The post pandemic job market has left employers and job applicants in uncharted territory with both job hunting and recruiting procedures changing substantially. Both sides have identified frustrations with the process. A U.S. employer survey conducted by Indeed found that more than 43% of employers have lamented the increase in time it takes to hire applicants with another 41% of employers saying it is only getting harder to find quality candidates to interview. On the other side, over 60% of job seekers have reported having negative experiences with potential employers.

Today’s Hiring Process Falls Short

The hiring process has long failed to keep up with the rapid shifts we’ve seen in the job market. Many recruitment sites, including Indeed, started by implementing a pay per click model with job applications. This template made no guarantees of companies acquiring quality candidates, despite the volume of clicks their listings garnered. Companies could spend a hefty penny before seeing results. Indeed’s new options are in direct response to this sizable concern.

If hiring speed is your company’s concern, Indeed designed their Pay Per Application (PPA) model to help secure complete and quality applications in a timely and efficient manner. Under this model, an application cost is determined at the time a job is listed. The price is based on market conditions for that specific job. If the job listing is unique to the area it is being posted to and there are many candidates seeking that type of employment, a job sponsor can expect a lower application cost. However, if there are multiple listings that match the same job description and only a few candidates seeking that type of career, job sponsors can expect a higher application cost to correlate with the demand.

Indeed Offers New Options To Meet Your Company’s Priorities

With PPA, several tools are implemented on the backend to ensure that only qualified applications are getting through, including deal breaker screening questions, which recruiters can set up to automatically reject submissions that do not meet a job’s mandatory criteria. To make sure there are no surprises when it comes to costs, job sponsors can choose to receive a specific amount of applications. Alternatively, they can choose to receive an undefined number of applications until a job is manually paused or closed by the job sponsor. Indeed will allow recruiters to reject an application that does not fill a job’s criteria for up to 72 hours before getting charged for receiving that submission.

Indeed will also offer a Pay Per Started Application (PPSA) option that is aimed to provide a job sponsor with started applications on an accelerated timeline. Job sponsors will be charged each time a job seeker clicks a button to initiate the application process. In this instance, instead of spacing a listing’s budget across a formulated timeline, dynamic price setting can lead to  getting budgets being spent faster or slower than before.

It’s Time To Adapt to Market Demands

According to a survey conducted by Indeed, more than 96% of employers desire a site that can help match them with quality candidates. With millions of companies still hiring, Indeed’s Pay for Results option provides employers resources to skillfully reach those applicants. The timing could not be better as shifting demographics in the U.S. threaten to further impede the job market. A shrinking labor force will only increase the need for competitive job recruitment tools.

Recruiting candidates can also be laborious, taking more than a month to fill a position in some cases. PPA and PPSA options were designed to save employers time and money with crafted tools built for bringing you more quality applications while making sure that qualified candidates see and find your company’s job listing. Today, the market is as competitive for organizations as it is for candidates. Unequipped companies risk losing talent if they are not utilizing algorithms to drive their listings to qualified candidates.

The post Indeed Launches New Pay for Results Option to Help U.S. Employers Navigate Changing Job Market appeared first on RecruitingDaily.

Of course the process of finding the right contractors and collaborating with them can be difficult to navigate, so let’s discuss the core principles involved, and the obstacles to be aware of as well.

Why Hiring Independent Contractors Makes Sense for Your Workforce Needs

Hiring independent contractors (ICs) is a great way to access skilled workers quickly and cost-effectively. ICs provide the flexibility of short-term or project-based work, allowing you to meet your workforce needs with greater agility than traditional employees.

Moreover, with an IC you may not have to worry about hiring costs such as training or benefits, as you can just pay for what’s needed on demand. Plus, bringing in specialized skills from outside sources can open up new opportunities within your organization that would otherwise be unattainable.

In today’s competitive landscape, having highly experienced professionals on tap makes all the difference when it comes to delivering results fast and efficiently.

What Types of Jobs Can Be Handled By Independent Contractors?

Independent contractors can provide a variety of services, ranging from IT programming and web development to writing, graphic design, marketing strategy consulting, and more.

Not only are ICs an ideal solution for short-term projects or dealing with deficits in your team’s skill set, but they can also be hired on a recurring basis for ongoing work that requires specialized expertise. From virtual assistants and copywriters to financial analysts and software engineers, the possibilities are endless when it comes to finding the perfect fit for your organization’s needs.

How to Find and Recruit Qualified Candidates for the Job

Finding qualified independent contractors can be a challenge, but there are a few strategies you can use to find the best candidates.

Start by asking your current team members if they know anyone who might be interested in working as an IC. Word of mouth referrals are often key when it comes to finding top talent.

You could also post on freelance job boards, or create targeted ads on social media platforms such as LinkedIn. Additionally, networking events and industry associations may be great places to meet potential candidates face-to-face.

Once you’ve identified some promising prospects, make sure to thoroughly vet them. Conducting interviews and reference checks is essential before bringing any new ICs onboard.

Best Practices for Onboarding a New Independent Contractor

Speaking of onboarding, it’s important to consider this carefully in order to forge successful relationships with independent contractors from the get-go.

Make sure that you have all the necessary paperwork in place, and provide your ICs with clear instructions on what’s expected of them. Communicate regularly and set expectations upfront, such as deadlines or any special skills they need to complete the job successfully.

Furthermore, you should establish trust by providing feedback throughout their contract period. This will help ensure that everyone remains on the same page while working together.

Finally, make sure you’re paying your ICs fairly and promptly so that they remain motivated to do great work for you. Given that the standard late fee for an overdue invoice is typically 1-1.5% monthly, you have a responsibility to take this into account and do your best to stick to your side of the bargain to keep them happy.

Crafting an Agile Working Agreement with Your ICs

When it comes to working with independent contractors, having a clear and mutually agreed-upon agreement is essential. Make sure that the document clearly outlines all expectations, as this will help ensure everyone understands their roles and responsibilities.

Also, consider setting up milestones or deadlines so you can track progress in real time. Be sure to include provisions for payment terms, as mentioned, and also cover dispute resolution procedures and termination clauses if needed, as well as data security measures if applicable.

Tips on Managing Performance & Output from Remote Workers

Managing performance and output from remote workers can be a headache, especially if they are not permanent team members. Thankfully there are strategies you can use to ensure successful outcomes.

First and foremost, ICs need an unambiguous understanding of what role they are to play in a given project. Without this, they could be unable to bring their full expertise to bear on the goals you are working towards.

As discussed, you also need to be liberal with feedback from start to finish so they always know how their work is progressing and are also on point when it comes to deadlines or deliverables.

Lastly, consider utilizing collaboration tools such as online project management systems, which will enable real-time communication between all stakeholders involved in the project. The less manual intervention that’s required to keep up the momentum, the better the eventual outcome.

The Benefits and Challenges of Building an All-IC Team

Building an all-independent contractor team can have its advantages, such as greater flexibility and cost savings compared to traditional employees. What’s more, you’ll be able to access top talent quickly without having to invest in long onboarding processes or extensive training sessions.

However, it’s also important that you consider the potential challenges, such as managing remote workers from different locations and a lack of team bonding due to the physical distance between members.

To ensure success when building an IC team, be proactive in providing them with the tools and feedback they need to thrive, and of course, listen to any issues or concerns that they raise rather than brushing them under the carpet.

Final Thoughts

Cajoling contractors into coming onboard for particular projects you want to complete without hiring full-time team members is a duty that recruiters are often faced with, and one which takes time and experience to master.

That said, if you know where to find the right talent, and you are comprehensive and conscientious about how you bring them into the fold, then the benefits will be obvious, and the potential pitfalls will get filled in.

The post The Ins and Outs of Working with Independent Contractors appeared first on RecruitingDaily.

But lately, there’s been a shift. Talent leaders are starting to take artificial intelligence more seriously, especially as smaller teams and budgets are forcing teams to adopt technology that can help them scale with less. Those same leaders are also seeing the impact AI has had in other functions like sales, marketing, and R&D, dramatically improving their ability to work at scale.

And yet, new regulations like New York’s Local Law 144, would seek to limit how recruiting teams use AI.  For the unfamiliar: Local Law 144 would require employers to conduct bias audits on automated employment decision tools (AEDTs), including those that use AI and similar technologies, and would require employers to provide specific notices about such tools to employees or job candidates who reside in New York City. Others have pointed out the ways in which this particular legislation might not actually have much impact, but the law and its passing illustrates the ways in which we’re still thinking about AI in recruiting all wrong –– ultimately, this law and others like it could materially slow down the adoption of software that can benefit recruiting teams that are serious about scaling their diversity recruiting efforts.

Bias for Good

Recruiting is a special use case, and concerns around AI’s potential to negatively impact candidates who are part of underrepresented groups aren’t unfounded, especially as tools touch ever more elements of the recruiting and hiring pipeline –– from how candidates find roles, to resumé scans, to facial and voice recognition software leveraged in the interview process.

But there’s a flip side to that coin: tools that use AI specifically to support the hiring of underrepresented groups. While AI can unintentionally filter out candidates for certain groups based on keywords and NLP, it can also –– when applied intentionally –– do the exact opposite, and surface candidates from underrepresented groups to help diversify pipelines. Regulation that doesn’t acknowledge that there are tools and applications that are specifically designed to support underrepresented groups by quite literally filtering candidates with different backgrounds into candidate pools. Thinking only of the ways AI and automation can result in negative outcomes demonstrates a too-narrow view on these tools, and could do more harm than good in their attempts to prevent bias in hiring.

Optimizing for Candidate Control

The ethics around AI application for the talent acquisition and hiring process depends heavily on where the technology is applied: it might be an issue if it’s automating the pipeline for recruiters and potentially weeding out qualified candidates before they’re reviewed by a human, but not if it’s designed to support candidates in finding and applying for relevant roles. For example, algorithms that match candidates with skill-relevant, available job opportunities so that qualified candidates don’t miss out on opportunities, or even better, algorithms that uncover ‘inferred skills’ to match candidates with roles they wouldn’t have applied for otherwise.

AI tools can also analyze the behaviors of a candidate on any given platform to understand and surface roles in which they’re actively interested; this a fantastic way to optimize the process for job seekers.

AI vs Referrals

Many companies –– from startups to Fortune 500s –  rely on referrals to fill open roles, which data shows can lead to a homogeneous workforce. This is in part because referrals lend a helping hand in narrowing down vast quantities of applicants to vetted candidates. But AI done well can do the same, and when it’s designed to surface candidates that meet predetermined D&I thresholds, it can support the hiring of talented, qualified candidates who might have otherwise been overlooked, or who because of their background, wouldn’t have come in via referral.

Not only is prioritizing DE&I objectively the fair and right thing to do and an important part of a forward-thinking, equitable society, but it’s also simply good for business; companies that prioritize these efforts are more productive and successful, while employees are happier and stick around longer. And as Gen-Z enters the workforce, the candidate pool is objectively becoming more diverse, so preparing to attract underrepresented candidates contributes to future proofing any business.

It’s the People Team’s Turn

Sales, marketing, and R&D have had all the fun with AI –– it’s far less prone to amplifying systemic issues in those contexts. But now it’s the people teams turn to embrace this technological shift, while giving feedback on all the ways it can disenfranchise the very people we serve and thinking of ways to use these advances to support positive outcomes, rather than regulating them out of processes point-blank in service of “less bias.”

The opportunity to adopt technology now to support diversity efforts at scale is a massive one, especially as companies experience a slower pace of hiring relative to the frenzied pace of the last few years. If you’re not laying the foundation for attracting underrepresented people in new, tech-enabled ways, companies risk losing out on exceptional talent –– and losing the competitive edge that AI can provide.

The post Leveraging AI In Recruiting To Uplift Underrepresented Groups appeared first on RecruitingDaily.

But how does HR fit into this? For decades, HR departments, large and small, have been criticized for not understanding the bigger business picture. In other words, many people believe that HR can’t “speak the numbers,” which, let’s face it, are the true language of business globally.

It doesn’t help that most HR data analytics reporting falls on the low end of the data analytics maturity scale – giving us some information but with insufficient reporting capabilities.

So, how can HR speak the language of business? Keep reading to learn more about talent acquisition data and analytics, giving insight into the company’s people – arguably the most important business asset of any organization.

What Are Talent Acquisition Analytics?

Talent acquisition analytics are used to analyze job candidates and other recruitment data, discovering insights into talent acquisition, onboarding and even retention.

Understanding this data helps talent acquisition leaders understand their decision-making processes during recruitment, improving hiring decisions that directly impact the company.

After all, good hires directly impact turnover rates, productivity and efficiency levels, company culture, innovation and profitability. Need we say more?

Top Talent Acquisition Metrics for 2023 and Beyond

Here are six examples of metrics talent acquisition leaders should understand – not only for their department but for the company as a whole.

1.    Time to Fill

Time to fill is the length of time it takes a talent acquisition team to fill a vacant position, spanning from the initial approval of the budget for the hire through the hire itself. There is no magic number here, as different industries will often see varying times to fill. However, the oft-cited Talent Acquisition Benchmarking Report by SHRM states that – on average – time to fill is approximately 36 days.

This metric isn’t typically used to encourage talent acquisition managers to hire quickly while sacrificing the quality of the hire. Instead, it can identify inefficient processes or duplicative efforts, potentially creating a longer time to hire the right candidate.

2.    Time to Hire

Time to hire overlaps with the time to fill metric. However, this talent acquisition analytic specifically measures the time the job candidate spends interviewing for a position at your company. For example, time to hire measures from the first look of the candidate’s resume to when they are officially extended an offer of employment.

Time to hire gives talent acquisition leaders, as well as the company itself, insight into the candidate’s experience when interviewing at your organization. Bad candidate experiences don’t bode well for your company.  For example, 80% of job candidates who have a bad recruiting experience “openly tell” others about it, with one-third of them doing so proactively.

However, when an organization invests in its candidates’ experiences, they improve the quality of its hires by 70%.

3.    Time in Process (aka Days in Stage)

Time in process (or “days in stage”) measures how long job candidates remain in each stage of the hiring process, such as resume review or on-site/remote interviews. Through this metric, talent acquisition leaders can spot lags and inefficiencies that may be holding up the process.

4.    Acceptance Rate

This talent acquisition analytic is measured by comparing the number of job candidates offered jobs versus the number who have accepted job offers. If the acceptance rate is low, then that puts up a red flag that the company should review its recruitment process (including your job descriptions), its compensation packages, its job flexibility and remote/hybrid work policies, its company culture and other factors identifying the attractiveness of a job offer.

This metric gives talent acquisition managers insight into how successful they are at leading qualified candidates through the recruitment process and ultimately accepting the job offer.

5.    Quality of Hire

Quality of hire measures new talent’s contributions to the company over a period of time. This is a critical measurement, as it gives direct insight into the new hire’s performance, the manager’s ability to support the employee and career progression during the new employee’s tenure.

Staying on top of this metric allowed companies to measure the quality of their employees, allowing the company to achieve its goals faster and more efficiently. And that’s just a win-win for everyone.

6.     Cost Per Hire

Arguably the belle of the ball, cost per hire gets quite the attention as a talent acquisition metric. Cost per hire takes into account all expenses associated with hiring an employee – from sourcing costs to agency fees (and everything in between).

However, cost per hire must be viewed in light of the previous metrics. For example, cost per hire and time to fill are closely related. The longer it takes your recruiting team to hire someone, the higher the cost per hire.

These talent acquisition metrics don’t live in a world by themselves. They each impact the company as a whole – and this is why it’s critical for talent acquisition specialists to not only understand these metrics but bring them to the larger corporate table.

The post Speaking the Language of Business: Why Talent Acquisition Metrics Matter appeared first on RecruitingDaily.

HR teams should be looking into methods that have a better record of securing solid hires, such as structured interviews, which create a fairer and more systematic hiring process by measuring candidate responses to a consistent series of questions that are directly related to the roles in question. This filters out irrelevant information, minimizes the biases that can creep into interviews, and ultimately helps hiring managers determine which candidates will perform best on the job. It’s no surprise that a recent study in the Journal of Applied Psychology found that “structured interviews emerged as the top-ranked selection procedure.”

As the benefits of structured interviews become increasingly clear, many HR professionals are still hesitant to adopt them. This is largely due to a cloud of myths that surround structured interviews, which obscure the benefits they offer. These myths stem from several fundamental misconceptions about how structured interviews operate, as well as antiquated notions about what the hiring process should look like.

1. Structured Interviews Aren’t Worth the Effort

For decades, researchers have repeatedly demonstrated that structured interviews are highly effective at predicting candidate success and avoiding the errors that plague other hiring methods. A study in the journal Judgment and Decision Making examined why hiring managers insist on using unstructured interviews, and found that interviewers form confident conclusions about candidates even when their answers are randomly generated nonsense. The researchers also discuss the process of “dilution,” whereby valuable information is concealed amid all the irrelevant information that’s being provided. The authors’ conclusion about unstructured interviews is blunt: “Our simple recommendation for those making screening decisions is not to use them.”

Considering the well-documented benefits of structured interviews and the liabilities of their unstructured counterparts, HR teams have many compelling reasons for using the former and avoiding the latter.

2. HR Teams Lack the Expertise

According to Criteria’s 2022 Hiring Benchmark Report, two-thirds of hiring professionals believe structured interviews lead to better hiring decisions, but less than a quarter say they use “highly structured interviews, with standardized questions and defined rating scales.” One of the reasons HR teams have been slow to adopt fully structured interviews is their misplaced conviction that doing so is too difficult. It’s true that structured interviews require more effort than unstructured interviews – questions have to be crafted in a way that will illuminate role-specific knowledge and skills, adaptability, and any other characteristics the company wants to measure. Then questions and answers have to be properly weighted on the basis of their relevance and predictive value.

However, there are many digital resources and guides that will help HR teams build structured interviews. Once teams have a firm grasp on the concept of structured interviewing, they will be able to develop questions and approaches that suit their hiring needs.

3. Structured Interviews are Robotic and Impersonal

Perhaps the most common complaint about structured interviews is that they’re cold and inhuman, but this is a caricature. There are many ways for hiring managers to make the structured interview process welcoming and less intimidating. First, they can have a normal discussion about the company’s values and culture, as well as the role. Second, they can explain why structured interviews are valuable for the company and the candidate: they give job seekers an opportunity to showcase their abilities on an even playing field. And third, hiring managers can encourage candidates to answer questions naturally and honestly, just as they would in any other interview.

The argument that structured interviews are too mechanical doesn’t stand up to scrutiny. Aside from all the ways hiring managers can make the process more organic and comfortable, structured interviews already have an extensive record of success.

4. Candidates Dislike Structured Interviews

The quality of the candidate experience has never been more important. Criteria’s 2022 Candidate Experience Report found that many complaints about the hiring process will cause job seekers to abandon it altogether: almost one-third said they would exit the process if it was taking too long, while 53 percent would do the same if they received poor communication from the company or recruiter. While some hiring managers believe structured interviews will drive candidates away, they’re mistaken. When Google started conducting structured interviews, its hiring team reported an “uptick in candidate satisfaction in feedback scores for structured interview candidates.” Other research has found that candidates regard structured interviews as a fair method of evaluation.

Over three-quarters of employees and job seekers say a diverse workforce is an important factor in deciding where to work. When companies use structured interviews, they will show candidates that they’re taking active steps to minimize bias and discrimination – a key element of a healthy candidate experience.

5. Hiring Managers Will Resist

Criteria’s 2022 Hiring Benchmark Report found that a significant obstacle to conducting structured interviews is “getting hiring managers to comply” (cited by 40 percent of respondents). This expectation is understandable, as hiring managers are often the first to contend that structured interviews are awkward and unnatural. Company leaders and other members of the HR team can address their colleagues’ hesitation by pointing out that structured interviews will help hiring managers make better decisions. Hiring managers should also be involved in the development of rubrics and questions, which will give them a stake in the process.

The top three hurdles to implementing structured interviews are: defining the rubric for evaluating responses (47 percent), creating the interview questions (44 percent), and finding time to develop the process (44 percent). There’s no question that structured interviews require more preparation and analysis than casual conversations, but that’s why they’re far more objective and predictive than those conversations could ever be.

The post Five Myths About Structured Interviews appeared first on RecruitingDaily.

Many of these costs add up over time, so they often go unnoticed by employers.

The Variables That Impact Employee Cost

If you’re looking for a strict number regarding how much hiring an employee costs, you’re going to be disappointed. There are far too many factors that impact employee hiring costs, but you can use these variables to come up with an estimate.

These hiring variables include:

• Industry: Industry norms affect compensation, among other things. For instance, if it’s normal to offer paid health insurance in your industry, you’ll have to provide that to stay competitive.
• Location: Government-mandated minimum wage, state and local taxes, market supply, cost of living, and worker’s laws will greatly impact the cost of hiring workers.
• Role: A senior or high-level role will be more expensive to fill than a junior-level role, and it goes beyond salary. It takes longer to find a quality employee for a senior-level role.
• Turnover Rate: It costs 30% to 400% of an employee’s annual salary to replace them. If your turnover rate is high, you pay more to recruit employees overall.
• Market Conditions: If a skill is rare or we’re currently in a candidate’s market, you’ll need to improve your compensation package to attract the best local talent.
• Company Size: It’s cheaper for larger companies to hire new employees because a single employee in a larger company will perform more duties or oversee more people.
• Remote Work: An in-office employee is more expensive to hire because you need to factor in building-based overhead costs, such as rent, utilities, and office supplies.

While these variables are more difficult to account for, you can more easily determine these costs if you keep track of your hiring data. This data will eventually lower your hiring costs.

The Factors That Play Into Employee Cost

Now that you have an idea of what other variables could potentially impact employee costs, you can look at factors that always play a role. Here are the factors that play into employee costs.

Base Compensation

The most obvious cost of a new employee is their salary. Base compensation is a person’s base salary or hourly wage. It typically makes up the largest part of an employee’s cost, but it’s far from being the only cost. A worker that acquires a lot of overtime will cost significantly more.

Payroll Taxes

Business owners are responsible for paying different types of payroll taxes if they hire employees. These payroll taxes include FICA, FUTA, state, local, and unemployment taxes.

• Federal Insurance Contributions Act (FICA): FICA covers Social Security and Medicare taxes for employees. As of 2023, the FICA rate for employees is 6.2% of taxable wages for Social Security and 1.45% for Medicare, for a total of 7.65%.
• Federal Unemployment Tax Act (FUTA): FUTA helps pay for benefits for unemployed workers. Employers pay 6.0% on the first $7,000 of taxable wages per employee if an employee is paid more than $1,500 in a year. Some employers qualify for 5.4%.
• State and Local Taxes: Employers are taxed differently depending on the city, state, or jurisdiction they live in. (If you’re curious, North Carolina has the lowest corporate tax rate in the country, which is a flat rate of 2.5%. They’re also looking to phase out this tax.)
• State Unemployment: State unemployment rates also vary by state. (North Carolina also has the lowest tax rate in this bracket. Massachusetts has one of the highest.)

Worker’s compensation is a non-negotiable tax you pay to protect your workers. Riskier jobs will incur higher worker’s compensation costs (i.e., landscaping, painters, medical employees).

Benefits

Benefits do a lot to attract and retain employees, but there’s no denying they come at a cost. Health insurance is the biggest cost in this area, but it depends on what health plan you choose. On average, employers pay $6,440 to $16,253 per year per employee in premiums.

Additional insurance, such as dental, life, and disability insurance, comes at a lower cost than health insurance but can get expensive quickly if you’re insuring more than 50 employees.

Employers who match retirement plan savings may spend an extra $2,000 to $5,000 per year, depending on that employee’s salary. Paid vacation time andc sick days are other expenses. But in the end, paying for these benefits costs less than replacing employees.

Hiring and Training

Hiring and training include several employee-based costs, and many of them can’t be left on the table. If you phone in the hiring and training process, you’re increasing your chance of turnover. This cost will range depending on if you’re hiring internally or through an agency.

Either way, businesses will have to pay for the following:

• Recruitment Software and ATS Software
• Salaries for Your HR Department
• Fees for Job Postings
• Background Checks
• Onboarding Costs
• Training and Cross-Training

As mentioned, smaller companies will pay more to hire and train employees. The hiring and training process is only successful if you can train the new employee to be 100% productive.

Workplace Integration

Workplace integration is one of the most overlooked costs of hiring. However, if a new employee doesn’t get along with their peers, it could drive them to quit. A toxic culture pushes people out, but an inclusive, communicative, and inspiring culture will keep quality employees around.

Integration expenditures may change depending on the employee’s needs. For instance, if an employee develops carpal tunnel syndrome, they’ll need physical adjustments to their work desk. If an employee recently lost a family member, they will need time off and a reduced workload.

In Conclusion…

No matter your industry, location, or company size, hiring a new employee is going to be expensive. But answering the question “how expensive” requires a lot of research on the business’s part. Once you know the true cost of hiring, you can work it into your budget.

The post Understanding the Cost of Hiring a New Employee appeared first on RecruitingDaily.

Skills intelligence platform Glider AI closed $10 million in Series A funding from Primera Capital and other industry leaders. The company said it will use the funds to continue its expansion in contingent programs and permanent hiring, further development of proprietary technology and grow its global team.

Hireology rolled out a new integration with Indeed, further expanding the companies’ partnership. The integration will allow Hireology customers to drive more relevant job applicants from Indeed, the company said. With it, all new or updated external jobs created in Hireology will be sent directly to Indeed via an XML feed, ensuring that an employer’s up-to-date job content is automatically available in Indeed’s free search results.

Interview company Karat acquired Triplebyte’s technical assessment product and its team. The acquisition adds a top-of-funnel, skills-based assessment to Karat’s suite of Interviewing Cloud offerings, helping organizations identify and hire technology professionals more quickly, more accurately and fairly. Triplebyte’s sourcing business, Magnet, and its candidate talent network will wind down effective March 31. Karat will anonymize the underlying data for analytics purposes.

Tundra, a direct source curation provider, and integrated workforce management platform provider Magnit said they’re to create what they say will be the world’s most scalable direct sourcing solution. Through their partnership, Tundra and Magnit will provide a total talent solution that streamlines the contractor experience, without the need for alternative channels.

Recruiting still holds promise for 2023 despite layoffs and cost-cutting by companies, according to a recent report by Gem. The 2023 Recruiting Trends report found that 24% of recruiting organizations saw reductions in force in the last half of 2022—but 33% of smaller organizations and 54% of larger organizations saw recruiting team growth. In fact, 75% of talent acquisition professionals at smaller organizations and 70% at larger organizations said that they expect the headcount at their companies to increase in 2023.

The post HCM Talent Technology Roundup March 17, 2023 appeared first on RecruitingDaily.

PandoLogic, a subsidiary of enterprise software business Veritone and provider of AI hiring solutions, unveiled a new strategic partnership with VONQ, a job marketing solutions provider. The companies said the agreement will bring AI-enabled job advertising technology to the VONQ HAPI (Hiring API) Job Marketing suite of solutions. Because the partnership will allow VONQ customers to use PandoLogic’s solutions, the companies hope they’ll be able to reach qualified candidates faster and more efficiently.

Crosschq announced expanded language support for its digital reference check platform, Crosschq 360. The offering was already available in English, Portuguese and Spanish, and is now available in French, German, Italian, Japanese, Korean and Arabic. The company said the expansion was created in response to a high demand from its customers seeking to support a global workforce.

HireRight announced a strategic partnership with GryphonHR, a compliance solutions provider, to provide customers access to the company’s I-9 technology and program management. According to the companies, those who utilize the products can benefit from GryphonHR’s interactive I-9 program dashboards, self-service reporting, customized workflows, auditing capabilities and real-time platform updates to help meet compliance requirements.

HeadRace, a recruiting platform, announced that it raised $6 million in seed funding from Greylock, Susa Ventures, and Breyer Capital with Packy McCormick, Kindergarten Ventures, and Blue Lion Global participating in the round. The company also announced that its technology platform is now available to any recruiter or employer who wants to use it. For recruiters, HeadRace offers a technology platform that provides the opportunities to connect with new customers and earn.

The post HCM Talent Technology Roundup March 10, 2023 appeared first on RecruitingDaily.

Don’t Recruit Just Based on School

Strictly hiring based on background or school is a usual way recruiters show bias. One way we can identify this is with what schools a company focuses on for job fairs. Making sure as a company you focus on recruiting from all levels of schools is a good way to give equal opportunity across the board.

Maegan Griffin
Founder, CEO and Nurse Practitioner, Skin Pharm

Check Your Wording

Double-check the wording of your job postings in order to identify and remove any potentially biased wording. While such wording is often unintentional, it can still disrupt your hiring initiative if it drives away potential applicants before they even think about trying.

You’ll be able to find online guidelines for writing bias-free job postings that will be easy to follow and highly effective. Once you’ve removed any unintended bias, then you’re free to spruce up your posting and inject your personal style into it.

With ‌extra care, you can avoid accidentally putting off potential applicants who might otherwise be an excellent fit for your roles. It may add a few minutes of time to creating your listings, but it will be well worth it for your business if it helps you land quality hires.

Max Schwartzapfel
CMO, Schwartzapfel Lawyers

Conduct Blind Reviews

One thing I have done to identify recruitment bias is to conduct blind reviews of job candidates. Blind reviews involve removing any identifying information, such as names, genders, dates of birth, and even universities attended, so that decisions can be made on the merits of a candidate’s qualifications alone.

This process removes potential sources of bias by preventing hiring managers from making assumptions based on demographic or other non-essential factors. Additionally, I have conducted surveys among my recruiting team to understand their own personal biases and experiences before developing an interview rubric for screening applicants.

Employers can also use data analytics on the impact of different recruiting strategies. For example, you could analyze whether certain recruitment channels are leading to more success in terms of applicant quality or diversifying your talent pool, versus looking at individuals who applied through less effective channels.

Travis Lindemoen
Managing Director, nexus IT group

Use a Standardized Interview Process

Companies should judge people on their credentials and achievements. If a company judges candidates during recruitment on their race, gender, beauty, or any other illogical thing, it’s highly unethical.

You can identify recruitment bias by using a standardized interview process. In this type of interview, an employer asks candidates the same set of questions for the designated position. It strongly minimizes biases in recruitment. We can fairly judge candidates based on their performance in the interview and the quality of their answers.

Don’t forget to set the questions according to the skills and abilities required for the particular job. This way, you can easily identify whether the interviewer is trying to discriminate. It is now a highly prevalent method of interviewing to avoid any unnecessary issues during the interview.

Saikat Ghosh
Associate Director, HR and Business, Technource

Do a Thorough Job Analysis

An effective approach to uncovering recruitment bias is to conduct a comprehensive examination of our job requirements and responsibilities. By gaining a clear understanding of what our positions entail and how performance is measured, we can pinpoint any potential biases in our hiring procedures. This vigilance enables us to eliminate discrimination and ensure that all applicants are evaluated fairly, regardless of factors such as their race or gender.

Kimberley Tyler-Smith
VP, Strategy and Growth, Resume Worded

Look for Patterns

This might sound bad, so please hear me out: but diversity isn’t just about goodness; it also is an incredible strategic advantage. For example, we actively review our recruiting practices nonstop, intentionally looking for patterns of new recruits.

If our engineers seem to reflect too many males, we go back over applications looking for females who might have been overlooked. This tactic has improved our skill sets and functional capabilities within the first year.

The old days of using “it’s just business” to rationalize building a company of people, all from one demographic, are over. Diversity is here to stay because it’s more than just good—it’s good business.

Shaun Connell
Founder and CEO, Credit Building Tips

The post 6 Ways to Identify Recruitment Bias appeared first on RecruitingDaily.

For 2023, the official IWD theme is #EmbraceEquity, because equal opportunities aren’t enough, and true equity means creating an inclusive world. Over the last three years, I have marked IWD by talking to women in the HR and recruiting industries, amplifying their voices and sharing their advice for doing the work. Here is what they had to say:

Dr. Denise Caleb, PHR, President of the HUMAN RESOURCE STANDARDS INSTITUTE, on where to start:

“Create a practice of equity within the people, processes, practices, procedures and profits of the business. This requires organizations to review the internal and external approaches to equity by placing accountability and measures of the policies and governance that guides the organizational behaviors. An organization’s work in the DEIAB space needs to be measured, systemized and follow a path of continuous improvement.”

Building on this, Daniela (Dani) Herrera, Director, Recruitment Operations and Diversity, Equity, and Inclusion at R/GA, talks about best practices:

“It starts with pausing and reviewing all the systems, processes and platforms we have in place in our organization so that we can design them anew – with equity, inclusion, accessibility, transparency and accountability in mind.

Unfortunately, there’s no one-size-fits-all solution, but there are a few best practices to help your organization get started. You could, for example, ensure that you’re using inclusive language in all company communications, review your performance and salary raise processes to ensure transparent and equitable processes, deconstruct all your interview questions to identify and minimize biases and continuously work on your company benefits offerings.

Doing this work takes time, effort, flexibility and, more importantly, unwavering commitment!”

Freelance Technical Recruiter Dayna Ciarfalia on understanding how we, as individuals, factor into equity initiatives:

“Breaking biases in hiring and retention is anything but simple. A skill I’ve found to be particularly helpful in decreasing bias across the board is self-awareness.

From identifying unconscious belief systems that drive assumptions of others to snap judgements we make based on “gut” feelings, learning to challenge our beliefs, assumptions and feelings rather than accept them as truth can help mitigate bias and promote equity.”

Elliott White, Director of Recruiting and Onboarding at RemoteBridge, on creating sustainable change:

“The only way to #EmbraceEquity in the workplace is by taking an objective look at where biases already exist in your systems – because they do. Too many times, the wrong efforts are made simply for the sake of making change.

Consider this: Your team implements a tool to lessen bias in initial screenings. Every subsequent candidate then experiences vastly different questions during interviews with your company due to unconscious, or even conscious, bias from interviewers – nothing has changed. Your candidates and employees should be experiencing an honest, unified voice of equity and inclusion, encompassing everything from a job posting to an annual review. If you aren’t moving with intention, you will only ever be moving to the side, never forward.”

With regard to participation, Susan Lowe, Global Chief People & Sustainability Officer for Fuel50, shares:

“I think we often don’t talk about discrimination, whether we witness it or experience it, for a multitude of reasons. I heard a phrase last week that resonated, which I have adapted for this as

‘it’s not enough to be a non-discriminator, we must be anti-discriminators.’ We can all play an active role in forging a discrimination-free world!

I am passionate about enabling a world that’s diverse, equitable, and inclusive, where everyone feels that sense of belonging, even if I can only impact my own ‘backyard.’ But I believe it ‘starts at home,’ so at Fuel50, we are focused on a culture that enables everyone to thrive, especially women in the world of tech.”

Claire Fang, Chief Product officer at SEEKOUT, on flipping the script:

“Human brains like to be ‘lazy’ and make quick judgements based on our prior knowledge, bias, or expectations. To break the biases, we need to intentionally fight the ‘lazy’ brain and approach each person with curiosity and an open mind, to learn about what makes the individual special.

When evaluating women for job opportunities, we need to catch that whispering voice in our head that says, ‘she can’t handle our situation because she is too soft-spoken’ or ‘she won’t be able to handle the demanding workload because she has three young kids,’ and give women an equal chance.

Furthermore, we all need to proactively refer women for jobs, promotions, and special projects in the workplace so that we all get to see women shine in a variety of differentiating situations.”

Emphasizing the need for action, Jennifer Cobo, SVP & Global Head of Enterprise Transformation and Cloud Modernization for Virtusa, offers:

“Equity is not about fulfilling a basic need but understanding unique requirements and providing the exact resources to succeed. Equity paves the way for achieving your goals and preparing for success.

This IWD, in efforts to close the gap in gender equity, Virtusa orchestrated the Engineering Equity Hackathon – ‘a hackathon made for her.’ The hackathon aims to address and solve societal problems by creating a platform for women STEM students to develop solutions that directly address the challenges they face in technology. The event also provides mentoring, training, certifications, scholarship, and job opportunities.

With this contest, we intend to drive gender equality by empowering women to take charge of their careers and providing tools to enhance their talent. We also hope this event sets an example for the industry and inspires other companies to take action in establishing their own gender equality initiatives.”

Katrina Purcell, Chief of Staff at Harri, on the culture connection:

“Diversity of thought breeds better outcomes for employees and the organization. When an organization creates and fosters an environment of psychological safety – where employees can have open and honest conversations about passions and life choices on a professional and personal level – it provides the opportunity to discover commonalities across generations and career areas and connect on a deeper, more meaningful level.”

And finally, Ayishah F. Williams, MBA, SPHR, SHRM-SCP, Director, People & Culture at Sounding Board, on recognizing the humanity of it all:

“I am a huge proponent of holistic HR. When practiced consistently, it ensures that you embrace equity because you hire human beings. We need to understand that we get the whole person at work and embrace everything that comes with it. Understanding the needs of your entire employee population, being able to connect and address their specific wants and goals, and then providing services and programs that support them is a holistic HR leader’s primary function in today’s changeable, disruptive marketplace.”

From choosing to challenge to breaking the bias, the annual occurrence of International Women’s Day reminds us that we need to continue to raise awareness and find new ways to take action within our spheres of influence. No matter your role, experience, or gender, we all have a part to play, and I hope this article offered inspiration to help you embrace equity in your workplace this year.

The post International Women’s Day 2023: Actionable Ways to #EmbraceEquity appeared first on RecruitingDaily.

There are no shortage of challenges for women in the workplace. Those challenges multiply as you consider intersectional realities. My personal belief, however, remains steadfast:  challenges provide opportunities for people of all backgrounds to demonstrate the resolve, faith, and empathy that empathetic leadership requires.

As a neurodiverse woman with physical disabilities, my personal journey to “find the silver lining” through a traumatic health event was not easy. It took time, mentoring, soul-searching, and an open mind to realize the gift of the moment. Making friends with the problems in your life, repositioning the “difficult” to be seen instead as a once-in-a-lifetime catalyst changed my perspective. I’d like to share with you some of the tools I’ve cultivated along the way as well as some really great advice from some impressive leaders.

Respectfully Bold, Boldly Fearless

My mentor Brian Fink wrote a sentence that I’m stuck on – The Plight (an unfortunate, difficult, or precarious situation) of Women – The fact that we must act a certain way to be considered or perceived as professional. Leadership advice is often provided from the male point of view – to be seen as a strategic councilor, you must speak up. To be seen as credible, you must speak loudly. To be seen as influential, you must leverage your power to influence the room… unless you’re a young female. I am not the first to tell a group of women the rules are different for us. If we act like women, we are lacking “leadership traits”. If we act like men, we are “abrasive”.

My first job out of college I was fired for unprofessional behavior. I remember it well. I just landed my first big-ticket sale as the newest hire on the Sales team, (A big deal for a new intern turned Account Manager!). My team was comprised largely of men who had 10 years more experience than me, and one sole woman – (shoutout Simone Goga for her mentorship very early on in my career).

I was so excited – until the senior leadership team decided to take my win from me and give it to one of my male teammates who had more experience. The customer inked the service agreement with me face-to-face, and the lead source was the President who had reached out to me directly on LinkedIn (and signed the agreement because he wanted to work with me). I couldn’t understand the reasoning behind this decision. And as a person of integrity and one who seeks to learn, I took a risk. I respectfully challenged the decision and was fired for unprofessional behavior. That early lesson taught me that being a person of integrity, and surrounding yourself with honest leaders who want to grow the business, not uphold the status quo deeply matters to me. I learned early on to be selective with whom I learn from, and where I choose to offer my time, perspective and energy.

As I work to create more equitable spaces through my leadership and mentorship, I have leaned on some really impressive mentors to help shape my ability to turn the worst days into fuel for the best days: conviction, authenticity, and trust.

Kateryna Keretsman, Vice President Global Business Development, Rossum.

As an embedded Global Talent Partner for Elements Talent Consultancy, I had the pleasure of meeting Kateryna Vice President of Global Business Development at Rossum. Kateryna was super challenged with having to hire her team across brand new markets in US and EU but despite my lack of experience in some of the key cities, she saw the potential in me. I had a clear strategy for how to win talent. She believed in me and helped me believe in myself. 

Fast forward to June 2022, I was invited to spend a few days in Prague to see the office and meet the team. I got to work with her, the Business Development Managers (BDMs), and the Business Development Representatives (BDRs). I was invited to Prague to meet the complete department I was brought in to help grow. It was an unforgettable experience and accomplishment for me to say the least.

Most of the best things I have in my life started off as fears I forced myself to face. Kateryna is bold, driven, respected, and a woman of her word. She is an inspiration I look up to, and I hope to one day rise to her level. I look forward to the next chance I get to see her again. She taught me many things, but mostly that gender and experience aside, badass bold women can get to leadership seats  – not as pretending to be men, but by being our badass female selves. If you have a moment, I encourage you to read her recent article.

Annalisa Esposito Bluhm – Vice President, CEO and Leadership Communications, Northrop Grumman.

Growing up in a large, first-generation Italian household has many benefits. One is the closeness you enjoy with your family. Annalisa is not only just a cousin, but also a close mentor. Her ability to leverage her intersectionality as a neurodivergent, first-generation American, first-generation college graduate and single mom is powerful and fueled by her unfailing ability to be her authentic self.

From the kitchen to the board room, she never flinches when it comes time to give an honest opinion, a respectful counter-point of view or a big hug. It’s what moved her from intern to C-Suite before 40, and continues to motivate her to be a mentor to others.

Above all, Annalisa believes firmly in meeting people where they are with empathy, respect, honesty and humor. She can speak to anyone, at any time, on any topic, and leave you feeling like the best version of yourself.

Jenny Cotie Kangas  Director Talent Acquisition, Employer Branding and Awareness, PandoLogic.

Man, I could write pages on why Jenny is my idol. I’m going to try my best to be concise, but this lady right here deserves her own talk show. She is my Oprah Winfrey.

If you take a look at her LinkedIn profile or go listen to her podcast, she summarizes her brain injury in a cataclysmically professional and concise way.

Jenny changed my life at the Talent Acquisition Week conference in Coronado, California February 1st and empowered me to look at my circumstances through the most positive lens.

Jenny and I don’t have the time or experience together that typical relationship-building requires, but that’s what makes her so special.  She has quickly shown me and told me “Trust is transitive.” Experience, excuses, and masking who you are to appease others is the exact opposite of Jenny’s mantra.

Her bravery to share her journey – that of always having been a catalyst and then surviving a freak accident that made her into an even better catalyst than she already was, is perfectly aligned with my own desired outcome. Jenny told me the other day, “See, amazing things happen when you quiet the voice telling yourself you aren’t worthy. You are 100% worthy of great things, Cristina.”

Another tip she shared and I believe you all deserve to hear, “Lesson: figure out the thing you desire, and reverse engineer outside-the-box ways to get it. There is almost always a path.”

I’m following her lead and taking the steps to share my superheroes’ journey with you all soon.

Jenny says self-care isn’t a nice to have, it’s a need to have. That is the same for me. Women’s health, mental health, neurodiversity, and DE&I matter. We all matter.

Side note – for a shameless plug – Huge thank you to Amy, Luke, Daniel, and my whole tribe over at Elements Talent Consultancy for sending me to represent us at such an incredible event like Talent Acquisition Week.

Closing

If you are or have ever questioned your self-worth as a woman or a human being, or your professional brilliance, or your problems resulting from being a super hero then you are not alone. We are with you.

I encourage and empower you all to make friends with the problems in your life. Connect with women and shoot for Leadership yourself as your goal. We are Leadership Worthy, just as we are.

Keep going. Keep pushing, keep striving, and keep believing in yourself. Never underestimate yourself and look for those other women who will help provide a steady hand on your back to push you forward

Thank you for listening to my story, and happy International Women’s Day.

The post Empowering Women: Reflections on Leadership Journeys appeared first on RecruitingDaily.

Welcome to the 2023 Boolean Beginner’s Bash with your host and party animal Brian Fink, Senior Talent Acquisition Partner at McAfee.

Brian crashed RecruitingDaily with a hardcore Boolean hoedown, and we’ve saved the recording for you. You’ll learn logic and techniques to locate, attract, and engage groovy talent on the web.

You’re about to find a wealth of information on Boolean searches and complex dorks.

What You’ll Learn

• Use Boolean operators, modifiers, search characters, and commands to create candidate searches.
• Explore Google, DuckDuckGo, Bing, and You to uncover profiles and the people behind them.
• Deep dive into a dance floor of alternative social networks
• Build keyword strings to enhance search results to find technical, marketing, sales, and medical professionals.
• Find free – yes, free – resumes across the web and inside secret spaces!
• LIVE Sourcing during Q&A

The post Brian Fink’s Boolean Beginners Bash 2023 appeared first on RecruitingDaily.

HireLogic announced a $6 million Series A funding round led by Joseph P. Landy, former partner and co-CEO of Warburg Pincus. Existing investors from HireLogic’s seed round also participated, bringing the company’s total funding raised to over $10 million. The investment will be used to advance the capabilities of HireLogic’s conversational analytics platform, expand go to market activities and meet the demands of the firm’s customer base.

Nucamp, a coding instruction company, said it will add all of its coding bootcamps to Degreed’s platform of training programs. According to the company, the partnership will give businesses access to web development skills for their employees.

Wolfe Inc. expanded its WolfeOne software to include HRIS functionality. With the expansion, the company’s clients can document and store employee information such as salary information, start date and end date, while also uploading supporting documentation.

ShiftPixy released its new “Fast Fill” recruiting technology, which the company says facilitates employment in the rapidly growing Gig Economy. Fast Fill can identify and target potential shift worker and connect them to open shift opportunities. The tech uses a mobile application to reach available workers directly.

The post HCM Talent Technology Roundup February 24, 2023 appeared first on RecruitingDaily.

Let’s take a look at a few of the tools recruiters are using to secure talent at a time when companies are in need of a competitive edge in the talent market.

Market Intelligence on Salary and Benefits

One of recruiters’ most critical mistakes in the hiring process is failing to disclose a proposed salary or providing such a wide salary range that it’s meaningless to job-seekers. A 2022 survey found that the majority of candidates think “salary transparency should be employers’ number one priority on postings.” One of the top pain points job-seekers cite in the application process is a lack of clarity on salary.

Companies like WTW provide customized solutions that generate competitive market data on geography, size, industry, etc., which allows recruiters to offer salaries and benefits that stand the best chance of attracting and securing talent. HR teams can use these solutions in conjunction with the data they gather on individual candidates (from structured interviews, pre-employment assessments, and other methods of evaluation) to make informed decisions on which salaries and benefits they should offer. Companies can also provide flexible benefits to meet candidates’ unique needs.

Compensation Management and Insights

When a company doesn’t offer salary information, almost one-third of candidates assume it’s hiding something, and 31 percent think the company’s pay structure is biased. While 90 percent of C-suite leaders think they provide sufficient salary information, a 2022 survey found that “just 68 percent of entry-level workers, 60 percent of associate/analyst-level employees, and 60 percent of managers said the same.”

Candidates and employees don’t just want context-free salary numbers – they also want to know how salary decisions are made. Compensation management software offered by companies like Salary.com is designed to help companies make informed pay decisions that take internal and external factors into consideration, account for equity issues, and provide visibility into their salary structures.

Meanwhile, platforms such as Compa synthesize compensation information, keep track of offers and expectations, and establish pay ranges (both external and internal) for all candidates under consideration. HR teams can use this data to craft offers that outline the full range of benefits future employees will receive and present these benefits in an attractive and digestible offer.

Performance Tracking and Professional Development

Employees don’t want their roles to be fixed and static. Professional development and talent mobility have become top employee priorities, which is why HR teams that offer superior internal mobility are in a much stronger position to retain employees than their peers who struggle with it.

HR management platforms such as Cegid Talentsoft make it easier for companies to offer development opportunities by allowing companies to objectively evaluate skills and goals, provide personalized suggestions, and facilitate internal mobility. This will show candidates that your company is serious about providing growth and advancement opportunities for all employees.

It has never been more important for recruiters to have reliable compensation data and the ability to leverage that data in the hiring process. As the competition for talent remains intense, there will be a parallel competition among the platforms that provide recruiters with the tools they need to make predictive hiring decisions and improve the candidate experience.

The post How Innovative Compensation Tools are Helping Companies Acquire Talent appeared first on RecruitingDaily.

As companies ramp up layoff efforts to cut costs, a new survey finds holes in their offboarding processes, leading to ghosted exit interviews and stolen company equipment. According to Capterra’s  Employee Offboarding Survey, this “lax attitude” toward offboarding comes at a considerable cost. The survey found that 70% of HR workers said multiple employees skipped their exit interviews in the past year. In addition, nearly three-fourths said at least one employee didn’t return company-owned equipment, like a laptop or smartphone.

SilkRoad Technology completed a two-way integration between its candidate sourcing and applicant tracking systems, which the company said will create an end-to-end talent solution that covers the entire talent lifecycle. The combined systems, Search and Recruiting, will help organizations identify, reach, engage and convert talent, the company said. The integration’s goal was to allow clients to build strategic pipelines and deliver better candidate experiences from one location.

Willo, a Glasgow-based video interview company, announced an expansion of operations in the U.S. According to Insider.co.uk, the U.S. market already accounts for more than 65% of the business’s revenue.

The post HCM Talent Technology Roundup February 10, 2023 appeared first on RecruitingDaily.