Job Boards: Do They Have a Future?

Job Boards: Do They Have a Future?

The likelihood of employers continuing to use conventional job boards in the future could be on the wane. Job searches entail a great deal of research and visits to several job search engines, making an effort involved a time-consuming exercise. However, Google wants to change all that with a jobs search engine upgrade, creating a better connection between employers and job seekers via a new initiative.

The recently launched Google Jobs Initiative includes the Cloud Jobs API and consists of a specific combination of boosting job ads and addressing job search. Included in the mix is the Google Hire project, which is a free ATS for employers. However, does this mean that job boards will lose their popularity and could there be factors that impinge on operational efficiency? Will Google copycat the actions of Indeed? For instance, after Indeed joined the recruitment market halfway through the 2000s, they removed all their jobs from job boards, optimized the listings for Google, plus other search engines and then sold the traffic back to job boards. When Indeed dropped them and started working directly with employers, job boards must have realized the impact of their foolish actions. It is felt that Google is preparing to repeat that activity. Initially, Google will request everyone to make their jobs more visible so that they are more easily found and appear at the top of search results. The next step would be to use Cloud Jobs search to enhance that experience. Employers could then perhaps be persuaded to use Google Hire as their ATS. These actions give Google an overall picture of all jobs, positioned in a way that links directly to their search engine algorithms, shows how job seekers are reacting to jobs inside the Cloud Jobs search and how they apply for and get hired for specific roles via Google Hire. That is more or less a complete package, and if they have that much knowledge, it is possible that job boards may end up being impractical. This is because they are aware that by working directly with employers, better results are achievable.

Ever since the establishment of job boards, Google has been the primary search tool for all recruitment sites and services and has acted as the main support system in the online recruitment environment. Its aims could, therefore, differ from those of Indeed, which is endeavoring to emulate LinkedIn or Monster. In a recruitment scenario, the main focus is always to try and meet the precise search results that customers require and ensure that they are happy within that specific environment. The more businesses within a system, the better, as more access ads can then be sold to a primary customer. In an ecosystem backbone like Google, it would be disastrous for a site owner to lose a set of businesses that provide a lucrative income. Therefore, they watch out for businesses that can undermine their goals of selling ads and keeping customers happy and dismiss them.  Job boards that come to mind within this recruitment scenario include Indeed, LinkedIn and perhaps Facebook. Indeed would be the easiest to eliminate as their business relies on search engine results. LinkedIn and Facebook would be more challenging because they are also the main search tools for job seekers. It does, however, give site owners the freedom and advantage of being able to utilize all three search tools to promote their sites.

What about cost? Although no price structure has been put in place, Google has indicated that there will be a nominal fee. A figure of 1 cent per query could be the initial cost. If Clouds Jobs search is used by the owner of a conventional job board and recruitment site, no matter what size of the audience, they could be shedding a lot of money, despite discounts for volume. The expense is inevitable somewhere. Therefore astute spending on their search facilities means the owner of a site can invest in their relationship with their job seekers. Having an effective site that offers the type of jobs that job seekers are looking for, raises the chances that a candidate will apply and an employer will get the right talent for a specific role. It has often been said that when it comes to search technology, Google is the expert. If Clouds Jobs Search enables a site to provide more pertinent search results than its rivals, then it is a competitive advantage.

As far as jobs costs are concerned, money can be dished out to the aggregators or paid to Google. Also, some may be concerned about the level of knowledge Google might have about their business. Well, they probably already know just about everything. From the way job seekers find and use a site to their work with other sites such as CareerBuilder, Dice, and Snagajob, it is likely they can even predict activity within site, including contents not currently visible. Good or bad, it remains to be seen whether there will be opposition to the Google Jobs Initiative, or whether site owners will adapt to the new ecosystem environment of Google Jobs markup and Cloud Jobs search.

What Does 2017 Have In Store For Talent Management?

What Does 2017 Have In Store For Talent Management?

“Be Prepared” is the well-known motto of scouting organizations across the world and may well apply to professionals preparing for the future in 2017. Although business leaders make a note of projections for the New Year and prepare for the future, they can end up focusing more on minor or specific trends instead of looking at the bigger picture. Therefore to avoid having a restricted outlook, business owners should also search for information that draws particular attention to unexpected issues that could arise during 2017-18 and be ready for such eventualities. Established talent management programs and budgets would require reassessment should any of the next surprises materialize.

Firstly, should there be a significant downturn in the economy, do you have a plan in place? You need to pay heed to the present combination of political and economic uncertainty which is sure to continue, as this situation reduces both business investment and ultimately growth. In most major industrial countries that include China and Southeast Asia, Europe and the Middle East, circumstances may even deteriorate. With a new president in office who intends to give commerce a shake- up, it would be advisable to prepare for uncertainty related to all aspects of the trade.

About the management of talent, the possibility of an economic slump means that a strategy must be in place to cope with sluggish hiring. On a more positive note, a reduction in hiring will help relieve a dearth of available talent, leading to fewer problems associated with retention and recruiting. Moderate growth also means that managers of talent will need to plan for more productivity from a workforce, while at the same time trimming labor costs. Additionally, it must be borne in mind that because some areas in the world are growing at different rates, a talent management scheme must not only have the ability to handle reduced costs and growth simultaneously but in different geographic regions.

Secondly, the location of work could become a huge problem because, for many years, decisions concerning places where physical work should be carried out have been based mainly on economic reasons. As a result of more political challenges facing free trade and work being relocated offshore, it will be necessary for HR to plan for possible political reactions and tax implications regarding the decision as to which sites should be selected for work. If the U.S. sees more manufacturing returning to the region, hiring managers will have to be prepared to search for the required experienced production and manufacturing talent that is already thin on the ground.

Another hurdle to overcome is the progression of automation, a threat that creates fluctuating unrest amongst employees. Although it may not be the primary focus of talent recruitment, there is already a significant move towards technology   substituting employees in the U.S. Due to the country’s high labor costs, a reliance on robotics is one of the few options to encourage a return of manufacturing work to the U.S. However, shock waves are going to ripple through large groups of drivers, customer service, and production staff when they become aware of the fact that automation offers no job protection. The real fear of job losses will only sink in once as many as half a staff complement come to realize that their jobs will disappear, not only in this sector but at all businesses. Once employees become aware of the severity of the situation, the resultant level and intensity of unrest and re-unionization will be tough for HR personnel to deal with. Resistance to automation will be top of the list of issues for HR talent over the next few years, yet not many in HR are even aware of this imminent crisis.

When it comes to diversity, it has over the years been mainly an issue of compliance, becoming more of a business imperative rather than an HR matter. Research by Deloitte reveals that “building an inclusive culture is now the No.1 predictive strategy for global financial performance.”  Once executives recognize that diversity has been undervalued, it will become crucial for business.  Strategically this means that methods used by HR for diversity recruitment and retention will have to change significantly from current procedures to an approach that is data-driven. Data is already showing that systems presently in use have a negative impact on diversity and that market research will be necessary to establish more efficient ways of recruiting prospects in the many categories of difference. This particular research data will show that each section has individual job attraction determinants and approaches to job searches. Also, once jobs have been filled with different workers, it will be necessary to gather data to reveal which of those jobs have the highest bottom-line impact.

Apart from changes already mentioned, HR teams need to be prepared for further significant changes to their internal operations. Data collected by Google over several years have proved that many established HR practices are unsuccessful. Recruiters are in for a similar shock once-dominant firms complete their transition to a talent management program that is data-driven. It should, therefore, come as no surprise that as people in business start taking over the function of talent management and HR moves into a more professional and data-driven environment, the overall structure of HR will have to go with the times to reflect those changes. New HR employees will have to possess qualifications in finance, data, and technology, as well as experience in the business.

With technology as a dominating factor in HR, more than half of transactions and other work will be executed by software or chatbots, causing a shift towards an internal consulting model. Managers will be briefed by consultants on strategic talent, productivity and innovation issues.  It is, however, a pity that many of those currently employed in HR will be unable to make the transition. The general picture of college recruiting is also starting to change to a great extent. With advances in technology, social media, and the Internet, the remote college recruitment model adopted by Goldman Sachs and Nestle Purina will become the benchmark. With Brexit, President Trump’s new vision and developing technology replacing employees, the likelihood of more dramatic surprises in 2017 could be on the horizon.

Common Errors that affect Online Recruitment Performance

Common Errors that affect Online Recruitment Performance

Although social media has become a powerful tool for acquiring and attracting new talent, many staffing agencies are not adhering to basic and successful online recruitment techniques. Their efforts in sourcing the right candidates are being thwarted by simple errors that are having an adverse impact on their searches, at the same time causing much frustration amongst job seekers. Listed below are the main blunders that recruiters make when hiring online.

One of the main irritations for online candidates is the lack of response from companies when an application has been submitted. However, this is a situation that can be avoided as most applicant tracking systems can send an auto response containing a brief message stating that the application has been received for assessment. It allows job seekers to keep in touch with the progress of their applications, as well as motivating them to connect with a company’s social media campaigns and keep up to date with the latest job postings and opportunities.

Not disclosing salary information. This is an issue that should be dealt with individually. Whether salary figures are made known early in the selection process,   a job announcement includes a mention of basic wages, or a wage stipulation is used as a benchmark to short-list candidates, it is important to recognize that the expectation amongst job seekers is that there should be some indication of salary levels.

It is important to ensure that job advertisements are reaching a targeted audience. With many candidates using smartphones to search online for job postings, a lot of scrolling up and down is often involved, to read all the information included in the advertisement and could lead to relevant facts about the vacancy being overlooked. It would, therefore, be better to place the minimum qualifications required for the job at the top of an ad layout so that they are seen first.

Keep an eye on applicant tracking systems to monitor abandonment rates. If they are increasing, it indicates that candidates are being discouraged by lengthy application processes. Requesting less information from the outset can help boost the chances of retaining higher application rates.

It is essential that websites and listings are optimized for mobile devices. Apart from the creation of mobile advertising campaigns, response rates can be significantly increased by relaying the very latest opportunities directly to applicants and on social media sites. Remember to include simple but useful phrases and keywords that encourage individuals to refer a company, share the latest opportunities and pass on the information contained in an ad.

What Does The Future Hold For Recruitment In A Digital World?

What Does The Future Hold For Recruitment In A Digital World?

Among the many demands that managers face when running a business is the important job of recruiting and retaining talent. Company owners are aware that a successful business relies heavily on the caliber of staff that they employ and will ensure that hiring only the best employees tops their list of priorities. The speed at which technology continues to evolve, is having an influence on the methods used by hiring managers in their talent search and candidate acquisition processes. So what lies ahead for this critical department of business activity?

In the days when online applications and LinkedIn were just starting to gain in popularity, they were regarded as being secondary to the usual paper CV and face-to-face interview. But that has all changed as the recruiting world is now almost completely digital. According to Bob Myhal, director of digital marketing at CBC Advertising, “Resumes will be displaced by constantly evolving representations of individual experiences, skills and aptitudes that exist purely in the digital realm. The primary screening method will be via innovative tools that use social media, big data and other technologies to give tremendous insight into individual job seekers”. It was noted by CEO of Entelo, Jon Bischke, that many recruiters have discovered that a digital profile can provide a great deal more insight into a candidate than what the paper resume is able to achieve. For a candidate’s first interview or for those that do not live close by, a video interview is replacing the telephone. To streamline the whole recruitment process, more and more employers are supporting webcam and video interviews, said Myhal. There has been a sharp increase in one-way videos where candidates can record their interviews for later viewing and it is expected that live two-way webcam interviews will grow in popularity during the next three to five years.

In a competitive job market, those seeking employment know what they are worth.  With so many opportunities out there, applicants are not going to wait too long for their applications to be acknowledged. If an employer takes their time to respond or makes the application process difficult, they will give it a miss and move on. Candidates expect the process to be fast and easy, but this is clearly not the case in many instances. One way to deal with the situation is by using recruitment marketing technologies. Amber Hyatt, SPHR and director of product marketing at HR software company SilkRoad, said that these can comprise candidate job portals, employee onboarding and offboarding portals and speciality tools that promote sourcing via job boards and employee referral networks. He added further that these integrated platforms are more cost-effective and enable the collaborative hiring of top talent employees. Although sophisticated technology can be out of reach for small businesses because of the cost involved, they can still facilitate the process by having a user-friendly website that is simple and engages the visitor.

A key selling point in the recruitment process is your employment brand. As much as individuals will assess different consumer brands when shopping, astute candidates will apply the same when it comes to selecting company brands, before considering or accepting a position. Job seekers will research companies just as vigorously as companies research them. It is therefore important that a business website acts as a strong tool for engaging talent. According to Hyatt, company websites are a leading source of jobs for candidates and act as a one-stop shop for their initial job search. So it is crucial for a company to own a career site that is well designed, in order to deliver a cohesive brand image that reflects the company’s mission, vision and values. Combined with detailed job descriptions and online application facilities, the company brand experience engages job seekers and helps them to decide whether they are the right cultural fit for an organization and if they should apply. 

What about passive candidates? While the number of workers of Generation Y continues to grow, when it comes to the hiring process, recruiters have come to realize that the expectations of these workers differ from those of the older generation. CEO of Haystack Job Search, Inc., Marley Dominguez said that “To be effective, recruiters are going to need to engage Generation Y candidates in new ways”. This relates in particular to those who are not actually hunting for work, but will consider new opportunities that come their way. Although some employers have a good supply of applicants who make contact quickly once a vacancy becomes available, for most companies this is not necessarily the case. These days, it is essential for a recruiter to be proactive when looking for candidates. This can be done by searching for potential prospects via their social media profiles or wherever else they have a web presence, such as personal websites and blogs.

Candidate search tools such as social networks have allowed recruiters to select from a much bigger talent pool. But the research required is time-consuming and can prevent hiring managers from executing their main task, which is actual hiring. “Manually sorting through profiles and social network data is not very efficient”, said Dominguez. “It is expected that the next trend will not just be sourcing social and mobile recruiting data, but actually applying intelligence to summarize the important information”. Data analytics are becoming more sophisticated. To assist businesses in making improved strategic decisions, analytic programs of a high quality are already being applied to customer data. Recruiters may also find that data analytics can help them find out which passive candidates are worth approaching. While digital tools will never completely overtake or act as a substitute for the human element involved with selecting the right candidates, having the ability to keep up to date with the very latest technology, can prove to be a huge advantage for a recruiter’s future progression.

Ways to Foresee Candidate Activity

Ways to Foresee Candidate Activity

What would your reaction be if circumstances enabled you to see into the future? Having the talent to anticipate the readiness of a passive candidate when it comes to assessing a new opportunity? The answer is not using a psychic or crystal ball, but by making use of analytics, to predict the behavior and tendencies of a candidate and perhaps their inclination to change careers. The world is constantly evolving, and change is particularly relevant in a fast-moving business environment. Evidence of this is the recent happenings in the U.S where 20 mid-sized software firms filed for bankruptcy or were restructured, 800 hospitals or healthcare systems merged or were acquired, and changes in leadership took place in 637 mid-sized financial service entities.

However, what are the implications for a recruiter? As far as the recruitment of passive candidates is concerned, a competitive advantage can be achieved by doing research and keeping up to date with the activities of major companies. But it is even better when a recruiter or source knows which type of change affects the availability of a specific candidate. Depending on the level or sort of job that they do, every employee reacts differently to any changes within a company. For example, being aware of a company that is underperforming and not achieving set goals can indicate that their sales team are not meeting planned targets. Failing to reach those targets means no remuneration and no pay mean they are likely to grab the next opportunity that comes along. When it comes to HR professionals, compliance and regulation issues is the fuel that keeps them operating, but a company experiencing any breakdowns in this area can suggest that the HR team are feeling insecure and are therefore much more likely to be on the lookout for other opportunities in the job market.

When it comes to sourcing passive candidates, knowing and understanding the reasons why a candidate becomes anxious about change, could be a major consideration when predicting active prospects and getting ahead of competitors. But how is the data found and in what way is it used? First of all, carry out research and pinpoint target particular companies via search engines such as Google and LinkedIn. To achieve good results, geographic location or industry should form part of the search criteria. Once the companies have been identified, the next step is to make a list of every candidate from within each of those businesses. By creating a separate excel spreadsheet for various positions and functions within the company, the whole process can be less complicated, because change has a different effect on each situation within a company.

The next step is to explore the contact information of candidates. Ideally, it is suggested that at least one phone number and one email address is held for each candidate. The majority of this information can be sourced from LinkedIn, Email Hunter, Voila Norbert or directly from the website of the relevant company. Then note which situations affect a candidate’s sensitivity and therefore availability, such as changes in leadership, mergers or acquisitions, litigation issues or measures taken to reduce costs. Be aware of signs that may give some insight into a candidate’s possible tendency to change jobs. Make a note of employment anniversary dates and the average length of employment, or any other issues that might have a negative impact on a candidate’s loyalty to a company.    

Once all the research is completed, all company news, announcements, stock changes and other information will have to be monitored and documented. By utilizing your accumulated knowledge about availability signals, the next stage is to track which candidates are affected and as a result, more likely to be prepared for that new opportunity. To decide on any potential applicants, cross references current openings with the group of candidates that have been identified. As soon as the right candidate, right opportunity and right time have been recognized, the candidate can be contacted. With the support of all the information you have collected, create a personal message, informing them of how much you know about the specific change they have experienced. Your actions will show that you have carried out your research and this, in turn, helps to build trust with the candidate.

Although the final responsibility for securing the hire does not lie with the source, it remains a paramount priority to deliver prospects that are more likely to engage with your recruiters. Recognizing talent that is more likely to consider a new opportunity helps to boost potential hires. Taking everything else into consideration, a sourcing success is all about finding the right candidate at the right time.