With the sudden jolt of the global pandemic to the launch of ChatGPT, it seems as if we’re in a more mature Industry 4.0 – with every trade impacted, including human resources.

But what is at the core of Industry 4.0?  Data.  Big Data. Quantitative data. Nominal data. Qualitative data. Discrete data. Continuous data.

Data is extraordinarily helpful in understanding where we are and what needs to be done to get to where we’re going.

However, not all data is clear even with all the Industry 4.0 tools we now have.  Some data is, well, fuzzy. So, how do recruiters and HR professionals plan with data when it’s fuzzy? After all, what are the numbers telling us if they’re not crystal clear?

What Is Fuzzy Data?

Fuzzy data is essentially “[i]mprecise data with uncertainties which indicates that the observed values cannot be considered as the true unique values.” In other words, the data you may be using does not include “precise numbers, or vectors, or categories.”

However, most “real” data is not precise – or fuzzy.

Let’s look at HR and recruiters specifically.  According to a recent study, when examining Big Data, professionals gather insights around a “wide range of tasks solved by the personnel, both organizational, economic and technological.” However, with such large amounts of data – often surrounding people and their tasks and characteristics – we can’t always determine “true and false.” So instead, we look at multiple possible truths (or in other words, degrees of truth for each interaction, resulting in various possible (and reasonable) conclusions.)

How Can We Plan with Fuzzy Data?

Industry 4.0 has directly impacted HR – with some now calling this impact HR 4.0 – allowing the industry to become more automated and focused on high-level strategic strategies as opposed to manual, repetitive activities.

Through the Internet of Things, artificial intelligence, Big Data, technology stacks, and data analytics, recruiters and HR professionals can now build “more efficient and lean teams,” through attracting, retaining, and mobilizing top talent in this continually evolving industrial revolution.

However, not everyone understands how to pull insights from fuzzy data.  For example, if a manager asks specifically about productivity – but the number of successful key performance indicators (KPIs) don’t match up, then the data may not make sense.

That doesn’t mean the data is bad. It just may be fuzzy.  Someone who understands how to read HR data can specifically pull valuable insights from that data as opposed to someone who is only skilled in reading data while making true or false conclusions.

Here are some best practices to keep in mind when analyzing often fuzzy HR data:

• Data often has to be read in “real time,” as the needs of HR change on a seemingly daily basis. So, knowing when to read this data is critical to garner insights that aren’t stale.
• HR is often behind other departments in having the best (and the right) data analytical tools. Leaders need to reprioritize HR when analyzing Big Data, ensuring that organizational budgets align with needs and strategies.
• Leaders must also prioritize reskilling and upskilling recruiters and HR teams, allowing them to garner the necessary skills for a strategic and insightful analysis of fuzzy data.

It’s time for HR to embrace fuzzy data with the right tools and support.  After all, what benefits HR benefits the organization as a whole – and it’s time to recognize that.

The post How to Plan With Fuzzy Data 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.

In today’s unsettled economy, Beamery believes it’s becoming more and more important to upskill and reskill employees in order to close skills gaps. Citing McKinsey research, the company said businesses that realign their HR processes to match skills needs can increase employee engagement by half. At the same time, such realignment can raise productivity and cut training costs.

On top of all that, organizations around the world face new laws and regulations covering the ethical use of AI, potentially disrupting deployment and adding to compliance requirements, Beamery said.

To address such concerns, the company’s update of the Candidate Preference Center manages AI abilities, supports compliance efforts and allows candidates to control their preferences for engaging with the employer.

“Technology developments in the last 12 months have made it possible to use AI to solve critical problems that could not have been tackled in this way previously,” said Sultan Saidov, Beamery’s co-founder and president. “But these same developments have also made it necessary for AI to be deployed with a strict methodology – one that ensures that all AI models are transparent, auditable and enable interoperability between different talent systems.”

Aligning Job Titles With Skills

The Universal Skills Platform uses a data foundation and explainable AI capabilities to unify skills classifications and inconsistent phrasing of HCM data. The result is a single, skills-based language that can be applied throughout the talent lifecycle, Beamery said.

The feature also automates data processes, offers AI-driven recommendations and makes skills transferable between systems.

Meantime, AI Talent Match automatically aligns job titles with industry context and assesses the relevancy of a candidate’s skills. The system also explains how it settled on candidates as  good matches for a role and matches skills and open roles.

The post Beamery’s New Features Designed to Help Employers Make Better Use of Data appeared first on RecruitingDaily.

When HR teams access and use the HR data buried deep in the business, they unlock their own strategic potential. They can understand the impact of people in the business; make more informed people-related decisions; assess the effectiveness of HR processes and operations; and improve wellbeing and effectiveness of employees

SplashBI’s Steven Atkins, Global Analytics Enablement Director, and Ragu Veeraraghavan, VP of Analytics, can show you how you can adapt and sell the story to get the support you need!

Learn about:

• The role of data in HR Transformation
• Improving your insights and drilling into the evidence
• How engagement can impact your internal mobility to get the Skills you need
• Focusing your recruiting initiatives to drive better results!

Data driven journeys have to start somewhere – transforming HR data can seem daunting at first, but taking small steps to prepare correctly can have a massive impact on what you can achieve.

The post Transforming Your HR DATA To Enhance Recruiting, Skills, and Engagement  appeared first on RecruitingDaily.

When HR teams access and use the HR data buried deep in the business, they unlock their own strategic potential. They can understand the impact of people in the business; make more informed people-related decisions; assess the effectiveness of HR processes and operations; and improve wellbeing and effectiveness of employees

Join SplashBI’s Steven Atkins, Global Analytics Enablement Director, and Ragu Veeraraghavan, VP of Analytics, on July 19th to hear how you can adapt and sell the story to get the support you need!

During this session, you’ll learn about:

• The role of data in HR Transformation
• Improving your insights and drilling into the evidence
• How engagement can impact your internal mobility to get the Skills you need
• Focusing your recruiting initiatives to drive better results!

Data driven journeys have to start somewhere – transforming HR data can seem daunting at first but taking small steps to prepare correctly can have a massive impact on what you can achieve.

Spend 60 minutes with us, and you’ll find out exactly how and what.

The post Transforming Your HR DATA To Enhance Recruiting, Skills, and Engagement  appeared first on RecruitingDaily.

Conducted via social listening, our initial research examined more than 68 billion public conversations about the recruiting process, including optimized searches around working, applying, interviewing and onboarding, then analyzed for top-mentioned emotions and sentiment.

Call us clairvoyant, but we had a feeling there was more going on than most employers realized – and it turns out, we were right. The first iteration was published in Q2, 2021, and found that employers weren’t listening to candidates, and as a result, both sides were speaking entirely different languages. Recognizing that this wasn’t a one-and-done type of study, we repeated the research in Q3, 2021, and frankly put, the situation has gone from bad to worse.

Rising Temperatures

The temperature of the candidate experience conversation is rising – and with it, so is their dissatisfaction with the recruiting process. Candidates aren’t happy, and they’re talking about it. Noting an 18 percent increase in job search conversations, PandoLogic observed a 60 percent jump in candidate passion intensity and a 45 percent decrease in overall candidate sentiment. In addition, this audience is having more love-hate conversations, skewing negatively, indicating that anger is on the rise.

But why?

For one thing, the conversation is ongoing, ebbing and flowing along with hiring trends. In Q3 of this year, we saw the Great Resignation become part of an everyday narrative, as businesses across industries cited massive labor shortages. Additional discussion has led to more voices and opinions, influencing the sentiment and passion intensity metrics we captured. Drilling down into the data, it’s clear that the application and rejection stages play a big part in what we’re seeing. Even so, these are representative of more significant changes taking place.

Drivers and Drainers

So, what’s behind the shift? For starters, there is the prolonged impact of the pandemic, specifically on women. The Q3 findings show inequity in the conversation, with men accounting for 55 percent and women only 45 percent. However, when the word “quit” was included, the results evened out to 50-50.

That means men and women are talking about quitting their jobs in equal numbers, though fewer women are talking about searching for jobs. At the 2021 HR Technology Conference, keynote speaker Abby Wambach reminded the audience that if women were paid as much as men, they might not be forced to leave the workforce and never return. Validating Wambach’s thinking further is the 58 percent of men talking about starting their new jobs versus 42 percent of women.

Running alongside the gender disparity is rejection. Yes, rejection is part of life and part of the job search, but it’s rapidly become a huge part of the candidate experience conversation. In the Q2 report, we noted that rejection had a stronger than anticipated sentiment around it. The drop came in Q3, with that sentiment plummeting from 27 to -60. Possible factors include expiring unemployment benefits and various moratoriums coupled with rejection’s emotional toll on active candidates. As the study offers, “Never forget that 100 percent of the time, a job posting ends in rejection for 99 percent of the candidates.”

Changing the Conversation

By understanding the candidate conversation and the underlying factors influencing their attitudes and behaviors, employers have the ability to enter the chat and help educate job seekers. There are a few simple ways to do that, like including more details about compensation and benefits as well as shift information, regardless of industry or role.

For instance, while it’s well documented that remote work is on the rise, the impact remote work has on the length of the workweek is less known. Data from Microsoft suggests that since its move to company-wide remote work, its working week has extended by around 10 percent. Likewise, our Q3 report found a severe drop in conversations around the job offer, down 40 percent, and starting a new job, down 41 percent.

That decrease seems to reflect hesitation or ambivalence on the part of job seekers, who may feel uninspired or unexcited by their new opportunities – especially if it means going back to the office. Overall, employers need to explain what to expect and what’s expected upfront – and inject some joy into the process.

When we talk about the candidate experience, we tend to throw around the word “communication.” But communication isn’t a one-way street, and if we’re serious about improving recruiting outcomes, it’s time we start listening, too. Your candidates are talking.

The post Say What? Candidate Experience Insights Direct from the Candidates appeared first on RecruitingDaily.

The acquisition indicates Bullhorn is increasingly serious about investing in real-time business intelligence for its customer base.

As Bullhorn sees it, staffing as an industry is undergoing a massive shift toward digitization, accelerating reliance on the technology required by a distributed and frequently remote workforce. In addition, organizations must concern themselves with meeting rising expectations from both clients and talent. Staffing executives are grappling with not only navigating through periods of change and uncertainty, but also with maximizing ROI and improving operations and aligning them with long-term growth strategies.

cube19’s suite of solutions are designed to provide activity-level metrics that help managers at any spot in the organization: recruiters, teams, office or region. cube19 is designed for non-technical users and provides macro-level insight, Bullhorn said. Additionally, cube19’s offerings are purpose-built for staffing agencies using the Bullhorn platform.

Give Executives What They Want

In May, Private Equity Wire described cube19 as having “a track record of rapid growth, strong cash generation and good profitability.” The company had more than 400 customers at the time, and was hiring additions to its team.

Bullhorn said the acquisition addresses a critical need among staffing’s senior leadership. The company’s research shows that executives are looking for real-time business intelligence and reporting that can help them connect financial decisions to operations and delivery. They also want help pointing functions and business units toward improved service levels and growth.

“This joining of our companies feels very right in large part due to the amazing culture that [cube19 founder and CEO Dan McGuire] and his team have built, and how well it aligns with Bullhorn’s focus on creating an incredible customer experience,” said Bullhorn President and COO Matt Fischer

cube19’s executive team will join the Bullhorn leadership team “in key positions.” Terms of the transaction will not be disclosed.

The post Bullhorn Acquires Partner, Analytics Firm cube19 appeared first on RecruitingDaily.

What is a Recruitment Dashboard?

A recruitment dashboard is a collection of metrics, key performance indicators (KPI), and reports that provide you an overview of the recruitment funnel and process. It isn’t a motley crew of unrelated reports. Recruitment dashboards are built in a way to answer most crucial recruitment questions visually, offering instant insights for future recruitment decisions.

In this article, we’ll look at how you can create the perfect recruiting dashboard tailored to your unique needs.

3 Maxims to Design the Perfect Recruiting Dashboard

When starting out with dashboarding, stick to basics:

1. Less Is More

With the sheer amount of metrics and reports available in recruitment analytics software, it is tempting to include as much data as possible. But to generate actionable insights, choose your data sets wisely. Less is more. It sounds counterintuitive, but the dashboard should be a means to an end, not an end in itself.

If a metric/report doesn’t bring any value to the table, don’t include it in the dashboard.

2. Design for Insights

The purpose of dashboards is to provide actionable insights on the go. A flurry of data or tables is less likely to be helpful. Visual elements such as charts and graphs to make it easy to draw insights. Ensure that the dashboard is primed to help you make better decisions.

3. Make It Easy to Understand

Great design flows. It emphasizes both – the appearance and utility. The dashboard should answer the questions in a sequence. Straightforward navigation delivers Aha! moments throughout the experience because it is built to aid comprehension. Don’t make the user navigate back and forth to thread multiple pieces of information together. Remember the famous Leonardo Da Vinci quote, “Simplicity is the ultimate sophistication.”

5 Steps to Creating a Recruitment Dashboard

Different organizations have different recruitment needs; therefore, every dashboard will have some overlapping features and a few industry-specific metrics. In this section, we look at how you can create a recruiting dashboard for your organization in five steps.

Step 1: Decide on the Utility of the Dashboard

There will be a vast difference between the information needed by a manager and an executive. Therefore, it is necessary to be clear on the utility of the recruitment dashboard. Generally, dashboards are divided into three categories:

1. Operational: Operational dashboards are useful to provide information for time-sensitive issues. These dashboards may provide information such as the status of the talent pipeline, open positions, job applications received during a week, upcoming deadlines, etc.
2. Analytical: These dashboards help you draw insights from your data. Analytical dashboards help you identify trends and draw comparisons. For example, a pie chart showing the top sources of recruitment or a bar graph depicting candidate experience to help you find out underlying trends
3. Hybrid: You can use elements of both – operational and analytical dashboards to create a composite/hybrid dashboard

Step 2: Ask the Right Questions

Analytics dashboards are personalized depending on the individual or team requirements. The customized dashboard you create should answer questions that are relevant to you or your team. Pick only those questions that matter to you.

We have compiled a set of questions to help you get started:

1. How long does it take to recruit new talent?
2. How many candidates does a recruiter need to interview to hire an employee?
3. How much does it cost to hire a new employee across different departments?
4. What are the best websites and platforms to hire new talent? OR What percentage of new hires come from a particular platform?
5. How many employees leave within a year?
6. How is the candidate experience throughout the hiring process?
7. How many candidates accept/reject the offer?
8. How many candidates apply for a particular job role?
9. What are the current open positions?
10. How many employees are hired by a recruiter/team during a particular period?

So, from the questions above, you can see that some questions tilt more towards operational, while others towards the analytical dashboard.

Step 3: Identify the Relevant Metrics for Each Question

In this step, identify the metrics that answer your questions. You would also need to find out pertinent data points to calculate the metrics.

Let’s pick a few questions from the list above and see how to do it:

Step 4: Integrate Data Sources

Now, it’s unlikely that all your HR data is stored in one place. There are different applications for each function within HR. For instance, you’ll find employee satisfaction data in the employee engagement application or survey tool. For that, you may have to extract key data from the net promoter survey (NPS).

Here is an overarching list of applications an organization may have for its HR function. Make yours as well:

1. Recruitment: Talent discovery platforms, job boards, applicant tracking system (ATS), training and assessment, onboarding
2. Learning and Development: Learning experience platform (LXP), learning management system (LMS)
3. Workforce Management: Attendance tracking, employee engagement, project management
4. Performance Management: Talent management, feedback, appraisal
5. Compensation and Benefits: Payroll, compensation management

Some tools from the HR-tech stack might not integrate with your analytics tool. In such cases, you need to export data in a format (such as spreadsheet files – CSV, XLSX, XLS, ODS) that is compatible with the analytics tool.

Step 5: Compose Your Recruitment Dashboard

Once you have the data compiled, it’s time to create the dashboard. Every dashboard tool offers a set of data representation charts.

Keep the following considerations in mind while designing the dashboard:

1. Visualize the data: We are visual creatures. Aesthetics are important, but they shouldn’t precede comprehension. Use the right chart format to represent data. For example, you can use a pie chart to show the gender ratio or a bar or line chart to show trends
2. Decide the Layout: Compartmentalize the data/charts in grids to bring consistency. People follow the F-shaped pattern while reading the content. Keep the summary at the top to show a snapshot of the data. The layout should use the concept of drill down. Each point of information should build on its preceding data point. Keep in mind the axioms we saw earlier in the article
3. Go Easy With Real-time Data: Real-time data can be distracting and anxiety-inducing, therefore, you can update your dashboard on an hourly basis, but be sparing when including real-time data on a recruitment dashboard.

Tools You Can Use To Create a Recruiting Dashboard

There are three categories of tools you can choose from to create a recruitment dashboard. Let’s take a quick look at each:

1. Spreadsheet Programs

Most spreadsheet software such as Microsoft Excel, LibreOffice Calc, or Google Sheets come with data visualization capabilities. You can either download free/premium off-the-shelf dashboard templates or go about designing your own. You need to populate the sheet with data to view its visual representation in the dashboard.

2. HR Software

Cloud-based HR applications like ATS, attendance tracking, employee engagement tools, etc. come with an analytics feature that allow you to build nifty dashboards using available data. A major shortcoming with these applications is, you won’t be able to get a comprehensive overview of the recruitment process unless the software offers integrations with other tools in your stack.

3. Business Dashboard Software

Business dashboard tools are perhaps the most powerful in this category. Software such as Smartsheet, Klipfolio, Zoho Analytics, Tableau, and Datapine can help you analyze heaps of data by integrating multiple data sources. However, some of these applications can be quite expensive and require an expert to set them up for you. Also, operationalizing these tools come with a steep learning curve.

3 Best Practices for Better Dashboard Design

Keep in mind the following tips for designing a recruitment dashboard primed for comprehension:

1. Choose the Right Chart Type

You’ll find plenty of options when choosing a chart type to represent data, and it can get confusing. Here is a simple guide to help you choose the right chart type:

1. Uncover relationships in the data: Scatter chart, bubble chart, network diagram
2. Compare different elements/values or identify trends: Column chart, bar chart, line chart
3. View composition of a data point: Pie chart, heatmap, area chart, stacked column chart
4. Distribution of data: Bell curve, scatter chart

2. Maintain Consistency

Here are three areas where you need to maintain consistency:

1. Follow a uniform nomenclature, data, and font formatting
2. Keep the layout symmetrical. Place the widgets in a way that’ll balance the grid. Follow a hierarchy while placing the widgets
3.  Data alignment in tables should be uniform throughout all widgets

3. Use Fewer Colors

Stick to three or four colors to visualize data. While most tools have in-built color palettes, if you are designing a custom color palette, keep in mind the color theory to know how to use analogous, monochromatic, complementary, shades, tints, and tones of the chosen color. There are online color palette generators that can help you with a color palette for various colors.

Finally, know how to use contrast to highlight inconsistencies, trends, or outliers in the data.

3 Best Practices for Effective Data Management

The success of data-driven recruitment lies in the accuracy and quality of data. Follow these three data management practices to ensure that the dashboard provides an accurate picture:

1. Simplify Data Access

Data should be readily accessible to the concerned team members. Each team member should have a separate login/access to the relevant HR tools and data sources. Considering the data security issue, set up hierarchical data access rights. For instance, only executivescan have admin rights, while the mid-level management will have fewer rights.

2. Address Data Redundancies

The growing volume and avenues of data imply that the same data will be available across different applications and sources. Duplicate data will give you an inaccurate picture and introduce errors in your recruitment dashboard. To minimize this, decide the data points you want to include and their respective sources while designing the dashboard. If you find one data point having multiple sources, choose the source that provides multiple data points. The aim is to rely on fewer data channels to avoid confusion.

3. Prioritize Data Quality

The data needs to be updated periodically to get accurate insights. Sometimes, you may have to import data into the visualization tool manually. In such cases, make sure to export the latest instance of the data from the source.

3 Examples of Recruitment Dashboards

To help you get started with designing a recruitment dashboard that works for you, here are a few examples:

1. Recruitment Dashboard – Overview

The template above provides a macro perspective of recruitment activity. The top row provides a summary of key recruitment metrics. The rest of the widgets drill down into each part of the recruitment funnel and its sources.

2. Candidate Summary

A candidate summary dashboard provides you with an in-depth view of the talent pipeline. You can see how many candidates have passed through each stage of the funnel. Along with the pipeline, the dashboard also shows the number of active and passive candidates in the pipeline, along with the salary range.

3. Job Board

Closing Words

The first step of data-driven recruitment is knowing how to use data to your advantage, and the first step to it is setting up a recruiting dashboard. As said earlier, you can find plenty of dashboard examples online that you can download to get started.

But if you are new to analytics and have very specific/niche requirements, then creating a recruitment dashboard could pose a challenge. It helps to involve an analytics expert to set it up for you because their methodical approach will help you design and optimize the dashboard.

In the end, brainstorm and experiment with multiple dashboard ideas on the side to see which one works for you.

If you have any questions about creating a recruitment dashboard, ask away in the comments below!

The post How to Create the Perfect Recruiting Dashboard appeared first on RecruitingDaily.

Disrupted, transformed, uprooted. Use whatever buzzword you want, but there’s no denying hiring has come a long way over the last 18 months. Traditional methods were cast aside under pandemic conditions, making way for next-generation solutions – like asynchronous video interviewing – to take hold.

Now we’re at a crossroads, one evidenced by the ongoing push and pull between candidates and employers, with one side advocating for a whole new system while the other wrestles with what that means in practice. Somewhere in the middle of this tug of war, there’s asynchronous video, an often discussed yet underutilized balm that soothes frequent hiring woes. 

Recognizing the role asynchronous video played – and continues to play – it is poised to positively impact hiring and turnover reduction in 2021 and beyond.

Here are six reasons why.

Candidate experience comes full circle.

In today’s candidate-driven market, employers need to do everything they can to make the process easier and more accessible. Given the pre-recorded nature of asynchronous video, these interviews empower candidates to respond to interview requests when and where they’re able to record.

This type of communication allows candidates and interviews to stay in touch without having to align calendars or chat at unfriendly hours. In turn, candidates get the chance to express themselves when it’s convenient for them, not when the company says they’ve available. Local or remote, active or passive, asynchronous promotes and preserves a solid candidate-employer connection. 

Competition remains fierce.

Likewise, the current hiring landscape means that employers need to come prepared for every candidate engagement – and that takes the right arsenal of solutions.

Back in February 2020, Aptitude Research found that less than 60 percent of companies surveyed used video interviewing in their hiring processes, compared to 74 percent just two months later. By October 2020, research from Gartner showed 89 percent were using video for recruitment.

These huge gains highlight the value video offers, a value that’s reinforced when resources are tight and competition remains fierce.

Data informs everything.

Metrics are everything, whether you’re scrambling to match candidates with roles or just keep business moving forward.

Organizational psychologist Adam Grant recently explained, “In a stable world, it’s best to be data-driven. In a changing world, it’s best to be data-informed. Data can reveal patterns from the past. It takes judgment to predict how those patterns will evolve in the future. Data shouldn’t guide decisions. They should inform decisions.”

Asynchronous video interviewing solutions capture the data needed to inform multiple facets of recruiting, from learning about the candidates to attract to objectively screening and filtering. 

Mitigate bias through increased collaboration.

In theory, asynchronous might seem like an interview without an interviewer. But in reality, asynchronous video interviews introduce more interviewers into the mix, helping boost collaboration between stakeholders. Whereas meeting with a single interviewer might allow bias to creep into the process based on their personal opinions or beliefs, asynchronous video enables multiple interviewers to get involved, review candidates and share their differing thoughts and feedback.

As a result, various team members contribute, supporting the likelihood of selecting for culture fit (and ensuring no one person calls all the shots).  

Speed and quality in equal measure.

Right now, with a high number of jobs to fill and willingness and desire to find the best candidate for the position, speed of hire and quality of hire is in equal measure. As such, companies need tools that bring balance into the fold, letting them save time without cutting corners around their interactions with candidates.

Asynchronous video gives candidates the opportunity to showcase who they are beyond what the traditional resume affords. Employers can see for themselves how candidates will contribute and if their goals align with the company’s, all while cutting 60 percent off of their hiring time.  

Better hiring, less turnover.

With employers fretting over the ongoing “Great Resignation” and “Turnover Tsunami,” talent acquisition has become about more than making hires. It’s also about retaining them. And turnover reduction goes back to how companies approach recruiting – and culture fit.

When companies hire for culture fit (and train for any specific skills that may be lacking) they create better alignment, helping to promote happiness and long–term retention. Asynchronous video is much more useful for culture fit than any other means, working throughout the talent acquisition lifecycle to make interviews fair, flexible and objective, while providing structure, removing bias and delivering benefits to both sides. 

By introducing rigor and consistency, asynchronous video helps recruiting teams learn more about individual candidates, candidate pipelines and themselves. In turn, processes grow more efficient, and ultimately, decisions become more effective, encouraging hires that suit candidates and companies for the foreseeable future – not just today or tomorrow. 

The post Asynchronous Video Interviewing appeared first on RecruitingDaily.

“Two or three months’ vacation after the hard and nervous strain to which one is subjected…are necessary in order to enable one to continue his work…with energy and effectiveness.”  -President William Taft, 1910.

Apparently, Americans weren’t keen on the idea of a nice, long vacation and no law was passed. Other industrialized countries took notice of this “memo” and instituted guaranteed paid vacation time, such as Sweden and Germany, mandating seven weeks of paid vacation per year.

Now, 111 years later, we still have no guaranteed paid vacation days. Nor any federally mandated paid parental or sick leave.

That’s abysmal compared to all other developed countries.

That’s why the data science team at Resume-Now asked 950+ Americans about how much leave they took and if they were aware of the paid leave available in other countries.

Here’s a quick overview of the disturbing findings from the study:

• 27% of working mothers had only 5-6 weeks maternity leave
• 59% of women avoided calling in sick when having pregnancy symptoms
• 26% of employees had just 2-5 days of paid sick leave
• 18% of survey-takers had 6-9 days of vacation
• 61% of respondents didn’t know the average parental leave in Europe is 26 weeks

Vacation Leaves Something to be Desired

Sunbathing with family, taking a solo museum tour, or hiking with a buddy in the woods…no matter what’s your pleasure, we all need a respite from the grind.

But, are we getting enough time for these pleasurable activities?

It’s typical to get more than 20 days of vacation in Europe.

The average number of paid vacation days for those working in the private sector for at least a year is 10 days, according to the Bureau of Labor Statistics. We wanted to find out if our respondents had the same.

And, it turns out, our sampling reflected those stats. A whopping 45% had between 10-15 days of vacation. Shockingly, 15% had just 1-5 days. This shows that we’re seriously overworked.

Time to relax for fun is one thing, but time to relax in order to recuperate is quite another. We wanted to find out if our survey takers had enough time to tend to themselves when feeling under the weather.

A Lack-of-Vacation Loophole

Those who are vacation-deprived have a clever solution: calling in sick when feeling peachy.

If you have enough paid sick leave in the bank, it stands to reason that employees who are running out of vacation days milk their sick leave. Those in the study reflected this stealthy solution.

An impressive 41% reported falsely calling in sick between 1-5 times per year. And who can blame them?

When it comes to vacation leave, the United States falls far behind many other developed nations, and a work-life balance really doesn’t exist.

Wellness is not a top priority, which is also reflected in the shortfall of sick leave time.

Sickening Amount of Sick Leave

It’s an unfortunate fact that at least 20 million Americans go to work sick because they do not have any paid sick leave. This approach is not popular in other parts of the world. At least 145 countries provide paid sick days for short- or long-term illnesses, with 127 providing a week or more annually.

In the United States, on the other hand, there are currently no federal legal requirements that require employers to provide paid sick leave for their staff.

In the study, it was clear that the respondents were severely lacking in sick time.

A sickening reality: 26% had only 2-5 days of paid sick leave available. A quarter had just 6-10 days. And, sadly, 2 out of 10 had no paid sick leave at all. 

It stands to reason that many American workers are going to work sick to avoid losing pay.  Not a good look during a pandemic.

They’re faced with the unfortunate choice of working sick or not getting paid, with 33% of them agreeing that the amount of sick time they had was adequate.

It’s obvious that we’re not getting enough time to recuperate when feeling under the weather.

No Paid Maternity Leave

It’s frankly an embarrassment. Other industrialized countries often have up to a year of paid maternity leave. The United States has none.

Although the Family Medical Leave Act ensures that employers with 50 or more workers must allow parents 12 weeks of job-protected leave per year to care for a newborn, that leave is unpaid. And many moms have to take off sick and vacation days to take advantage of this.

Only 56 percent of employees are eligible for FMLA based on an FMLA survey. Too many moms—and dads—do not have enough time to bond and care for their little bundles of joy.

The results from the Resume-Now survey confirmed the disturbing truth: Moms and dads had very limited time to spend with their newborn.

Nearly 3 out of 10 dads were only able to take 2 weeks or less of leave.  

Of the moms, 27% took 5-6 weeks off. A shocking 20% took only 3-4 weeks. It shouldn’t be possible that a mom was not able to take any time off after giving birth, but 3% of moms reported taking no maternity leave.

The amount of time off these parents were able to take is minuscule as compared with most developed nations.

A devastating reality is that many moms simply didn’t have enough sick and/or vacation time left to take as much time as they needed. A full 32% of moms said they couldn’t take that time because they had no time left and needed the money.

And 19% were afraid of losing their job. As one mom said,

“I was supposed to be grateful that my company wouldn’t fire me for taking 12 weeks of unpaid leave. It’s a joke.”

Ignorance is Not Bliss

The satisfaction levels of survey-takers were baffling. Americans seem to be satisfied with the amount of sick leave, vacation, and parental leave they have. Nearly 7 out of 10 said their vacation days were adequate, 33% were satisfied with their sick leave, and 42% felt their parental leave time was enough.

And perhaps it comes back to that not-getting-the-memo idea.  

Perhaps if U.S. workers were made more aware of the leave available in other industrialized countries, they’d be a little less…satisfied.

In response to several “Did you know?” questions, most respondents were unaware of the policies of other developed nations.

“Did you know that the average amount of parental leave in Europe is twenty-six weeks?” 

61% said no.

“Did you know that there is no federal minimum for paid vacation or paid public holidays in the U.S.?” 

47% said no.

“Did you know that most countries in Europe give their employees 20 or more paid vacation days?” 

54% said no.

“Did you know that the U.S., Suriname, Papua New Guinea, and a handful of island nations in the Pacific Ocean are the only countries that don’t require employers to provide paid time off for new mothers?” 

63% said no.

It’s not that all Americans feel that the situation is fine and dandy. There were voices among respondents saying that the situation regarding vacation, maternity leave and sick leave should improve and be brought into line with European standards:

“I think that America is a live-to-work and not a work-to-live society and this is reflected in the low number of paid days off most workers receive.”

“I think the US should offer time equivalent to European nations.”

Work to Live or Live to Work?

Although we are a world leader in many areas, America lags well behind other countries when it comes to paid leave.

Not only is there a lack of paid leave, but Americans are kept in the dark about how common it is to have plentiful leave in other countries.

Maybe it’s high time for the United States to also become a leader in terms of social satisfaction and innovation in the field of work-life balance and institute paid leave policies that support the hardworking people who make this a great country?  

So far, these only seem to be illusory dreams—dreams of a President over 100 years ago that failed to take hold.

The post Americans Left Out with Lack of Leave appeared first on RecruitingDaily.

The companies said LinkUp’s labor-market demand insights will be integrated into Workforce Logiq’s Total Talent Intelligence platform. As a result, clients will be able to access a 360-degree predictive view of both talent supply and talent demand within the labor market.

The partnership will also give LinkUp’s financial and capital market customers access to Workforce Logiq’s IQ Market Research volatility, job, skill, and company-level benchmarks.

“LinkUp’s proprietary demand data and analytics are a perfect complement to Workforce Logiq’s patented talent supply intelligence,” said Joe Hanna, Workforce Logiq’s chief strategy officer. The resulting insights “uncover employers’ biggest talent-related risks and opportunities,” he said.

LinkUp indexes 5 million job postings each day, directly from 50,000 company websites in 195 countries. Companies use LinkUp’s data to gain insights into labor demand, forecast non-farm payrolls and predict job-growth trends, among other things.

Workforce Logiq bases its predictive insights on 1 billion data points from more than 40,000 sources and analytics covering more than 19 million global organizations.

Integration and Algorithms

LinkUp’s information will integrate with the Total Talent Intelligence platform via:

• IQ Rate Optimizer benchmarks how much an organization needs to pay to attract and win contingent and full-time talent based on unique, company-specific factors such as geographic location, role requirements, brand attributes, competitive dynamics ands supply and demand balances.
• IQ Location Optimizer prioritizes the best locations from which to recruit talent, given the job description and other employer specific requirements
• Talent Retention Risk (TRR) Scores benchmark for employment volatility within a company, competitor or industry to reveals the likelihood of worker interest in exploring other jobs and openness to unsolicited recruiting outreach. These scores are organization specific and help employers anticipate and plan for future skill supply and demand gaps.

LinkUp only indexes jobs posted by employers on their own web sites. That, the company argues, makes it the highest quality index of global job postings available. The company doesn’t include listings from job boards, which eliminates challenges such as duplication and expired listings, it said.

In a statement provided by the companies, Ardent Partners Vice President of Research Christopher J. Dwyer said the partnership “has the opportunity to strengthen [Workforce Logiq’s] analytical and intelligence competencies, and empower its users with unique talent intelligence and workforce agility.”

The post Workforce Logiq, LinkUp Partner to Offer Predictive View of Talent appeared first on RecruitingDaily.

The combined company, to be called Emsi Burning Glass, will be led by Burning Glass CEO Matt Sigelman. Andrew Crapuchettes, Emsi’s former CEO, will become strategic advisor to the board of directors. The company will maintain facilities at Emsi’s recently built headquarters in Moscow, Idaho, and Burning Glass’s headquarters in Boston.

The combination joins two leading, complementary sources of labor market data for use by businesses, government agencies and educational institutions. Burning Glass maintains a real-time, proprietary database of job openings and career histories, and collects data from more than 40,000 sources from more than 30 countries. Emsi combines government and real-time labor market data with customer support and labor analytics product development.

‘Complementary Capabilities’

“Our complementary capabilities in data analytics and product development will give us the scale and resources to deliver even greater value to our customers through new, enhanced products,” said Sigelman.

On his web site, industry analyst Josh Bersin noted that a number of companies have tried to make a go of building and selling skills databases, but “most have given up.” Although merging Burning Glass and Emsi will be tricky—they have different toolsets and taxonomies, Bersin pointed out—the new firm may well become a force in the space.

KKR is making its investment in the combined company from its Global Impact Fund, which invests in companies that provide commercial solutions to further one or more of the United Nations Sustainable Development Goals (SDGs). By providing the data to drive life-long learning and market-aligned training, the investment company said, Burning Glass and Emsi will deliver measurable progress in achieving two of those: quality education and decent work and economic growth.

The post Labor Market Data Firms Burning Glass, Emsi to Merge appeared first on RecruitingDaily.

Dutch insurance giant Achmea for example gives their applicants the opportunity to decide on the method of communication. The candidate gets to decide if the recruiter should call, WhatsApp, or e-mail.

Turns out 80% never changed the default status of phone.

Of course, this wasn’t tested in an A/B test, so maybe people like to be called. But we see this everywhere and there are actually a lot of good psychological constructs for this behavior.

1. The default sets the norm and most people don’t like deviating from the norm.
2. A conscious choice costs mental energy. If a choice is already made for us, that’s easy.

GDPR compliance

So do we see this on other aspects of the careers website as well? Yes. For example, GDPR compliance checks in Europe. Most companies have a “check the box” but some offer the candidate the choice of when to have their data removed—between 28 days or 1 year—after the application process is finished.

No matter whether it’s 28 days or 1 year, the default option gets selected about 70% across the board according to Dutch ATS Hirevserve.

Not just online 

In case you’re now wondering: maybe people just don’t care enough about these things. Let’s take a choice that could decide between life and death: organ donation. That’s an important one, and one you would think people care deeply about right?

Well, Germany and Austria have pretty similar cultural norms, yet the number of organ donors in Austria is twice as high as in Germany. Why?

The default option at registration in Austria is yes and in Germany is no. In Austria, you have to make a conscious decision to unregister. In Germany, you have to make it to register.

What defaults do you have? 

So what defaults do you have on your careers website? Do you have a range in your search bar? If so, what made you decide that is the right default?

Do you send job alerts at different time intervals? If so what’s the default interval?

And in case you think you don’t have a default because they always need to select something, you forget that the first option you offer is the one selected most often.

The effect isn’t as strong as a pre-filled default, but it’s still there.

Defaults matter

There is no wrong or right with defaults. But never forget you have the power to nudge people. Or actually, by definition, you will nudge people.

So whatever choice you make, make a conscious one, as your choice unconsciously affects those of many.

The post Consider Your Default Settings appeared first on RecruitingDaily.

And even though Taleo and Workday still have this as their default option thankfully more and more Talent Acquisition managers are changing the process and recent data shows this is the smartest move you can make.

Increase conversion

Career site system Attrax was kind enough to share some data with me recently on sites that used their system to get rid of the ‘register to apply’ option—and turn it into a decent application process. Here the applicant simply enters an e-mail address and then uploads a resume that is parsed for data. Or enters a few data fields.

With register to apply at engineering firm SNC-Lavelin only 49% of the people that clicked the apply button finished it.

That’s a loss of over half of all applicants.

After this friction was removed, 76% finished the process. That’s an increase of 55%.

This is the LOWEST conversion increase they shared with me.

Healthcare technology firm IQVIA: + 63%

Telecoms giant Vodafone: + 76%

Pharma company ICON: +68%

My assumption is because SNC-Lavelin recruits lots of construction workers, who might be willing to put up with a lesser candidate experience that their increase is the smallest, and still about 50%.

To turn this into actual numbers, SNC-Lavelin in 2019, pre-pandemic when the labor markets were still very difficult, got over 10.000 more applicants finishing their application because they got rid of the ‘register to apply.’

The Careers Site Multiplier

I’ve said it many times before. Your corporate careers website is a multiplier, either on your conversion or your budget. All your other recruiting efforts are affected by it.

Your advertising, your sourcing, your (virtual) career fairs.

Research shows over 90% of all candidates will at some stage look at your careers website. You’d better make it awesome.

Most careers websites I look at, especially in the US and UK, are all about looks. It’s more like a campaign with some good pictures and nice movies than about the stuff that matters.

An awesome careers website isn’t just about the looks, it’s about the jobs and the process. The job descriptions matter. Both in looks as in text.

My Dutch clients see on average between 70% and 90% of all traffic on job-related parts of the site.

Most people never see anything but the job description.

And after that, it’s the application process.

Your corporate careers website should be like Amazon—not just an interesting homepage, but nice product pages (job descriptions) and a really frictionless ordering (application) process.

The post Increase conversion by at least 50% by removing ‘Register to Apply’ appeared first on RecruitingDaily.

And while some of us sometimes miss catered lunches, friendly water-cooler moments, and free cappuccino in the shared kitchen, it’ll likely take a while before employers across the nation find a way to reopen their office spaces safely.

That’s why a data science team at LiveCareer decided to take the pulse of 1,000+ employees’ experiences with remote work, zeroing in on the professional and personal benefits WFH provides.

Below is a quick rundown of the study’s key findings:

• Most employees save between 30 minutes and 2 hours each day by not commuting to the office. That’s 7.6 to 30 days a year!
• The average employee saves around $4,000 yearly by working from home.
• A full 74 percent of remote workers started a side hustle with the time they saved.
• Nearly half of Americans have traveled to a different city or country to earn a living in a remote capacity.

Remote Work: Money and Time Savings

It’s no secret that remote work offers lots of benefits ranging from improved work-life balance to increased productivity.

On top of that, WFH helps save time and money. With so much extra time saved, how do employees use it? It depends. The vast majority of working professionals choose to spend more time with family and friends and get more sleep.

Others prefer to undertake more recreational activities such as hiking or camping, pick up new skills and competencies or generally work on self-improvement, getting training/education.

How do employees use the extra money?

Most working professionals report they use the extra money to build or beef up an emergency fund or nest egg or contribute to retirement and/or pension savings to ensure a smooth transition further down the road.

Other working professions claim they’ll use the extra cash to save for big purchases such as a home, new car, grad school, or vacation once it’s safe to travel. The remaining workers reported they’d invest the money in personal or professional development.

Telecommuting vs. Traveling and Work Satisfaction

When the COVID-19 pandemic started to wreak havoc on a global scale, few of us managed to deal effectively with stress, juggle family responsibilities, and deliver on our combined team goals.

But—

With time, we’ve acclimated, and some of us even entertained the idea of traveling while working remotely. And many turned that secret dream into reality, according to the study’s findings, with over half of remote employees spending at least a week working from the road.

As a result, many remote workers now also report higher job satisfaction. In fact, 37 percent of employees rate the state of their professional life as somewhat better, followed up by 15 percent who go as far as saying they feel significantly more satisfied with their jobs.

The Effect of Telecommuting on Employees’ Overall Wellbeing

Lastly, researchers at LiveCareer wanted to explore the effects of remote work on employees, gauging their overall physical and mental health, well-being, and how telecommuting affects different aspects of their lives.

Based on the obtained results, the vast majority of workers in the US exercise more since they have started to work remotely. Perhaps that’s because many of us live in houses as opposed to apartments where we can afford to have a dedicated gym room.

On top of that, most US employees claim their financial situation is now somewhat better or significantly better. That makes sense given how much more remote workers save per month.

As for employees’ family life, remote work too had a largely positive effect, with more than 63 percent of respondents reporting their family life has improved. One explanation for it could be that when the pandemic erupted, many families were hemmed in at home where they could spend much more time with their loved ones, talk things through, and generally iron issues out.

Social-life-wise, 44 percent of employees managed to have a somewhat or significantly better social life despite the social distancing measures. Perhaps those Zoom interactions did pay off in the end.

Prolonged remote work positively impacted most American’s life goals and their crystallization. According to our respondents, their vision for life roadmap is now somewhat better or significantly better. One explanation for it could be that many of us engaged in self-discovery and self-reflection during the prolonged WFH.

As a result, we now have a much better sense of what we want to do in the future, both on a professional and personal level.

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