the company has filled their dream job with an external hire. Millennials in particular have realized that tenure is out, and negotiating is in.
A recent Forbes article included interviews from several job hoppers. This is what one of them said,
“I’ve seen people spend ten years at a job only to continue being passed over for the newcomer from outside the company,” Kyle Flight says. “The rest of my generation saw it, too. So when we want to advance, we know that it’s going to take a hop and skip to a different company and job, with a better title and paycheck. We’re just trying to make it in the world.”
Combat this with strong succession planning. Open up new positions internally first. Make sure the company has access to the listings, and that they know they can talk to leadership about these possibilities. Very often the management team won’t know about all of the experience, skills or career interests of all of their employees. Have an open door policy when it comes to career planning.
4) Give Them Something to Learn
Continued training and cross-training is of huge value to each worker, as well as the organization. 32% of respondents from the same Cornerstone survey indicated that opportunities to develop skills are what motivate them to stay with an organization. Ongoing training creates a highly skilled and engaged worker; and who doesn’t need a whole bunch of those?
Each of these suggestions to combat the leaving of commitment-phobic job hoppers are actually things that strong organizations should be doing anyway. Standing out from the crowd by investing in employees, showing employees recognition and giving them the tools for career planning are all mutually beneficial tools to start using today.
Do you have some retention hacks to share? We’d love to hear them and connect with you on Twitter or Facebook.
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A trend in recruiting of non-employee referral programs is also called “Friend of the Firm” (FOF) referrals, as nick named by ERE contributor Dr. John Sullivan. Recruiters are really starting to get creative when it comes to broadening their reach in a more targeted way.
With the rise of social recruiting and job boards, many recruiters saw their number of applicants sky-rocketing, and realized that most of the time, quality is going to trump quantity. Bringing in dozens or hundreds of under-qualified applicants is an HR and recruiting nightmare. Furthermore, it is less than ideal for those candidates who actually are qualified but whose resumes end up in a black hole, or mistakenly weeded out by a wonky applicant tracking system.
The shift in recruiting lately has been to focus more on targeting recruiting efforts, and less about seeing how many applications each job listing can snag. That’s where this extension of traditional referral programs comes in.
Establishing Your Pool of Eligible Referrers.
It is best to include as many people as possible who have some sort of stake or loyalty to the company. People with a real connection to the organization are more likely to take making a referral more seriously, especially if they wish for their opinion to be valued in the future. Dr. Sullivan said:
“Although there is some variation, in my experience, you can expect the highest-quality referrals to come from these non-employee groups including board members, former employees, vendors, and family members.”
Establish Your Standard of Quality
In order for these programs to work, standard of quality has to be strongly established. Cleary educate your referrer pool on the standards or caliber of referral you are seeking. Don’t just assume that because they are a FOF that they fully understand and appreciate the company culture. Relaying the standards and features of a cultural fit can cut down on the instance of irrelevant referrals. Be clear that quality is far more important than quantity. This will ensure that they aren’t sending too many referrals in, too often, and diluting their own credibility.
Dr. Sullivan also recommends asking the referrer to personally vet the candidate, and be able to stand by their referral. Sullivan said:
“FOF referrals can be improved dramatically if you require the referring individual to describe and attest to the superiority of: 1) the work of the individual; 2) their skills; 3) their fit with the company; and 4) that they have sold the individual to the point where they are already willing to accept an interview.”
Give Them a Reason to Refer
At this point, the FOF has done a great deal of the recruiter’s job and has potentially found a match for the organization. --What’s in it for them? Rewards should be part of this program. Companies can get 10-30x more referrer engagement from non-employees when a reward is offered. Not to mention, it’s just good form to show value for the favor of a good referral. Showing the referrer appreciation will also encourage them to keep sending those relevant referrals your way.
Here’s an interesting little social media fact: 92% of Facebook users are connected by only 4 degrees. Expanding your referral reach just a little can make a pretty big impact on your talent pipeline. We are all already so interconnected, sometimes it takes a little reach to get talented candidates engaged.
Do you have a FOF referral program, or you’re thinking about implementing one? Tell us about it! What rewards do you suggest? Did we miss a group to be added to the FOF pool? Tweet us and let us know what you’re doing.
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It’s not often that we brag, but when we can work in a way to address common HR software issues at the same time, we’ll do it. A great way to find out if a particular software vendor is a good fit for you, is to figure out what your main concerns and issues are first. Next, you can visit cases studies or testimonials and see if others have had success in solving those issues. Here are three common HR software issues that we’ve got covered.
Lack of Technical Support
It doesn’t matter how straightforward or user-friendly new software is, questions and technical issues will arise. Many of the customers who turn to us, saw the need for HR software, so they went out and got it. A lot of vendors can offer the same helpful features like search ability or automated function, but what they won’t offer is complete support. Many of our current customers turned to us because of the support we offer. We use touch base calls for all of our clients to ensure that all their questions are answered before that lack of knowledge causes a snag in their processes.
Here’s how it works; a representative will call the customer and ask for a time to schedule a touch base call. This pro-active tech support allows the user to collect questions and feedback from their team and work with a tech support representative at a time that is convenient for them. Here’s what one of our users, a city government client said,
“I just want to say that I LOVE the touch base calls. When I got the call scheduling it, I thought: that is exactly what I need. I use and have always appreciated the technical support. But, there are those pesky questions that come up that you don't want to bother technical support with and those add up. It was great to have a chance to ask some of those. Having this opportunity definitely increases my user satisfaction, so if that's your goal...accomplished!”
It’s Great, but How Do I Use It?
Many vendors with flashy expo booths or great salespeople do have genuinely good products, but training isn’t part of the package, and ongoing training certainly isn’t. What good is a Ferrari if you don’t know how to drive a stick? Lack of, or improper training can have big effects on productivity and more importantly, how the new technology is received. If no one knows how to use it, no one is going to want to use it. That means a whole lot of wasted money and time. The training and support have to be as good as the product. Here’s what one of our clients in consulting said,
“Cyber Recruiter is one of the finest software packages that I have ever experienced in business. The customer service and training by Visibility Software staff is equally outstanding.”
Going further, Visibility Software now offers every client their own dedicated, free HRIS expert. Each client gets their very own pilot of their cloud. Now when you need to configure your system to exactly your specifications, it won’t take time away from your busy schedule. This additional support makes it possible for recruiters to stop worrying about technical issues, and start recruiting.
Can I Speak to a Human…Please!?
What a lot of HR software companies don’t get, when setting up their technical support, is that their customers aren’t software people, they’re recruiting and HR people. A knowledge library, or self-help portal are just not going to cut it sometimes. Especially when dealing with technology, it can be extremely helpful to talk to a real human who can guide you through the learning and discovery process step-by-step. One city government client wrote us to show her appreciation,
“I have had the good fortune of having Kelle Bickel handle some of my technical support calls and I just had the chance to have the touch base call with her. She has been consistently wonderful to work with. She is friendly, clear, concise and patient. I get the sense that she truly cares about helping me get my job done and use the system the way it was designed.”
Choosing the right software for the specific needs of the organization goes far beyond price and features; support and training will define the success of the software. Initial tech support will only take a team so far. Continued training, updates and round the clock support are a vital part of any software. For more information on choosing the right talent management or training software check out our resources page; we’ve got comparison tools, a blog and whitepapers to help with you software questions.
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When you’ve got key talent joining your organization, there are steps you can take to ensure that they experience a smooth transition. Peyton Manning has the intrinsic ability to join a new team, become a part of it and lead. While he’s not the coach, he acts as the backbone of the team and delivers (excluding Super Bowl 2014, we aren’t even going to talk about that) on whatever turf he’s on.
The world is not full of Peyton Mannings. He is the exception, not the rule. Superstar talent often has a hard time transitioning. Recruiters and hiring managers must always work with these new employees to ensure engagement, retention and immediate productivity. Since 22% of turnovers occur within the first 45 days on the job, it is important to create an employee/organization bond from the start.
Prep the team.
It can be tougher when a star player joins the team a little later on in the game. The other teammates can be left feeling like the new employee skipped a few spots and went straight to team captain. Very often, leaders work their way up in a company; they’ve created bonds and established their credibility already. When a Manning joins the team, it is important that everyone is on board, and there is a thoughtful process in place to make this a smooth transition for everyone.
Excitement is just as contagious as negativity. People are generally not comfortable with change, so it is best to frame this transition with excitement. This sets the tone for a positive greeting. When the entire team is excited about a new addition, cohesion is far more likely to happen faster, and bonds in the workplace are vital. 18% of survey respondents said that making friends is one of their top concerns when switching jobs.
Give them a playbook.
Sure, they’re great at what they do, but they may not have dealt with the same tools, processes and certainly not the same people. If there isn’t a formal onboarding process in place, create one. Companies who don’t have onboarding plans or programs have a 50% failure rate in retaining talent. The hire up the ladder you go, the more costly that failure rate becomes. The new guy should know from day one what is expected of them and what they can expect from their team.
Easing a new employee into productivity doesn’t do anyone any favors. They don’t want to sit at a desk wondering when the work is going to start, and their team certainly doesn’t want that either. If the first day is designated time for them to read the employee handbook, your onboarding process sucks. Have actionable items on the agenda from day one. Even if it is just taking them around, introducing them and briefing them on their first task.
Offer ongoing training as well as cross-training.
No one has ever referred to a stagnant worker whose skills never evolve as “Superstar Talent”. The kind of employees who drive success are the kind who take pride in learning new skills and improving upon their existing talents. A Paycom infographic states that 41% of of employees at companies with inadequate training programs plan to leave within the first year.
Obviously, initial training will be needed to get the new recruit up and running, but ongoing training keeps them stimulated, growing and engaged. Learning management systems help with all facets of training, from the onboarding process, to continued learning.
Encouraging your higher-ups to cross-train creates a stimulating work environment. They are able to break out of their traditional roles and feel free to discover different parts of the organization.
Value your players by offering a chance for growth.
They came from somewhere right? Most likely somewhere they weren’t happy, and decided to take their talents to you. A leading factor in turnover is lack of upward mobility or career planning. Especially when we’re talking about key players, they need to feel as though they not only have a place in the company’s future, but a better place in that future. Furthermore, you will never get the extra mile out of an employee who has no incentive to give it. When you want to keep employees around and happy, they must be given an attainable goal to work towards.
Know when to bench them.
It’s tough when a company fully embraces a new player in the team and invests so much of their resources, only to find out that it isn’t going to work. Don’t let a new employees’ prestige or reputation do all the talking. If they aren’t delivering, be sure to know when to cut your losses.
Welcoming a new player to the team should always be an exciting time, complete with the proper preparation. However, the higher caliber the employee, the more work should be put into their successful transfer. The costs associated with hiring top talent should be safeguarded with a proper welcome to the team.
We all learn differently, but it wasn’t until the 1970s that experts and educators really started to delve into the science of different learning types. Depending on your perspective, that’s pretty recent, and that means that many of the more traditional, one-size fits all, training programs are still in place today.
While the benefits of tailoring teaching and training to specific learning styles have not yet been proven, providing students with different ways to learn has been shown to increase the retention of content. Incorporating all of these training tips will ensure that you reach everyone optimally.
Visual: These learners are readers and observers. They benefit in training from charts, graphs, pictures, diagrams, film and writing directions. The visual learner will often visualize concepts as they are learning them. They also rely strongly on to-do or check lists when getting work done. They will especially retain information when they are able to see demonstrations of the content.
How to Train a Visual Learner:
- Any time you present them with content, make sure that it comes with a written supplement. For instance, conferences or meetings should always have a bulleted agenda to follow along with (graphs and charts are a bonus).
- When giving assignments, simply asking or telling isn’t enough. Whatever communication tools you use in your office, make sure that the task is written or typed somewhere for them to actually see the request.
- Whenever possible, demonstrate how to use the information being presented.
- When presenting or training, if you see your audience mentally checking out, ask them to visualize whatever process or information you are discussing.
Auditory: Obviously this learner retains information that they hear best. Much like visual learners have trouble with strictly auditory learning, auditory learners find it hard to learn from or understand written instructions. The auditory learner benefits from repeating what they’ve heard; it is a retention mechanism for them. Surprisingly enough, auditory learners are known for their need for background noise. They are also quite receptive when it comes to reading tones, inflection and mood in the voice.
How to Train the Auditory Learner:
- Anytime there is reading material in the training program, go over the material with them.
- Ask the learner to repeat back to the trainer what they’ve just learned, either out loud or in their notes.
- Give the group the option to have music in the background. This will help auditory learners and it will liven up the training session.
- The presenter must be genuine and excited about the material. The auditory learner will pick up on it if they aren’t.
Kinesthetic: These are the hands on learners. They learn best by incorporating the physical and mental actions associated with the material. This considerably smaller group of learners are considered the “do-ers”. Like the other styles of learners, they have can have trouble learning in any other way than their particular style. They love to move around; action or movement seems to turn their brain on. In fact, kinesthetic learners' short- and long-term memories are strengthened by their use of movement. This group also benefits from background noise when learning.
How to Train the Kinesthetic Learner:
- Whenever possible, have the tools or objects that they will need to implement the training information present during the training session.
- Have soft music in the background.
- Turn off the fasten seatbelt sign and encourage participation.
- Frequent, small breaks keep their brains revved up.
Whichever type of learners you are training, each style provides great tips that will increase retention of information for everyone. These training techniques will ensure a lively, interactive and all-encompassing training program. Dynamic training is how to reach them all!
Do you have any insights for leaders training a diverse team of learners? Questions? Tweet us any old time at @VisSoft.
Earlier this month we got into the issues surrounding tech worker recruitment. In “Tech Workers: The Ball is in Their Court”, we discovered the disconnect between the leverage that tech workers now have because of their demand, and hiring managers’ lack of recognition of that leverage. Staying on top of industry changes is a challenging part of recruiting. Here is what some recruiting pros are talking about in the world of recruiting tech workers.
“Competing for tech talent never gets easier, nor is it a perfect mathematical equation,” Carroll says. “Instead it’s about understanding your market, knowing what your current and prospective employees are looking for, and doing your best to create the environment that attracts the right workers to your company.”
-Stacey Carroll, Principal Consultant at Payscale @HRStacey
“The best technologists don’t define themselves by programming languages (e.g., Java engineer). Instead, they are phenomenal problem solvers, who will use the right tool for the job.”
-John Vlastelica, Managing Director for Recruiting ToolBox @Vlastelica
“In addition to knowing where and how to find “best fit” candidates, best-practice organizations also know what kind of recruiting and employment experience will attract these technical professionals. And, they tailor their recruiting accordingly. For example, best-practice organizations craft and communicate employment brands that they believe will be uniquely appealing to technical workers and that convey the unique employment experiences that their companies offer.”
-Elissa Tucker, SPHR, Human Capital Management Knowledge Specialist, APQC @ElisssaTucker
“Sponsor workshops at universities where you can hold the attention of the students instead of competing for their attention with other employers as you would in a career fair.”
-Jawid Elyacy, Information Architect for U.S. Bank @Jelyacy
“Employers may need to adjust their hiring models. Companies see two types of tech workers -- those who want only to work under a longevity model and those who want to work only under a contract model. Local employers need to ask themselves, and decide, if they are willing to adjust hiring models to accommodate.”
-Jennifer Sheets, CEO of MasterStaff @JenniferSheets4
-Ben Sian, HRIS at AutoTrader @BenSianHR
“Provide an opportunity to solve cutting edge technical challenges, with other exceptional technologists.”
-Brad Hoover, CEO of Grammarly @Brad_Hoover
"They are history's first 'always connected' generation. Steeped in digital technology and social media, they treat their multi-tasking, hand-held gadgets almost like a body part -- for better and worse."
-Scot Melland, CEO of Dice.com
We’ve got everything here from a tailored branding initiative, to training recruiters on the basics of tech. The recruitment and retention of tech workers isn’t going to get easier any time soon. The shortage has been projected to continue, and new recruiting tactics will be vital.
Perhaps you’re a shortage nay-sayer. Many recruiters aren’t reporting the same issues with hiring tech workers. This could be attributed to their ability to offer industry standard pay, location or any number of reasons. Regardless, these tech recruiting quotes can help recruiters on either side of that fence.
Where do you stand on the issue of the “talent shortage”? Are you finding it hard to recruit STEM workers? Click the link and let us know what you think on Twitter…Is the #talentshortage fact or fiction?