The tech industry is booming, but DE&I falling short remains a problem. Black and Hispanic workers remain underrepresented in STEM professions, while women are particularly underrepresented in engineering and computer science. Despite the proven benefits, many companies struggle to foster a culture of diversity, equity, and inclusion.

CodeSignal‘s eBook, “Building Diversity: A Recruiter’s Guide to Improving DE&I Outcomes in Tech Companies,” provides valuable insights into how to create a more diverse and inclusive tech workforce. From understanding tech hiring channels to conducting effective technical assessments, their guide covers everything you need to know to make a positive change in your organization.

A Look Inside

• How to Advance DE&I in Tech Recruiting: Creating a culture of equity and inclusion starts with understanding the challenges that diverse candidates face in the tech industry. Our eBook provides tips on how to create a more inclusive hiring process and improve diversity outcomes.
• Understanding Tech Hiring Channels: Tech hiring channels can present a significant barrier to diversity. Our eBook covers the different hiring channels and provides tips on how to overcome common impediments to diversity.
• Tech Sourcing: Impediments to Overcome: Sourcing diverse tech candidates requires a different approach. Our eBook provides practical tips for sourcing candidates from diverse backgrounds and creating a more diverse candidate pool.
• Assessments: A Stepping Stone: Technical assessments can be a powerful tool for identifying top talent and improving diversity outcomes. Our eBook provides tips on how to create effective technical assessments that take into account diverse backgrounds and experiences.
• Conducting Effective Technical Assessments: Assessments are only effective if they are conducted correctly. Our eBook provides guidance on how to conduct effective technical assessments that accurately evaluate candidates’ skills and potential.
• Moving Forward: How to Create a Replicable Process for Success: Creating a more diverse and inclusive tech workforce requires a long-term commitment. Our eBook provides tips on how to create a replicable process for success and ensure that diversity remains a priority in the years to come.

“Building Diversity: A Recruiter’s Guide to Improving DE&I Outcomes in Tech Companies,” will help you gain valuable insights into how to create a more diverse and inclusive tech workforce.

Ready to make a positive change in your organization? Grab the guide, and let us know what you think.

The post Building Diversity: A Recruiter’s Guide to Improving DE&I Outcomes in Tech Companies appeared first on RecruitingDaily.

As demand for tech talent increases, recruiters and hiring managers need to find new ways to stand out and attract qualified candidates. CodeSignal’s comprehensive eBook provides an in-depth look at the fundamentals of incorporating technical assessments into your hiring process, from moving toward skill-based hiring to choosing the right assessment tool.

What’s Inside?

• Reimagining Your Tech Hiring Strategy: The first step to improving your tech hiring strategy is to reimagine the way you approach hiring. Our eBook provides valuable insights into what it takes to succeed in today’s competitive job market and attract top talent.
• Moving Towards Skill-Based Hiring: Traditional hiring practices often focus on education and experience, but in the tech industry, skills are what matter most. Our eBook shows you how to identify and assess the skills that are critical for success in your tech roles.
• Adopting Technical Assessments to Hire Better Tech Talent: Technical assessments are a valuable tool for identifying top tech talent and streamlining the hiring process. Our eBook provides an overview of how technical assessments work and how to incorporate them into your hiring strategy.
• Choosing the Right Tech Assessment Tool: Not all assessment tools are created equal. Our eBook helps you understand the differences between various assessment tools and how to choose the right one for your organization’s needs.
• Nurturing Candidate Relationships: A successful hiring process doesn’t end with making an offer. Our eBook provides tips for building and nurturing candidate relationships to improve your employer brand and attract top talent in the future.

Gain the knowledge and tools you need to take your tech recruiting efforts to the next level. Download the guide and let us know what you think!

The post A Complete Guide to Conducting Technical Screening & Assessments appeared first on RecruitingDaily.

Finding top tech talent is tough.

This eBook from CodeSignal provides insights from experts in the field, covering everything you need to know to create a successful tech recruiting strategy.

From the basics of understanding the industry to preparing for scale, this comprehensive guide will help you attract the best tech talent and stay competitive.

What’s Inside

• Bringing Skills-based Recruitment to Life: Discover the importance of skills-based recruitment and how it can help you identify the best candidates for your tech roles.
• How Recruiting for Tech is Different: Understand the unique challenges of recruiting for the tech industry, including the need for niche skills and the importance of cultural fit.
• Market Trends in Tech Recruiting: Stay up-to-date with the latest trends in tech recruiting, including the rise of remote work and the use of AI and automation.
• Key Talent Goals For Tech Companies And How To Achieve Those: Learn how to prioritize talent acquisition, retention, and development, and discover the strategies that successful tech companies use to achieve these goals.
• Preparing for Scale: As your company grows, you’ll need to scale your recruitment efforts. Our eBook covers the best practices for preparing for this growth and creating a scalable recruitment process.
• Benchmarking and Measuring What Matters: Find out how to measure the success of your recruitment strategy using key metrics like time-to-hire, quality-of-hire, and cost-per-hire.
• Aligning People, Processes, and Technology: Discover how to align people, processes, and technology to create a successful tech recruiting strategy. Our eBook provides practical tips for training and empowering recruiters, streamlining recruitment processes, and utilizing technology to improve efficiency and accuracy.

Gain the knowledge and tools you need to attract top tech talent and stay competitive in the ever-changing tech industry.

Download your copy today and start building your winning tech recruiting strategy!

The post Succeeding With Technical Recruiting: The Beginner’s Guide appeared first on RecruitingDaily.

The Oxford Dictionary defines soft skills as “personal attributes that enable someone to interact effectively and harmoniously with other people.” In other words, how we do things like problem solve, communicate, resolve conflict, and perform in leadership roles.

What’s The Problem?

Soft skills sound pretty sweet…because they are.

The issue we face is that nobody puts “killer soft skills” on their resume. Determining whether or not James in accounting is going to spit in Joan’s coffee if she gives him the side-eye is almost impossible.

Needless to say, it can be incredibly tough to identify the difference between a candidate with mediocre soft skills and one with a gleaming set.

It’s our job to figure that out.

The art of soft-skills recruiting takes some time and effort to lock down, but with a little guidance and effort, you can see past the resume and get a better understanding of your candidate’s social repertoire.

The Solution

In this session, Larry Anderson, Talent Acquisition Manager at Slalom, teaches you all about the nuances of soft skills recruiting.

Larry’s goal is to help you get to the root of identifying these skills in your interviews. But this isn’t just for an army of one; he’ll also show you how to pass this knowledge to your team so you can all spot the candidates that check every box.

Highlights of the show:

• Qualifying questions you can ask to shed some light on their soft skills. 
• Breaking down elements of a “good” answer from candidates.
• Techniques you can share with your full interview team.

Who knows, you might even end up learning something about your own communication failures (just kidding, you’re perfect).

The post Soft Skills Recruiting 101 appeared first on RecruitingDaily.

Are you still reeling from unprecedented recruitment and retention challenges only to be confronted by an economic downturn?

HR will play a vital role in managing this, but the dilemma caused by also simultaneously having to fill a plethora of open positions, as well as retain the folks we need, creates exasperating contradictions.

That’s the Question

How do you deal with a short-term economic issue without sacrificing a coherent strategy to deal with long-term labor shortages?

Listen in as JD “Xpert” Don Berman and RecruitingDaily’s William Tincup discuss the role HR will play in leading organizations through the predicted economic downturn, and how job description technology can be used effectively to consolidate, recruit, and retain.

In this webinar, attendees will learn:

• What economists are predicting for 2023 and beyond.
• The vital role HR will play in navigating organizations through the slump with an eye on long-term labor challenges.
• Four ways HR can help businesses adapt to the changing employee/employer dynamics and refine processes while balancing your labor cost against your most critical asset – people.
• How job descriptions can be used as a foundation for strategic recruitment and retention.
• Why managing job descriptions in a more impactful way can help keep organizations flexible during changing work, social, and economic environments.

How About Both?

Register to tackle one of the many, very important pieces of the recruitment/retention puzzle as it stands today. Gaping holes in your workforce is beyond intimidating, but adequate management of your job description process will not only help fill those gaps – it’ll keep them full without sacrificing your goals as an organization.

The post Recruiting and Retaining Talent Through Economic Uncertainty appeared first on RecruitingDaily.

Veris Insights is a recruiting intelligence and analytics firm. They work with heads of university recruiting, university relations and talent acquisition leaders to attract, engage and recruit top talent.

Some Conversation Highlights:

There’s so many legalities with recruiting and I think that sometimes can be where the hesitation comes in of what if we integrate a new technology and it backfires. It doesn’t work. It hurts our diversity, bias creeps in things like that. And so I think really doing the due diligence on the front end could be important before integrating. But the second thing we’ve been hearing a lot about recently, and it’s probably because of how competitive the data scientist market is right now. There are so many vendors that exist. And so how do you cut through the noise to know which vendors, which tech platforms are actually going to be useful for our process?

So we’ve definitely heard from leaders. And as a best practice to ask some of those questions when you are evaluating vendors about, is this actually going to make the work easier for my recruiters? And it makes sense the question to ask. But it also is one that is not often asked. So I think that is definitely a consideration.

The post Veris Insights – Is It Easier To Hire A Data Scientist Than A Corporate Recruiter With Hannah Moore And Syeda Younus appeared first on RecruitingDaily.

According to Legion Technologies’ 2022 State of the Hourly Workforce Report, employers showed an Employee Net Promoter Score, which determines loyalty and satisfaction on a -100 to 100 scale, of -7 among hourly workers.

The report from Legion, which provides a workforce management platform, found that 57.6% of hourly employees have no plans to leave their positions in the next 12 months. However, 75% of those who do plan to look for a job immediately or within the next year are younger employees (aged 18-24) who make up one of the fastest growing segments of the 73.3 million hourly workers and managers across the country.

Hourly workers want their companies to offer more flexible schedules and autonomy, with 85% of them saying it’s important to have control of their schedule. This preference is most prominent among the younger generations entering the workforce. Meantime, hourly workers aged 18-24 are five times more likely to have a primary job and a side gig job than older age groups because they don’t have enough money to cover food and the cost of rent.

What Hourly Workers Want

Besides pay, greater recognition and rewards are the incentives most likely to persuade hourly employees to leave an existing position and take a new job (58.3%), followed by the flexibility to pick up extra shifts and swap shifts (56.3%). Managers, specifically, agree with the latter: besides pay, 63% of managers find control and input into work schedules as the greatest incentive for prospective employees they interview, followed by greater transparency into shift assignments and hours given (52.4%).

“To attract and retain hourly employees, employers must invest in workforce incentives and technologies that offer schedule flexibility and control, as well as improve communication and strengthen financial health by providing instant access to earned wages,” said Legion CEO Sanish Mondkar. “Employers risk losing top talent to companies that show their hourly employees they are valued by providing them with the benefits they want and need.”

More findings from the hourly workers include:

• Hourly employees value pay autonomy, with nearly 75% saying they’d be most motivated to pick up extra shifts by being paid a premium.
• Some 64% of females who hold more than one job do so because they don’t make enough money to cover rent and food, compared to 49.2% of males
• More than 80% of 18-24 year-olds said it would be important to very important to get paid early if they needed the money versus nearly 39% of respondents ages 55-64

Key manager findings include:

• About 42% of managers said managing call-outs and no-shows takes the most time and effort, a 7% increase from last year’s findings.
• Other than pay, 39% of managers believe their employer could improve their experience by providing tools that make it easier to communicate with their team.
• Managers overwhelmingly agree (84%) that efficiency and productivity would improve if they were able to communicate with employees through the same app that they use to view their schedules.

“If companies expect to improve employee attrition in today’s increasingly uncertain economic climate, they need to stop overlooking the hourly manager and employee experience to ensure recent gains are not lost,” said Mondkar.

The post ‘Great Resignation’ Slowing, But Hourly Employees Remain Unhappy appeared first on RecruitingDaily.

Okay, let’s try that again. Work-related, what’s keeping you up at night?

That’s better.

Three industry leaders, Tariq Meyers Co-Founder and Co-CEO at Untapped, Steven O’Brien, Strategic Talent Acquisition, Clinical Research at Syneos Health, and William Tincup, President at Recruiting Daily, collaboratively examine the market from their perspectives—and unravel how you may be caught off guard.

The post You’re About to Be Caught Off Guard appeared first on RecruitingDaily.

But studies suggest that company leadership goes a long way toward defining a work culture, and many managers aren’t properly trained to be leaders. Businesses that are struggling to keep talent, operate efficiently or hit goals need to know when to make changes in the leadership team and act swiftly, says Eric Harkins, ForbesBooks author of Great Leaders Make Sure Monday Morning Doesn’t Suck: How To Get, Keep & Grow Talent.

“It’s all about the leaders you allow in your company because a bad leader will never create a good culture,” Harkins says. “A fish rots from the head. It always starts at the top.

“Every company should be focused on building a cool place with cool projects and cool people. Leaders should have two main goals: creating a culture high performers want to be a part of and making sure Monday morning doesn’t suck. Those mornings are miserable when you have employees who are not engaged and not capable of doing the jobs they are in, and that culture is often a direct reflection of poor leadership.”

Harkins says high-ranking company leaders should do these things to build and sustain a strong culture:

Hire Slow and Fire Fast

“Address the one consistently poor-performing employee or risk losing the other nine good performers,” Harkins says. “Create a culture that high performers want to be a part of. Imagine if every employee you had was high-potential and a strong performer. Monday morning would be a lot of fun. Why do we let ourselves settle for anything less than that and keep dragging along the incompetent and unengaged employees?”

Honestly Assess Your Company’s Leaders

Harkins says some of the hardest work involves having an honest conversation about which company leaders can help build the desired culture and which ones can’t. “It’s gut-wrenching at times,” he says. “It’s hard because you have to be decisive and make the tough call on talent. Knowing how to move on with the right people and change the bad leaders is something a lot of companies never do.”

Create a List of Expectations

Harkins calls this list LEAD – leadership expectations and development. He says it’s a guide for managers and other company leaders to know what is expected of them every day, and it includes these requirements:

• • Bring energy and enthusiasm to work every day
  • Build relationships at all levels of the organization
  • Support the direction of the company – no hidden agendas
  • Be decisive – make the tough call when it needs to be made
  • Manage the performance of your teams
  • Consistently deliver results
  • Help the company grow by developing people

“When you implement a tool like LEAD, it becomes a game-changer,” Harkins says. “You’ll have clarity on who your good leaders are and confirm which ones aren’t helping you create the culture you want.”

Communicate With Directness

When leaders lay out a consistent set of expectations, Harkins says, it makes their performance-related conversations with employees or managers underneath them easy. “Take a minute and think about someone on your team who isn’t performing at the level you’d like them to,” Harkins says. “It’s not personal; it’s based on expectations. Pretty simple. But some leaders avoid having these conversations. Leaders need to be able to deal directly in this way because their high performers deserve that from them.”

“Ask someone in your company if they think it’s a cool place, with cool projects and cool people,” Harkins says. “If they say yes, congratulations. If they say no, maybe you can get some great feedback and be the driving force for change – that is, only if you’re really willing to sign up for what being a strong leader really means.”

The post Do You Dread Mondays? Chances Are It’s Your Leader’s Fault appeared first on RecruitingDaily.

Hiring isn’t easy in today’s tight labor market. To stand out, TA teams must embrace a candidate-first approach driven by experience. 

To help you get started, Phenom created the essential TA toolkit to improve personalization and engagement at every moment in a candidate’s journey. 

In this TA toolkit, you’ll find: 

• Candidate Journey Template: Personalize the candidate experience by mapping out every touchpoint and identifying how to enhance those interactions. 
• Candidate Persona Template: Bring clarity to your ideal candidate to better attract and engage best-fit talent. 
• 7 Must-Have Email Templates for Recruiters: Send more meaningful emails to candidates, overcome writer’s block, and boost efficiency.  

The post The Essential Talent Acquisition Toolkit appeared first on RecruitingDaily.

Candidates dropping out of the hiring process is a perennial source of anxiety for almost any hiring team. Especially now, as businesses struggle to find quality candidates amidst a workforce shortage, applicant dropout is a significant concern for most organizations.

HR practitioners assume applicant dropout is caused by the process being too long and tedious, but that likely isn’t the case. Like almost any other aspect of hiring, applicant dropout can be systematically identified, analyzed and understood.

This white paper provided by Modern Hire features peer-reviewed research on dropout behavior and examines multiple facets of the issue.

What You’ll Find Inside

• How to define completion rates.
• Assumptions about why candidates drop out.
• The real reasons candidates drop out.
• Why hiring teams can relax knowing some dropout is good dropout.

*Modern Hire scientists undertook an investigation into this issue several years ago after discovering a lack of scholarly research on the topic. Their goal was to help clients better understand and address it. These findings have been published in the “Journal of Applied Psychology, the International Journal of Selection and Assessment,” and as a symposium at an annual conference of the Society for Industrial and Organizational Psychology (SIOP).

The post Applicant Dropout: Completion Rate Drivers and Consequences appeared first on RecruitingDaily.

Charlie is president of enterprise business for US, Europe and Canada at Emeritus. He is a commercial and operational executive with a demonstrated record for building successful teams throughout education and financial technology, information services and B2B software and services.

Emeritus was founded in 2015 with a mission to create quality, affordable and accessible online learning experiences that allow individuals to learn skill sets to help boost their careers. They work with over 50 universities globally, offering short courses, degree programs, professional certificates and even senior executive programs. To date, Emeritus has helped over 250,000 people in more than 80 countries.

Each year, Emeritus conducts a Global Career Impact Survey. In turn, they analyze the impact of professional learning on individuals who participated in Emeritus’ small private online courses.

Questions we ask today: Did COVID-19 impact the effectiveness of online courses or student success? Do organizations use benefits like online courses as a branding strategy? What drives the desire to upskill in technology?

This is a great conversation with a lot to offer, so please listen in! Let us know what you think in the comments.

Listening Time: 31 minutes

Enjoy the podcast?

Thanks for tuning in to this episode of The RecruitingDaily Podcast with William Tincup. Of course, comments are always welcome. Be sure to subscribe through your favorite platform.

The post Emeritus: 2021 Global Career Impact Survey Results And Findings With Charlie Schilling appeared first on RecruitingDaily.

Departments responsible for employee engagement and retention are managing an especially difficult environment, in which more than half of their employees have openly disengaged. 

This would put a crimp in anyone’s trip to the metaphorical blackjack table this week. In reality, the Great Resignation presents a serious existential challenge to HR.

In contrast, HRTech offers an excellent opportunity for Human Resources to reset the agenda for the remainder of this year and into 2022. Perhaps our radically shifting workforce is simply a result of the prominent challenges facing HR departments. COVID threw us all for a loop, and most of HR has been at the center of trying to keep businesses functioning.

This all begs the question: Can more holistic benefits stem the tide of employee disengagement and stop the Great Resignation?

Putting It in Perspective

It’s helpful here to paraphrase NBA coach and general manager Pat Riley, who won championships with the LA Lakers and Miami Heat, and overachieved with the New York Knicks. He was referencing the importance of preparation. For our purposes, let’s say that “innovating around benefits may not keep your employees during this period, but without them, you don’t stand a chance.”

Riley, even when paraphrased, is spot on. This vast stagnation will only perpetuate the Great Resignation. But first, let’s take an honest look at how we got here, because it provides some clues to the future.

At this time in 2019, COVID wasn’t even a rumor. The Conference Board reported that job satisfaction was at its highest level in two decades — 54%. However, the reasons people liked their jobs were fascinating: 60% said it was because of the commute, and 60% said it was because of the people.

Just six months later, one of those would be erased, and the other would be relegated to computer screens. 

Here’s What Happened

In 2020, job satisfaction went up to 56.9%, because in the presence of crisis and the absence of people, benefits became the most important job reward. They enhanced the lifeline between employee and employer. In some ways, they became the salvation between a team member and mental, physical and financial health.

Now the world finds itself in the precarious position of psychologically moving past the pandemic, even though it is still lurking in some regions and is still as lethal as ever in others. The areas that have moved on are the business centers: major cities — outside of the American South — that perpetuated high vaccination rates and low infection rates. It’s no surprise that resignation rates are high there, as well.

So back to the question at hand: Can benefits stop the Great Resignation? We believe they can. With that said, we can’t continue to push the same old benefits packages.

The Great Resignation has been arguably caused by the most sweeping societal and business disruption since World War II. HR must respond in kind. Your employees’ work lives and personal lives have been changed dramatically.

We gather that the following three actions will provide a good platform to produce the bold actions necessary to make benefits a more positive retention factor.

Quantify The Potential Problem

Take a data-driven approach to the problem. The national job departure average is 55%. That doesn’t mean your employees are looking to walk out the door, but you should act as if they are. Be honest. Act like you have a retention crisis and identify at-risk employees. Are they taking a lot of personal days? More active on LinkedIn? These behaviors would indicate a level of dissatisfaction with their current job. Maybe HR could form a cohort to study and match with benefit package upgrades, such as spot bonuses.

Also, understand that the past year has accelerated some logical trends. According to the Harvard Business Review, resignations have been driven by employees who are in the middle of their careers. That could possibly be because they’re easier to train in a remote environment, whereas new hires need to hit the ground running. HBR also found that withdrawals are higher in the tech and healthcare fields, where burnout has been the most intense over the past 18 months.

Expand and Customize

A lot of benefits packages give lip service to “the whole you” or “a holistic approach to benefits.” It’s time to walk the walk.

The pandemic has shown intimate detail about every employee and their needs, as well as their family when relevant. Post-pandemic benefits plans should capitalize on this. Remember: “Disruption” is the operative word.

If data shows that 36% of your workforce has accessed mental health benefits during the pandemic, consult with professionals as to how those benefits should be upgraded for those who are continuing with counseling.

Likewise, earned wage benefits are more critical for employees at the lower end of the salary spectrum or for those with larger households. Provide dashboards to help them do the math and build financial management plans. 

Get Your Team Together

Post-pandemic perks are not an HR problem — they are a cross-departmental opportunity. HR and Payroll can provide spot bonus programs, automatic savings programs, earned wage access, on-demand pay and other features that turn payroll into an experience over a transaction.

HR and the C-suite can transform the old school town hall into a more interactive practice with an open discussion about benefits. Say the quiet parts aloud. How can we help you recover from the past 18 months? What’s important about your work experience now that wasn’t important two years ago?

Bottom line: Get on the case. The Great Resignation will most likely level off — but don’t miss the opportunity to align benefits with the new reality of the post-pandemic workforce. 

The post Aligning Benefits to a Post-Pandemic Reality appeared first on RecruitingDaily.

Onboarding is an essential part of the hiring process.  Companies have historically struggled to perfect and maintain satisfying onboarding methods even in-office, but now that the workforce is largely remote across the globe, we are met with brand new hiring obstacles. Part of the struggle is measuring virtual onboarding success; much of the struggle is just not knowing where to start or what to expect.

Take a look at this exclusive virtual onboarding checklist for you to keep on hand when bringing on new hires. Even if your virtual onboarding practice is the best around, you may find some interesting ideas we’ve collected from some of the most inclusive onboarding strategies we’ve found.

What You’ll Find Inside

1. A printable download containing each step of the onboarding process, from preboarding until 90-days in
2. Subitems complete with descriptions of each step
3. Creative ideas to enhance company culture, all conscientious of your virtual setting

More, of course. Take a look and give us your thoughts.

The post The Definitive Virtual Onboarding Checklist appeared first on RecruitingDaily.

This three-part eBook looks at what’s next for human resources and talent acquisition. Part one makes a case for 2021 as HR’s moment of radical praxis, part two for rebuilding the relationship with TA, and part three for recentering what functions as the heart of organizations.

Inside the Cover

1. Radical Praxis: What Happens When HR Gets Rehired?
2. Radical Empathy: A New Relationship for HR and Recruiting
3. Radical Flexibility: The Great ReawakeningAbout the authors

The post Radical Empathy, Radical Praxis, Radical Flexibility appeared first on RecruitingDaily.