The top five factors that most negatively impact the quality of hire:
- Resumes are at best, self-reported descriptions of historical events.
- Resumes frequently contain untruths and half-truths.
- Negative information is omitted. - Resumes do not cover the future or your firm. - Requiring an updated resume will restrict applications.
Content-related resume problems:
- Resumes contain no statement of accuracy.
- The information is not verified by the firm where they worked.
- Applicants are not told what information to include.
- Resumes do not include information on all of the key assessment criteria. - Many candidates are unaware of the powerful impact of keywords. - The candidate’s job results may be impossible to verify. - The candidate’s contribution may also be exaggerated. - Illegal and inappropriate information may be included.
Non-job related factors may impact the quality of the submitted resume:
- Writing skills impact their content and their assessment score.
- Help, resources, and repetition impacts their content. - Most candidates only have a single resume. - Employed individuals may be at a disadvantage. - International applicants may be at a disadvantage.
Format-related resume problems:
- Accomplishments and skills may be omitted in some formats.
- There may be a bias against the functional resume format. - The CV format may hurt some candidates. - Paper resumes cause problems.
Problems with the typical resume assessment process:
- Resumes cannot be thoroughly read in six seconds. - There is no scoring sheet or documentation. - Inappropriate knockout factors can be used. - The information is not in a standardized order for easy comparison. - Multiple languages may make assessment difficult. - No feedback hurts your brand image. - No resume screening metrics. - No formal training.
Possible alternatives to resumes
- An application form.
- A LinkedIn profile. - A portfolio. - Find their actual work on the Internet. - Give them an actual work problem. - Contests. - Technical tests. - Interest and skills questionnaire
1. War for talent continues Finding people that match your company DNA, your culture, goals, ambition and values is vital for retainment as well
2. Not every company is Apple or Redbull Most companies need a carefully and truthfully crafted employer brand to attract, recruit and retain the right people.
3. Retaining good employees is essential A successful employer brand is truthful: it realistically conveys the way employers and candidates experience the company, but does so in a creative way that speaks to the imagination. It’s all about making the right promises — and then keeping them.
4. Talent ‘shops’ for employers Employees googles companies, asks friends for opinions and experiences with employers, people share working experiences easily — offline and online. This means you have to be ‘found’ as an employer with your side of the story.
5. It makes recruitment more efficient As candidates become increasingly aware of who you are as an employer, recruitment becomes more efficient and cost-effective in time.
- 84% of companies believe a clearly defined strategy is the key to achieving employer branding objectives. - 71% of employees say obtaining an adequate budget is their number 1 challenge in managing an employer brand. - 59% of companies leverage their career website for communicating the employer brand. - 55% of employees believe it’s important other people want to work for their employer. - 44% of companies use social media to enhance their employer brand. - 18% of marketing departments are responsible for the employer brand strategy.
Knowing what underlying need is driving your candidate to look for another job is essential if you want to find and hire the right people for the right reasons.
A person who is unemployed, or holding a job far below the person’s earning ability, seeks a new job primarily for monetary reasons, with the actual work less important. This is the economic need in action. The second motivating need is team-driven. Many people leave companies due to lack of a supportive manager or an inability to develop personal relationships with co-workers. They also accept jobs for these very same reasons. The third job-seeking driver is career growth: the need to achieve, grow, and become better. The Achievers leave when this is missing.
Job satisfaction is driven by doing impactful work, a chance to work with strong teams, and a chance to progress and grow. Dissatisfaction is largely due to lack of a supportive manager, doing less-meaningful work, or doing work far below a person’s capability, and lack of collaboration with others. The best people accept jobs based on expectations of the former and leave them because of the reality of the latter. Much of the problems associated with underperformance, dissatisfaction, and retention occur when the hiring decision is made. Surprisingly, few companies consider this directly, resorting to fixing the problem after the fact.
It doesn’t matter what area you apply criteria to, as long as it helps you identify what will lead to happiness and meaning.
A bigger question is why don’t we apply the same rigor to people and happiness? Why don’t we have hiring criteria for the kind of boss we’re willing to work for, the clients we’ll take on or the colleagues we partner with on a project? The biggest question is why don’t we apply the same vigor to ourselves?
1. Let go of the past: This helps my clients focus on a future they can change — not a past they cannot change. 2. Tell the truth: This lets my clients know the truth, not just what they want to hear. 3. Being supportive and helpful: This gives my clients encouragement, not cynicism or sarcasm. 4. Pick something to improve yourself: Everyone should have some skin in the game and be focused on improving rather than judging.
If you’re unhappy in your job, list a few qualities of a job that would make you happy. If you’re unhappy with your boss, list some qualities of your ideal boss. This is not a tough assignment. It’s life planning at its most basic.
Despite all that has been said or written about employee engagement, there’s still a question that’s hard to get a straight answer to: what’s the actual return on investment (the ROI) of employee engagement, anyway?
Using social media for employer branding and recruitment provides the following benefits:
- An opportunity to enter into dialogue and engage/attract potential candidates. - Creates a common understanding of the company. - Builds communities and create long-term relationships that in turn will strengthen the pipeline of talented candidates. - An opportunity to have employees act as ambassadors on behalf of the company and provide a preview of what it is like to work for your company. - A possibility to reach passive candidates through targeted messages. - Promotion of the company’s Employer Value Proposition (EVP).
Leverage Employees as ambassadors
- 59 % of potential applicants say that information from employees is more credible than if from the company. - 70 % feels that positive posts from employees and fans make them more likely to send an application. - 57 % of applicants expect that the company interacts with fans and followers.
- 66% of recruiters now use Facebook, a jump of eleven points from 55% in 2011. With more than 900 million users, employers clearly want to tap this huge talent pool. - 54% of recruiters now use Twitter for their talent search, revealing the importance of watching what you tweet. - 65% of companies seek to increase employee participation in recruiting by offering referral bonuses; of those, 43% offer rewards of more than $1,000. - 30% of survey respondents consider themselves strong or exceptional at social recruiting, while another 41% rate their skills as moderate. Just 4% say they’re non-existent.
Covey, 79, passed away yesterday, July 16. He left quite a legacy.
Habit No. 1: Be proactive. “Self-awareness enables us to stand apart and examine even the way we ‘see’ ourselves — our self-paradigm, the most fundamental paradigm of effectiveness. It affects not only our attitude and behaviors, but also how we see other people. It becomes our map of the basic nature of mankind.”
Habit No. 2 Begin with the end in mind. “This habit is based on the principle that all things are created twice. There’s a mental or first creation, and a physical or second creation to all things.” In other words, visualize what you want as if it already happened and the universe will begin to work wonders.
Habit No. 3: Put first things first. This habit is about personal and time management. Covey writes: “Management, remember, is clearly different from leadership. Leadership is primarily a high-powered, right brain activity. It’s more of an art; it’s based on a philosophy. You have to ask the ultimate questions of life when you’re dealing with personal leadership issues. But once you have dealt with those issues, once you have resolved them, you then have to manage yourself effectively to create a life congruent with your answers.”
Habit No. 4: Think win/win. According to Covey, “This is a frame of mind and heart that constantly seeks mutual benefit in all human interactions. Win/win means agreements are mutually beneficial, mutually satisfying… Most people think in terms of dichotomies: strong or weak, hardball or softball win or lose. But that kind of thinking is fundamentally flawed.”
Habit No. 5: Seek first to understand, then to be understood. “We have such a tendency to rush in, to fix things up with good advice. But we often fail to take time to diagnose, to really, deeply understand the problem first… This principle is the key to effective interpersonal communication.”
Habit No. 6: Synergize. On synergistic communication, Covey writes: “You begin with the belief that parties involved will gain more insight, and that the excitement of that mutual learning and insight will create a momentum toward more and more insights, learning, and growth.” Another gem: “Synergy is almost as if a group collectively agrees to subordinate old scripts and to write a new one.”
Habit No. 7: Sharpen the saw. “It’s renewing the four dimensions of your nature—physical, spiritual, mental, and social/emotional.” Covey writes about continuous self-improvement. Commit, learn, and do.
Hiring highly motivated workers is vital to making a boss-free system work. And it isn't for everyone. Most employees take anywhere from six months to a year to adapt, though some leave for more traditional settings, Mr. Coomer says.
The system has its downsides. Without traditional managers, it can be harder to catch poor performers. Even the employee handbook, a packet that explains Valve's philosophy and processes, notes that bad hiring decisions "can sometimes go unchecked for too long."
Recent research on the value of flat organizations has been mixed. One study, by researchers at the University of Iowa and Texas A&M University, found that teams of factory workers who supervised themselves tended to outperform workers in more traditional hierarchies, so long as team members got along well. "The teams take over most of the management function themselves," says co-author Stephen Courtright. "They work with each other, they encourage and support each other, and they coordinate with outside teams.They collectively perform the role of a good manager."
Other studies, however, have found that hierarchies can sometimes boost group effectiveness, and that having a clearly defined role can help people work more efficiently.
The European Talent survey found that 76% of respondents identified talent as a top or growing priority to support the growth of their businesses and 50% of respondents had a defined talent strategy. There was agreement that talented people could drive productivity and business growth; improve customer share and be a differentiator at a time of intense global competition. Talent was seen as a pivotal resource in delivering competitive advantage.
The skills identified as priorities for talent were varied. 67% of those responding to the European Talent survey believed that the ability to deal with and manage change was a priority; 31% believed that the ability to think strategically was also important; 22% identified the need to be able to work in virtual teams as a key attribute of talent (approximately the same as 2010) and 50% believed that information systems skills were a priority- up from 25% in 2010.
Organizations think about their business as a two-sided ledger: strategy and culture.
Executives may be using social media as a crutch to build culture and seem accessible — but good leadership can’t be dialed-in.
- 45% of executives say social media has a positive impact on workplace culture while only 27% employees agree.
- 41% of executives compared with only 21% of employees believe that social networking helps to build and maintain workplace culture.
- 38% of executives think social media allows for increased transparency while only 17% of employees agree.
To be an exceptional organization, companies must focus on the intangible elements of culture-building.
- When considering what factors impact workplace culture, executives rank tangible elements such as financial performance (65%) and competitive compensation (62%) among the highest, whereas those factors were among the lowest for employees.
- In contrast, employees rank intangible elements such as regular and candid communications (50%), employee recognition (49%), and access to management/leadership (47%) highest.
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