AUTHOR: // CATEGORY: Featured, recruiting

    I hate recruiters.

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    AUTHOR: // CATEGORY: hiring, Hiring & Recruiting, In this week's e-newsletter, recruiting, talent acquisition

    Your people make or break your company, but finding the right hire in this tight labor market is a big challenge for HR pros. 

    Something that can make it even more difficult? A meddling manager with unrealistic expectations about their ideal new hire and how the process should go.

    Problematic requests

    This is what John Vlastelica, founder of online hiring resource Recruiting Toolbox, addressed at the recent ERE Recruiting Conference in San Diego.

    According to Vlastelica, managers can be HR’s (and their own) worst enemy when it comes to choosing a candidate. Sometimes, they’re overly picky. Other times, they want the hiring process to move too quickly.

    If you start hitting hiring road bumps with your managers, it’s important to take a step back and evaluate the situation, Vlastelica says.

    When your manager makes an unreasonable request, what are they really asking you for?

    Vlastelica highlighted three common misconceptions managers have about the hiring process and how you can adjust their expectations.

    1. The more resumes, the better

    You may encounter a manager who wants you to keep passing along a giant stack of resumes. After all, the more choices, the better – right?

    Wrong, according to Vlastelica. While you don’t want to just select the first decent candidate, too many choices will be overwhelming. No one can properly compare a dozen different applicants.

    Vlastelica suggests giving your managers three to five strong candidates. If you receive pushback from a manager who wants more options, focus on selling the applicants you’ve already selected. You picked them for a reason – explain why to your manager.

    If a manager isn’t pleased with anyone after conducting several interviews, it can indicate problems lurking in the middle of the
    hiring process.

    If that’s the case, Vlastelica says to think about what’s going wrong in the interviews that’s causing your manager to want to start fresh.

    If there’s a disconnect during the interview process, more resumes won’t help fix your hiring problem.

    What might be going wrong in the interview process? Hireology CEO Adam Robinson says not giving candidates enough attention can be employers’ downfall. You may try to get back to your applicants as quickly as possible, but it just takes one or two bad reviews on Glassdoor to discourage quality candidates from applying.

    If you don’t treat candidates as you would clients, you’ll never get the top talent you need.

    2. Cultural fit is highly important.

    When looking at different candidates, it can be tempting to choose whoever will fit into the company culture best, Vlastelica says. But you want to steer your managers away from making the same hire.

    Robinson agrees, and warns against hiring someone just because they “seem like the right fit.” It’s crucial to have tangible criteria to determine whether a candidate would be a good hire. Think about what skills and traits lead to success in the role you need filled, and how you’d test for them.

    Another reason to ignore “good fit” hires? Not enough diversity. Too often, diversity is seen as something simply “nice to have” instead of a necessity. But, hiring people with different backgrounds and skill sets can add a lot to the company’s culture and success.

    When a manager wants you to find a hire who’s a carbon copy of other employees, Vlastelica suggests you remind them that a different hire will add something unique and push thinking in a new direction.

    3. A large panel of interviewers is best.

    If you have a manager who is indecisive or lacks confidence, they may try and compensate by including a lot of people in the interview process to ensure the best candidate
    is chosen.

    While other opinions can help, Vlastelica says too many interviewers will back you into a corner. If your company requires a consensus to make a hire, you’re setting yourself up for failure by including a ton of people in the decision.

    Not to mention, taking everyone’s schedules into account while setting up an interview can be a nightmare.

    Vlastelica suggests thinking about the importance of the hiring decision when deciding how many interviewers to include in the process.

    An entry-level position? One or two people works. A potential C-suite member? You’ll want to include four or five people in the decision.


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    AUTHOR: // CATEGORY: Answers to Tricky HR Questions, Discrimination & Harassment, Hiring & Recruiting, recruiting, workplace diversity

    Hard and fast rules about hiring could be hurting your ability to attract talent, especially if they seem arbitrary or exclusionary.

    That issue came to the fore in a Twitter thread in early April. Business Insider Managing Editor Jessica Liebman tweeted out a link to her story on the BI website with the long and attention-grabbing headline “I’ve been hiring people for 10 years, and I still swear by a simple rule: If someone doesn’t send a thank-you email, don’t hire them.” If you do, she assures readers in the story, you’ll probably regret it.

    Every recruiting and hiring manager has specific traits and personality types in mind when they start vetting job candidates. But many people responding to Liebman’s tweet pointed out  how unconscious assumptions can hurt efforts to find and hire the best and most diverse possible workforce.

    “Good eggs”

    Liebman argues that failing to follow this point of etiquette tells her that prospects don’t really want the job. The organization and effort and “manners” demonstrated by hunting down an email address and sending the thank you puts people on her “good egg” list. Liebman reiterated that she stands by her policy to use “the thank-you email as a barrier to entry.”

    The twitterverse, or at least one small corner of it, reacted quickly and strongly. The apparent consensus was not positive.

    Workplace advice blogger Alison Greene tweeted from her @askamanager account,”Hard disagree. And it’ll discriminate against candidates from backgrounds where they don’t get this kind of job search training, which has nothing to do with skills & ability to excel on the job.”

    Software company Glitch’s CEO Anil Dash chimed in with, “The only thing a thank you note represents to me is what the norms are for the social class and cultural background of that candidate. It’s nice to get one, but literally doesn’t factor into the decision at all, and shouldn’t. I’ve been hiring people for 20+ years.”

    Others took issue in a sarcastic  tone. Freelance writer and artist Christian Fox’s Twitter persona Goth Ms. Frizzle offered a slightly higher barrier for applicants: “I’ve been hiring people for 100 years and I still swear by this simple rule, if you can’t descend into the labrynth of eternal night and retrieve the silver knife that slit the throat of god as he slept in his garden you’re not getting the job.”

    Filtering out the “unwashed?”

    Other responses pointed to cultural norms, socio-economic status, or cognitive differences as possible reasons that an applicant might not send a thank you after an initial interview. Many questioned any link between sending a note and ability to do a job well or work well with others. And many tweeters saw the policy as a gatekeeping measure that, intentionally or not, was likely to disproportionately exclude people of color and applicants with less access to career advice.

    A lawyer tweeted, “I have non-professional parents and I didn’t learn that thank you notes were an unspoken requirement/tool for filtering out the unwashed until my first year of law school. ”

    As of April 8, Liebman had not responded directly to any of the thousands of comments her tweet elicited, but Business Insider Global Editor in Chief Nicholas Carlson took the time to tweet out his own take on the article, saying, “I’m surprised how many people are surprised by this excellent advice” and “For their sakes I hope it’s a helpful wake up call.” To a suggestion that his response showed a lack of introspection, Carlson added “Lol, no. I don’t think that’s it.”

    Impact of unintended bias

    As negative reaction to the article and ensuing tweets gathered steam, Carlson later responded more seriously to a tweeted request from @writersofcolor  for “recent staff diversity stats in order to provide some context for this hiring practice?” by stating, “Thank you for this question. With respect to race and ethnicity, 28% of our teammates identify themselves as people of color. Three years ago, this percentage was 20%. Within our newsrooms, 30% of staff identify as people of color, up from 25% three years ago.” Carlson said “For context, according to Pew, 22% of people who work in US newsrooms are people of color. This is in no way ‘mission accomplished’ for us; we continue to prioritize hiring people of color.” He did not address Liebman’s specific hiring record.

    Whatever HR pros think of the original tweet — including whether it was just a successful “clickbait” campaign for the publisher — the reaction highlights how important it is to continually re-examine interviewing and hiring procedures for unintended bias that might limit diversity and opportunity.






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    AUTHOR: // CATEGORY: hiring, Hiring & Recruiting, In this week's e-newsletter, Latest News & Views, recruiting, social media

    There’s an important lesson for organizations of all sizes in a recent embarrassment for one of the world’s best-known companies – check your job postings carefully before they go up on the internet!

    Questions about race and ethnicity are commonly included on U.S.-based company’s application forms to help companies track diversity and comply with affirmative action requirements. But an IBM application included terms that startled the applicant. The pull-down menu for the required field “Ethnic Group” displayed categories including “mullatto” and “yellow.”

    The applicant, who is an Asian-American, tweeted about his experience, and included a screen shot of the web application form, saying “@ibm applied for a job on your career site. Aren’t these ethnic group labels a little antiquated? To make matters worse, I couldn’t submit my application w/o selecting an option. I ended up selecting “Yellow” and “Coloured.”

    Lost in translation?

    IBM responded a day later by apologizing and saying the job posting had been copied and translated from similar postings intended for positions in other countries. The company said that the categories included on the posting are required by the governments in Brazil and South Africa for census and other uses.

    IBM replaced the questions from its application form to reflect U.S. standard terms including American Indian or Alaska Native, Asian, Black or African-American, Native Hawaiian or Other Pacific Islander, and White. The revised application also gives applicants the  the option to refuse to provide an ethnic identifier.

    Like other global companies, IBM must localize content to comply with a wider variety of regulations and cultural norms than most businesses when designing its job applications and other forms. But every organization can avoid a similar error – and, potentially, public embarrassment – by ensuring that all job postings and other public docs are reviewed carefully before they go live.




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    AUTHOR: // CATEGORY: analytics, ATS, hiring, Hiring & Recruiting, recruiting, Special Report

    It’s a job-seeker’s market right now, and hiring and recruiting are more complicated than ever. Those difficulties go beyond just finding the right person for the specific opening you have.

    What about candidates who are well-suited to your company, not just to your current positions? Keeping track of those candidates, as well as all the others you’re considering, gets confusing.

    And in today’s world, using haphazard spreadsheets of applicants or relying on past email exchanges won’t cut it. Luckily, an applicant tracking software (ATS) solution can help.

    These solutions allow your hiring team to visualize the entire process, from a candidate’s first application up to the first day on the job.

    The benefits don’t only apply to new hires. Knowing how your recruitment process works and getting data on what’s going well and where improvements can be made helps with retention.

    So what key insights can an ATS solution identify at your workplace?

    1. Find and solve hiring bottlenecks

    Bottlenecks in the hiring process lead to lost time and productivity, and slow down your search for the best possible candidates. Figuring out where those bottlenecks are and how to fix them can streamline your hiring process.

    One common bottleneck is a flood of unqualified candidates applying for a posting. You know to make the posting as clear as possible, but sometimes people who don’t meet the key requirements make it through. With an ATS solution, candidates are sorted and removed from the job pool based on their qualifications, saving your hiring team time. After all, there’s no point in interviewing people who aren’t a good fit.

    In addition, you can include knockout questions that’ll immediately eliminate candidates who answer incorrectly, further refining the hiring process.

    You can also automate communication with candidates, setting up rules within the software for emails to both disqualified candidates and those you’d like to learn more about. In addition, mail merging allows you to craft emails that look specific to each person, without you having to go through the trouble of typing individual emails.

    1. Discover which hiring managers need help

    The hiring process is often unwieldy, and involves many different people and departments. Getting all of those people on the same page about the position and job posting is hard enough. Once you find candidates, managing the team can feel almost impossible.

    An ATS solution allows your entire team to use the same platform and be on the same page about what you’re looking for and which candidates have those qualities. You can also see which managers are behind on their hiring duties and which ones need additional resources to ensure the position gets filled.

    This is especially helpful for first-time managers who might not have much experience with sorting through a range of candidates, scheduling and conducting interviews, or keeping track of which candidates are at what stage of the process. Because an ATS solution automates all of these aspects, those managers are able to breathe a little easier. As an added benefit, your more experienced managers can spend less time training new ones on how to conduct a job search and focus instead on their own tasks.

    But we all know it’s not just inexperienced hiring managers who have trouble with the process. Other managers can be less flexible in the hiring process, which causes bottlenecks and slows down the search. Recruitment analytics allow you to see which managers are struggling and where in the process they’re having trouble, whether it’s selecting appropriate candidates for an interview or following up with them as necessary.

    1. Track your hiring team’s efficiency and effectiveness

    Because recruitment analytics take the entire hiring process into account, from the first time an applicant interacts with your company to the first day in the office, you can get a bird’s eye view of the process. You’ll be able to track how long your search lasts and your team’s efficiency, which can help you make improvements when you’re hiring for the next position.

    Analytics don’t stop there, however. An ATS solution can help you track how new hires feel about their jobs and the organization overall, which provides a window to see whether the hiring team was effective and chose someone right for the position. This also ensures you’ll know about any obstacles right away, so you’re not caught off guard by negative feedback or employees looking to transition to different roles.

    Also, an ATS solution can help you see where your process lags. If it’s due to issues with a specific manager, you’ll have solid data to back up your claims when discussing the problem. This data will make it more likely that the person will take you up on offers for help.

    You can use your ATS to improve collaboration across your hiring team, so one person isn’t responsible for contacting every applicant updating the system each time an interview occurs. Multiple people can access and edit the information, providing new insights and perspectives on candidates and processes.

    1. Determine your best sources for hires

    The candidates you find are only as good as the places you’re looking, but recruitment analytics can make sure your sources are up to snuff.

    Your team may think all the best candidates are coming from major job boards because that’s how it’s always been. But with the increase in social media use, candidates are coming from all over the place. You want to know where your candidates are finding open positions, and an ATS solution provides that insight.

    If excellent candidates are coming from social media like Twitter or Facebook, you can reinvent your hiring strategies to devote more attention to those platforms. Seeing where you can cut back is also helpful – if fewer candidates are coming in from sourcing agencies or specific recruiters, you’ll want to spend less time on those.

    Refining your sourcing also helps improve the efficiency of your team, since hiring managers might be struggling due to issues with sources rather than their own mistakes.

    Knowing your company’s strengths and weaknesses when it comes to hiring is essential for making the best choices in new hires, and an ATS solution can help you figure those out.

    No matter how quick and easy your hiring process may be, there’s always room for improvement. Using recruitment analytics gives you the tools to make positive changes and ensure only the best candidates are getting through to your organization.

    Top ATS features

    Now you know why you want an ATS solution. But how do you know what makes an ATS solution worth your time and money?

    First, you’ll want the option to import data you already have. No one wants to be stuck re-typing a list of candidates from a spreadsheet to the software. This keeps all your candidate information in one place and allows for easy sorting and tracking of each individual.

    On the other side, it’s also important to have an export function so you can use that data outside of the ATS solution. You may want to share certain information with someone or use it in different ways, so you’ll want to be able to export the data easily and quickly.

    Another helpful function is a universal search, where you can see candidates by more than just their name. You can search for certain biographical data and use that information to sort applicants as well. For example, you could search to see which candidates speak a second language or majored in a certain subject.

    Any ATS solution should also be able to integrate with the other systems you use in your office, such as Google Apps or Outlook. There’s no point adding software that can’t interact with the rest of the tools you use to hire and recruit candidates. Plus, the time-saving potential of a solution that can take information from emails and immediately input it into the ATS solution can’t be overstated.

    Customization is another key tool your ATS should provide. Each company’s hiring and recruitment process is different, so the same ATS features won’t work for everyone. If you don’t conduct phone interviews, you don’t need a section for them – same with writing tests or other aptitude measures.

    Looking at a list of biographical info doesn’t actually give you good insight into each candidate. Most applicants will have similar qualifications and skills, which is why an aggregation tool is helpful in an ATS pick. Being able to see a picture of the person, along with links to their social media accounts and any published work, humanizes their data and offers a more well-rounded look at a candidate.

    Most importantly, any solution you pick should have a robust support team to help with implementation and troubleshooting. Software is only as good as it works, and you want to have a range of options if something goes wrong.

    Some of these features may be more important to your business than others, so be sure to do your research and search for a solution that works for your process.

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    AUTHOR: // CATEGORY: onboarding, recruiting, retention, Retention & Turnover, Special Report

    The first days and weeks when new employees come to work are a make-or-break time for their success with you. 

    A positive welcoming experience puts them at ease and reinforces that joining your company was a good choice. That breeds loyalty – a key component of a stronger workforce, and an essential characteristic of what keeps organizations going strong.

    Thankfully, loyalty is contagious. On the other hand, just a few crucial early missteps can leave newcomers second-guessing everything.

    What successful onboarding looks like in 2019

    Today’s best onboarding efforts:

    • Establish a strong employer welcome.
    • Re-affirm the employee made the right job choice.
    • Let the employee see how she or he fits in with the organization.
    • Set the stage for long-term relationship building, which in turn improves retention. That’s why onboarding is often called the last stage of the recruitment process – and the first step to retention.

    Onboarding’s ROI

    Depending on the position and how long it takes to find a qualified candidate, companies can easily expect the cost of turnover to be 150% of the departing employee’s annual salary. That doesn’t include non-tangibles, like the impact on morale.

    With that kind of value on the line, the incentives for keeping them makes onboarding even that much more of a worthwhile effort.

    Before Day 1

    After a candidate accepts your offer, send a written communication welcoming them aboard. Let them know what to expect on their first day and what their first few days will be like.

    Be sure they know the simple stuff, like

    • Where to park
    • How to get in the door
    • How to get OUT in an emergency
    • Who will be mentoring them
    • A schedule of what the day will be
    • How their first-day lunch will be handled, and
    • Who to see if they have questions.

    Make a checklist

    It’s a good idea to make a checklist. Include all the things you’ll be discussing with them, need them to sign and want them to do. Include a list of names and titles of the people they might be meeting with.

    It helps to have a recently hired employee look over the list to see if there’s anything missing, since it’ll be most fresh in the mind of someone who’s just been through it.

    The first day

    The first day for new hires should be a highly energized and positive experience. You’ve already picked them! What was it about this person that made you say yes? Think back to the things that stood out and try to highlight some of those things on the first day. Then send out a welcoming email to staff, announcing the new hire;s arrival, with a brief professional bio and maybe a personal note, such as a hobby or interest.

    Take a tour

    The typical next step for welcoming an employee on board is the building tour. “Here’s the printer, here’s the bathroom,” etc.

    OK, that’s good information to have. But is it really going to stick out in an employee’s mind? A better bet is to give them the “insider’s tour.”

    • Which areas of the building have spotty Wi-Fi coverage?
    • Where can they grab a coffee mug if they forgot theirs at home?
    • What’s a quiet place to get some work done if office conversations get a little too loud?
    • Which fridge should they put their lunches in?
    • What do they do if they lose their security card or key?

    You’re not just showing them the way, you’re showing them how things get done.

    Introduction to the workplace

    Introductions should be inclusive, but not overbearing.

    Try this: Don’t introduce people based on their title. Introduce them based on their working relationship with the employee.

    For instance, instead of, “Meet Bill. He’s our payroll clerk,” say, “Meet Bill. He’ll collect your time sheet every week and he’s the person to see if you have any questions about your paycheck.”

    Document dumps

    There are plenty of documents and papers employees will need to do their jobs.

    Again, making sure everything is already organized for an employee is key. Place all the crucial documents in a digital or paper folder, so they have them all in the same place.

    Be sure your mission statement is right up front.  “We’re a company that respects all our employees – from new hires to established veterans – and are really looking forward to having you contribute in a meaningful way! Welcome!”

    • A facility map. Try to include the names and phone extensions of other employees on the map where they work.
    • Phone extension/email list. If you can prioritize this list by listing the employee’s department first, so much the better. That way, they don’t have to hunt for the name they need (or worry about forgetting which “Jim” mans the help desk and which one is the CFO!).
    • Daily schedules. You should have the employee’s first day (or first few days) planned for him or her. Include the schedule so they know what’s coming next.
    • Long-term schedules. When can they start taking vacation or enrolling in the company’s 401(k)? When will their first formal/informal review be? When can new workers start accumulating sick days? Having these key milestones on a timeline helps employees see what’s next for them and gets them thinking about their long-term future with the company.
    • HR documents. Employees will need to receive policies and procedures, benefits enrollment forms, etc. Include these in the folder but be sure to have someone from HR go over them with the new hire in-person as well – in case there are questions.

    Other “nice-to-haves”

    In addition to these standard items, try including some of the following sections as well:

    • “What I learned … ” Collect anecdotes from employees on the most important thing they picked up in their jobs. What was the moment that made them say “A-ha!”? It doesn’t have to be anything ground-breaking, just a musing on what people have learned about the workplace along the way. Include a list of one-sentence-or-so anecdotes to make new employees feel welcome (and maybe chuckle a little.)
    • Success stories. Chances are someone in your company has recently come up with a new way of doing things that’s really saved time or reduced frustration. Or maybe they’ve achieved a milestone (1,000th sale, 35 years with the company, etc.). Maybe they’ve even had a personal accomplishment such as running a race or organizing a charity fundraiser.

    When you hear stories like these, share them. Write a short paragraph about it, then include it in a “News & Notes” or “Success Stories” section of the onboarding material. This way, new employees will feel as if they’re getting to know their co-workers right off the bat.

    • The “Lingo Board.” Managers and supervisors will often find themselves casually dropping an acronym or industry-specific term with a new hire and being greeted with a slack jaw or confused stare.

    Each workplace has its own set of terms and lingo that is specific to the company. It’s not a bad thing, these shortcuts are real time-savers when people know their meanings. But until workers are up to speed on the office language, provide a list of terms and definitions. Put it in plain English so they can see what they should be looking for when you ask for “a DBC report.”

    Of course, all the documents in this packet should be available on the company intranet as well. But having a one-stop resource for employees on- hand will be a good way to keep them in the loop from the very start.

    Being a good closer

    At the end of the employee’s first day, be sure to close it out strong. Schedule a one-on-one to review what they did and whom they spoke with.

    This shouldn’t be an in-depth meeting: Just take 10 to 15 minutes to see if they have questions and to touch on and reaffirm what they’ve learned. Keep it light and reassure them with any positive comments you may have gathered from people the new employee interacted with.

    Then, send them home.

    It’s like not much “work” was accomplished, and that’s OK. First days are for first impressions. The time for time real work lies ahead.

    For now, leave them feeling good about their experiences and inspired for tomorrow.


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    AUTHOR: // CATEGORY: benefits, Employee Benefits, hiring, Hiring & Recruiting, Pay and Benefits, perks, recruiting, Special Report

    Every HR pro’s been here before: You find a candidate with all the right qualifications, only to have them slip away right before closing the deal. 

    After having done your best to woo them and offer a strong salary, you can be left scratching your head, wondering what you could’ve done differently.

    Changing strategies

    Most HR pros have spent a great deal of time revamping their recruitment strategy in this candidate-driven job market, so it can be frustrating to continue to lose out on top talent.
    To combat this, successful companies are turning toward unique perks to seal the deal and sign a great candidate.

    So what kind of unconventional benefits are job seekers looking for the most?

    A recent report by FitSmallBusiness revealed the best unique perks, ranked by what candidates desire most, that employers might want to consider implementing in 2019:

    1. “Paw-ternity” leave. With more and more people putting off having children and getting fur babies instead, offering “paw-ternity” leave – time away from work to get a new pet settled in – will appeal to almost everyone.

    Currently, only about 5% of companies offer this perk, with an average leave time of one week for a new furry friend. Adding this benefit is a great way to woo animal lovers.

    2. Fertility treatment coverage. Over 6 million women in the U.S. have difficulty getting pregnant on their own. Offering help with fertility treatments can change your employees’ lives for the better.

    FertilityIQ conducted a study and found 62% of employees who received this perk were more likely to stay at their company, and 22% actually worked harder.

    3. Life coaching and counseling. It’s no secret that employees’ mental health is just as important as their physical health. Having counseling and coaching services readily available will help support your people no matter what they’re going through.

    Some types of these services companies currently offer include outside counseling, healthy living programs and work-life coaching that helps employees with both personal and professional goals. A perk like this will ensure your people come to work ready to focus.

    4. International retreats. Here’s a fun spin on your run-of-the-mill team-building exercise. Full blown companywide vacations are becoming a more popular perk.

    About 20% of companies offer a domestic retreat, but a few are taking it international. Not only does this benefit give your staff the opportunity to travel, but it’ll improve your employees’ professional relationships at the same time.

    5. In-office drinks. It’s easy for co-worker bonding to happen over a few beers. One big up-and-coming perk is free in-office alcohol.

    About 11% of employees currently enjoy this perk, and it can lead to a happier, connected workforce that’s more dedicated to the company.

    6. Wellness services. Employees regularly deal with stress, so some companies are offering relief through on-site wellness services and spas.

    Yoga, massages and acupuncture are just some options employers are offering their staff, who greatly appreciate the relaxation.

    7. Nap rooms. Tired employees cause a whopping $63 billion in lost productivity. Napping areas are a great way to assist workers who struggle to get in their full eight hours every night.

    Google is known for its nap pods, which staff can use on their breaks. Nap rooms are a great option for companies with overnight staff, too. An important aspect of this benefit is creating a culture that encourages napping so employees can take advantage of this benefit guilt free.

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    AUTHOR: // CATEGORY: Featured, recruiting, Recruiting & Sourcing Types, Social Sourcing & Recruiting, Source the Web, sourcing, Sourcing Function, Staffing Agencies, talent acquisition

    This is the sense I get when reading so many articles or LinkedIn posts. Recruiters, especially new ones, are evil. They are lower than car salespeople, worse than the political campaign calls and just a wee bit better than the fake IRS calls. How in the heck did the profession of finding/helping people get jobs turn in to the butt of endless Reddit snark?

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    AUTHOR: // CATEGORY: Active Candidates, Candidate Control & Management, Candidate Engagement, candidate experience, Featured, Hiring Process, Human Resources, Passive Candidates, recruiting, Social Sourcing & Recruiting, Source the Web, sourcing, talent acquisition

    The power of communication is a fantastic thing. Reflect upon a recent conversation with someone that went great. The one whereas you walked away you felt like you had a clear image or purpose from what was discussed. The chances are that person was a great communicator. Maybe they told a great story or painted a crystal clear picture. There’s a variety of ways to be a great communicator.

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    AUTHOR: // CATEGORY: Agency Recruiting, corporate recruiting, Featured, Human Resources, recruiting, Recruiting & Sourcing Types, Social Sourcing & Recruiting, Source the Web, sourcing, Sourcing Function, talent acquisition

    This has to be one of the most exciting and nerve-wracking experiences. The question that came up during the interview process along with even networking with other individuals, “How would you handle the change of pace?” Depending on the size of the agency and the corporation which you are moving to and from would alter this but the principle still stays the same.

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