Strategic Recruiting at Any Size: 5 Programs You Can Start Building Now
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You don’t need endless time and money to build effective recruiting programs in your organization. You just need the right plan. Tune in to the webinar to learn how you can get started.
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Strategic Recruiting at Any Size: 5 Programs You Can Start Building Now
- 1. Strategic Recruiting at Any Size: 5 Programs You Can Start Building Now
- 2. JD Conway Head of Talent Acquisition BambooHR Chad Roudebush Recruiter & Recruitment Marketing Manager Jobvite
- 3. You don’t have to wait until your organization is in the big leagues to build big-league recruiting efforts.
- 5. bamboohr.com jobvite.com Why It Matters ● Reduce time to hire ● Increase quality of hire ● Build trust and a stronger company culture
- 6. bamboohr.com jobvite.com How to Get Started ● Start from the beginning ● Get the word out ● Share your successes publicly ● Broaden your message
- 7. bamboohr.com jobvite.com How to Get Started ● Build a framework in your ATS ● Start with easy communities to build ● Teach other members of recruiting team ● Build a communication plan ● Research a more robust talent community tool
- 8. bamboohr.com jobvite.com ● Don’t focus on $$$ ● Do treat a referral as a thank you, not a prize ● Don’t let employees lower the bar ● Do keep everyone in the loop Do’s and Don’ts
- 9. Talent Pools and Communities
- 10. bamboohr.com jobvite.com Why It Matters ● Reduce time-to-hire ● Cut down cost-to-hire ● Increase quality of hire
- 11. bamboohr.com jobvite.com How to Get Started ● Build a framework in your ATS ● Start with easy communities to build ● Teach other members of team ● Build a communication plan ● Research a more robust talent community tool
- 12. bamboohr.com jobvite.com How to Get Started ● Build a framework in your ATS ● Start with easy communities to build ● Teach other members of team ● Build a communication plan ● Research a more robust talent community tool
- 13. bamboohr.com jobvite.com How to Get Started ● Build a framework in your ATS ● Start with easy communities to build ● Teach other members of team ● Build a communication plan ● Research a more robust talent community tool
- 14. bamboohr.com jobvite.com How to Get Started ● Build a framework in your ATS ● Start with easy communities to build ● Teach other members of team ● Build a communication plan ● Research a more robust talent community tool
- 15. bamboohr.com jobvite.com Do’s and Don’ts ● DON’T make promises you can’t keep ● DO start with simple communications ● DON’T include unnecessary steps in the hiring process ● DO ensure you have a communicative hiring process ● DON’T exclude hiring managers ● DO help managers see the vision
- 16. Employer Branding & Recruitment Marketing
- 17. bamboohr.com jobvite.com Why It Matters ● Drive the conversation about your brand (before someone else does) ● Improve your quality of hire ● Increase your talent pool
- 18. bamboohr.com jobvite.com How to Get Started ● Identify Employer Value Proposition (EVP) ● Team up with Marketing ● Create a content calendar ● Determine which channels to use
- 19. bamboohr.com jobvite.com How to Get Started ● Identify Employer Value Proposition (EVP) ● Team up with Marketing ● Create a content calendar ● Determine which channels to use
- 20. bamboohr.com jobvite.com How to Get Started ● Identify Employer Value Proposition (EVP) ● Team up with Marketing ● Create a content calendar ● Determine which channels to use
- 21. bamboohr.com jobvite.com How to Get Started ● Identify Employer Value Proposition (EVP) ● Team up with Marketing ● Create a content calendar ● Determine which channels to use
- 22. bamboohr.com jobvite.com Do’s and Don’ts ● DON’T forget what already exists ● DO ask around ● DON’T follow the trends blindly
- 24. bamboohr.com jobvite.com Why It Matters ● Create a presence in entry-level candidates’ minds ● Early access to up-and-coming candidates ● Targeted recruiting
- 25. bamboohr.com jobvite.com How to Get Started ● Build a communication list ● Seek out programs that align with org needs ● Be selective in where to devote time and money ● Prep your analytics ● Do pre-event communications
- 26. bamboohr.com jobvite.com How to Get Started ● Build a communication list ● Seek out programs that align with org needs ● Be selective in where to devote time and money ● Prep your analytics ● Do pre-event communications
- 27. bamboohr.com jobvite.com How to Get Started ● Build a communication list ● Seek out programs that align with org needs ● Be selective in where to devote time and money ● Prep your analytics ● Do pre-event communications
- 28. bamboohr.com jobvite.com How to Get Started ● Build a communication list ● Seek out programs that align with org needs ● Be selective in where to devote time and money ● Prep your analytics ● Do pre-event communications
- 29. bamboohr.com jobvite.com How to Get Started ● Build a communication list ● Seek out programs that align with org needs ● Be selective in where to devote time and money ● Prep your analytics ● Do pre-event communications
- 30. bamboohr.com jobvite.com Do’s and Don’ts ● DON’T pay $2000-$5000 to sit at a career fair booth for nothing ● DO convince universities to come to you ● DON’T cast too wide a net ● DO target specific groups or majors ● DON’T send them into general hiring funnel ● DO ask them to apply directly for position or talent pool
- 32. bamboohr.com jobvite.com Why It Matters ● Create a cohesive employment brand, on and offline ● Provide a better candidate experience ● Improve quality of hire and retention rates ● Minimize biases
- 33. bamboohr.com jobvite.com How to Get Started ● Start at the top ● Keep it all together ● Teach the key basics ● Hold up your end of the bargain
- 34. bamboohr.com jobvite.com Do’s and Don’ts ● DO review interview best practices with your hiring managers regularly ● DON’T force process ● DO review their hiring criteria before/after the interview ● DON’T rely on the same team members
- 35. Takeaways ● The size of your team or budget isn’t the issue if you have the right approach. ● Start simple, start today. ● Do what you can now and plan for the future. ● Building these programs will then grow your recruiting capabilities.
- 36. Questions?
- 37. Thank You! Follow BambooHR and Jobvite on social media: bamboohr.com/blog | jobvite.com
Hinweis der Redaktion
- Introduce webinar • housekeeping, submit questions, etc.
- JD and Chad will intro themselves Chad and the JD JD Conway - Head of Talent Acquisition at BambooHR JD has over a decade of experience in talent acquisition acting as both a third-party recruiter for boutique technical recruiting firms and as an in-house technical recruiter. His work includes managing talent acquisition teams in high-growth SaaS companies and servicing Fortune 500 clients for the world’s largest recruiting corporation. From organizational health and development to recruitment marketing and employer branding, JD has used his expertise to change the very way companies structure and view the functions of talent acquisition. JD believes in empowering executives and HR leaders to focus on the human nature of human capital and in teaching through experience how a people-first approach can dramatically impact their bottom line.
- BHR (JD) Intro Don’t have to wait until your organization is in the big leagues to build big-league recruiting efforts Don’t need endless time and money to do a good job These ideas are for organizations and recruiting teams of any size, whether you’re a team of one or a team of 50--you can start today
- Jobvite (Chad) Employee referrals are hired 55% faster than any other source of hire Most employers (88%) say they’re the #1 best source of above-average applicants
- Jobvite (Chad) Employee referrals are hired 55% faster than any other source of hire. 88% of employers said that referrals are the #1 best source for above-average applicants (Source) ERP’s show the employee base their opinions matter. Trust is created throughout the company when referrals are a priority and seriously considered for opportunities when skill sets are met. (feel free to reword)
- Jobvite (Chad) Have new hires set up their referral profile when they arrive. Get the word out - Make sure your employees know where and how to see your open jobs and submit a referral; include it in your onboarding and repeat the training every once in a while in All Hands [BHR] share example of monthly company meeting presentations Social sharing - Whether it’s an automated Jobvite or more selective sharing, get your employees to spread the word themselves about a new role. Get leadership buy-in or a champion. When leaders of your company express their interest or passion in an initiative, employees with follow. Share your successes - Feature great referrers so they get some well-deserved attention and make sure those referred new hires spread the word too. Share referrals on social. Who doesn’t like photos of happy employees? Broaden your message: Don’t focus on (just) the role - Employees sharing why they love working at your company can be just as effective as sharing a specific role. Enthusiasm is contagious after all.
- Jobvite (Chad) Start with “easy” communities to build like: your silver medalists: candidates who made it to the final interview but didn’t get an offer. Keep in touch with them, and check back in if you have similar roles open up
- Jobvite (Chad) [BHR/JD] Treat rewards as thank-yous instead of incentives; the motivation should be more intrinsic (I want to help my friend or I want to help my org) rather than extrinsic (I want $500) Don’t get stuck on all cash rewards - Sometimes the budget isn’t there to fund a referral or sometimes it just isn’t delivering the right results. Try something new like a raffle (people like the thrill of a prize), charity donation, time off, seasonal gifts (tickets to local event or festival), or go small (coffee cards for every referral, not just for a signed hire) Don’t lower the bar Referrals shouldn’t just be anyone you met on the street. Make sure employees understand the qualifications needed for a referral Allow an employee to (Chad add) Don’t set false expectations. Referrals must still meet minimum qualifications to be considered. Communicate early and often that only those who met the requirements of the role will be considered. (feel free to reword) (Chad add) Don’t stay in the dark. Keep the referral source up to date on how their referral is doing. They are likely touching base with the candidate and if everyone is on the same page, more excitement is created. (feel free to reword)
- BHR (JD) What are talent pools and communities? Don’t have to have a huge budget to make (and execute) a plan
- BHR (JD) Reduce time-to-hire to ZERO Cut down cost-to-hire (reaching out to a few candidates vs blasting on job boards) Increase quality of hire (you’ve already screened candidate) Example: Hiring Brian for Copywriter position after hiring Rob
- BHR (JD) Organize it- create the right folders in your ATS Share how BHR does it [Jobvite] Create a structure, naming convention from the start because Marketing Manager, ‘Manager, Marketing,’ Mktg Manager, and Marketing Manager aren’t the same thing to a database
- BHR (JD) Teach other members of recruiting team (or hiring managers): How to use framework Best practices Maintain excellent candidate experience
- BHR (JD) Build a communications plan around talent communities How often? (quarterly updates, monthly blasts, etc.) What to share? (company updates, new content, etc.) Which channels? (social media platforms, email, etc.) They stay on your radar, you stay on their radar
- BHR (JD) Look into purchasing more robust talent community tool in the future Start planning ahead; even without budget, you can look ahead to future challenges and solutions [Jobvite] A more robust tool can give you more robust reporting, the ability to build out personalized campaigns, send out newsletters, emails to specific pools, landing pages for specific groups, referral initiatives, events. Chad: Can you add in some points that recruiters can ask themselves to determine if they’re ready for something more robust? What is the volume of referrals coming in month over month? Time spent communicating with referrals? (Creating messaging/content) Headcount planning for upcoming year? Is it drastically increasing?
- BHR (JD) Promises you don’t keep/start simple Don’t overextend yourself. Promising a monthly newsletter is great if you have the content and time to write it, which is easier said than done. INSTEAD put something on the calendar to get back to them and keep it simple (a piece of free content, a company update, a personal note, etc.) Unnecessary hiring steps/clean and communicative process Eliminate as many steps and hoops as you can so initial experience is positive If you communicate throughout hiring process, it’s a better candidate experience and a smoother transition to talent pool Hiring managers/see the vision If managers are on board, they can help create positive candidate experience Get them on board: “Next time we have an open position, you don’t have to go through a hiring cycle.”
- Jobvite (Chad)
- Jobvite (Chad) Talent brand (what candidates and employees say about you) vs. employer brand (what you communicate to employees and candidates + what they say about you) Because of your corporate brand, glassdoor reviews, and product/services, people already have a perception of who you are and what your company stands for. Make sure that you take control of that story when it comes to your talent. Recruitment marketing efforts take your talent pools and add personalized messaging, targeting, and outreach to it, tying it together with your brand. Being transparent and open about your brand will help promote your brand to the right people, and help ones who aren’t a good fit to self-select out Recruitment marketing allows you to be proactive in your hiring, whether it’s for your evergreen positions or just promoting your overall employment brand
- Jobvite (Chad) Employer Value Proposition- what makes you different? What value do you bring to an employee that other employers don’t? What do you want people to feel and think about when they see your advertisement? Focus on stories, especially if you can’t offer the costly perks of competitors. Each person has a story to tell: find ways to share them whether it’s in person, posted around the office, on social media profiles, on the career site, in your outreach emails to passive candidates [BHR] Group main messages from values to differentiate (what we did at BHR)
- BHR (JD) Team up with Marketing Learn to think like a marketer Use their strategies and expertise Ask them to assist, if possible Ex: Facebook ads for recruiting [Jobvite] The best performing posts we have on our corporate social are ones that tell stories, whether they’re customers or employees. It’s not surprising but it is a great channel and opportunity for quid-pro-quo from marketing. They get continued engagement, you share out company culture posts.
- BHR (JD) Create soft content calendar High-quality, regular cadence
- BHR (JD) What are the best ways to put those messages out there? Don’t need to buy a long-term tool to do this LinkedIn FB advertising Retargeting campaigns Glassdoor [Jobvite] Test things early! Ask marketing team where they put their ads; test channels with different candidate persona groups [Jobvite] Hootsuite or Buffer are free resources to organize your posts, if you’re managing your own content
- Jobvite (Chad) Don’t open your own social handles unless you have someone to own it. Weigh the benefits of having an individual handle for employee engagement and branding versus using the resources of your marketing team Do ask around Don’t create or promote your brand in a vacuum. Corp brand vs employment brand If you’re developing an EVP, make sure your team is multi-functional, diverse in age, gender, background, skill, tenure, and an honest slice of your company. If you’re just posting occasionally on social and making sure your career site isn’t stale, highlight employees that are doing the work already. Most orgs have a few people who love twitter or reddit, Wikipedia, or whatever, tap into their network. Don’t follow the trends blindly Remember when every company had a Pinterest board? When everyone needed to do an AMA? Construction companies, software companies had pinterest boards because it was the cool thing to have. If you have the resources to try a new channel go for it, but don’t start Pinterest if you’re not an image heavy company with pretty design or if your target market isn’t brides or middle aged women.
- BHR (JD) Don’t have to be like the career fairs you always imagine; I’m going to explain how to do it differently
- BHR (JD) In order to attract good entry-level candidates, you need to be present in their minds Early access to candidates Targeted recruiting (certain programs for certain open positions)
- BHR (JD) Build a communication list of all the people you need to reach out to: Career services Heads of departments Get events calendar from these people (map to your hiring forecasts) Get them on board! Coach them on what they should be doing (what we do at BHR)
- BHR (JD) Build a rapport with classes/groups- find programs that align with your programs Ex: sales program at BHR and class at Utah State Host a targeted event for just one program Invite them to come to your office Consider doing a virtual Q&A event
- BHR (JD) Be choosy in where you devote time and money, save your resources for events that will actually benefit you Instead of just sitting at a booth and trying to outmarket another, larger company
- BHR (JD) Prep your analytics how many applicants from each event? How many hired? Look at ratios to determine if worth your time/money (you can do this in your ATS!) Use this data to determine which events are worth your time and money (like the previous point)
- Jobvite (Chad) Do some pre-event communications Check your general application and talent pools for students in the area and email them ahead of the event; Use the fair as a chance to interview, not just collect resumes, with especially interested candidates Host a Q&A ahead of or after the career fair; invite an “exclusive” group of people and their friends to hear more about your org, have alumni at your company share stories
- BHR (JD) Career fair booth/universities to come to you At fair, you just collect a stack of resumes Waste time next to a company that’s pumping out swag (more budget than you) Use contacts to invite programs to your office instead Casting wide net/target specific majors You can screen some candidates by selecting certain programs Fill org needs by matching with programs Visit these smaller groups and build rapport See if there are less “elite” schools you can visit nearby a career fair, where competition isn’t as fierce General hiring funnel/apply directly Don’t risk losing great candidates in the shuffle They can apply directly to open positions Add them to talent pool (easy way to build university recruiting AND talent pool at the same time)
- Jobvite (Chad)
- Jobvite (Chad) Cohesive brand With Glassdoor and comparably online and normal offline chatter, word about a good or bad interview and hiring experience is going to get out. Even though it may seem easier to depend on hiring managers to run a good interview themselves, it’s important to add in your thoughts and best practices, so they don’t go too off script Candidate Experience Candidates and hiring teams really only have one-shot to make a great impression in person; with talent as hard as it is to find nowadays, it’s important that you provide a great, honest experience for the candidates too. Quality of Hire Too often hiring teams don’t know how to interview or aren’t up to speed on the best ways to interview. That can affect the quality of their interview and assessment of the candidates. Making sure your team knows how to interview is a key piece of the hiring puzzle Minimize Biases Through interview training, you can share examples and best practices to minimize stereotypes and cut back on implicit biases we all have as humans. These often go unnoticed, but can play a major part in our feedback and decision making process
- Jobvite (Chad) Start at the top Get buy-in or a “champion” from leadership Train the hiring managers, the most busy HM first Let them filter it to the team Keep it all together Use your ats to keep notes together App to collect eval Teach the most important basics Kick off call Review the goals etc Keep focus on specific job requirements Behavioral based interviewing Culture fit assessment Hold up your end of the bargain You can only train so much, so make sure that the rest of the interview is seamless. From their first hello at reception, being walked to the interview room, or a tour of the office, make sure that they have a point of contact, someone on your team, whether it’s you or not, who can be a company representative for the candidates. That they can go to if an interviewer flakes or is running late.
- Jobvite (Chad) Review practices often: For most hiring managers, hiring isn’t a constant. Make sure you’re reviewing tips, ideas, questions with the team. Don’t force process: Sticking to a structure for the sake of it is for recruiters who have ample time on their hands, namely none of them. So make sure that you’re focused on what matters and working with your hiring manager to help them with what they need. Do remember to circle back to what they wanted in a candidate in your kick-off meeting. Once you put real people in the mix, biases, gut reactions, and everything else start to affect a hiring manager’s decision. Remember to go back to your training and checklist when you opened the req and talked to the HM about their need/want to haves. For some companies and some teams, hiring and interview is always at the forefront. Train all of your team members to conduct interviews so, when the time is right, everyone can get involved. Interview fatigue is a REAL thing and over used interviewers will get tired and their feedback/opinion on candidates will start reflect that in a negative way
- BHR/Jobvite The size of your team or budget isn’t the issue if you have the right approach. Start simple, start today. (There’s always something you can do) Do what you can now and plan for the future. Building these programs will then grow your recruiting capabilities. (It’s a cycle!)
- Claire?