The initial phone screen isn’t just a formality to confirm your candidate isn’t a total weirdo. Executed properly, this conversation is an opportunity to identify non-starters and, most importantly, to understand if this person truly is who their profile says they are. Your team of recruiters is going to be conducting these constantly and–in the interest of candidate experience and consistent assessment–it’s important to standardize these calls. Luckily, I happen to sit back to back with Entelo's senior business recruiter, Amina “Value-Add” Moinuddin, and learned that there are a host of questions you can ask candidates no matter what role you’re filling.
Employment Enterprises Blog
For a business to really thrive, it must get the best out of every employee and make smart decisions when it comes to hiring new staff. Knowing what skills the workforce has, where they are lacking, and how to bridge any gaps is crucial to remaining competitive in today’s market. A skills gap analysis can help a company hire the right people for the right positions, improve the effectiveness of its current workforce, keep up with advancements in the industry, and plan for the future. When conducting a skills gap analysis for your own organization, be sure to include the following three steps.
Everyone’s talking about workplace diversity today, and for good reason: when you expand the range of perspectives, experiences, and characteristics of your team, you also extend your reach toward innovation and overall excellence. But gender and ethnicity dominate many of the discussions about diversity–and companies need to start talking more about an age diverse workplace as well.
Let’s play a quick round of the game “Three Truths and a Lie.” Which three of the following four statements are true–and which one is false?
The end of the last century saw the beginning of the Fourth Industrial Revolution, marked by the technology-based fusion of biological, digital, and physical worlds that is not changing the way people work but is in fact driven by the way people work. In recent decades, the business landscape has undergone tremendous change. People rarely stay in one job for decades, for example. Changes in social behavior and demographic shifts (notably, the arrival of Millennials, who gravitate toward flexible and entrepreneurial careers) have altered the shape of the workforce. In the wake of the Great Recession, the gig economy has arisen to help workers achieve independent “job security,” and personal marketability, and better work-life balance (with the standard “9 to 5” schedule is on its way out). And digitally connected work environments are displacing traditional brick-and-mortar office space.
By implementing a total reward program, a company can build a reputation as a great place to work and therefore attract the best talent. Nonmonetary benefits and perks can, when combined with competitive salaries, form a well-rounded compensation strategy that helps an organization attract candidates, increase offer acceptance rates, and improve retention. Over the last three years, it’s become more and more common for candidates to receive multiple job offers at one time—and, consequently, for companies to increase salaries to attract them. Salary isn’t necessarily the most important factor candidates consider, though, and the best way for companies to increase offer acceptance (especially in multiple-offer scenarios) is by making improvements in the nonmonetary incentives they provide.
Topics: Human Resources Insights
Corporate value is increasingly dependent on employees, and talent optimization is becoming a serious business issue.
We all have the best intentions on January 1st–making resolutions to eat healthier or workout more or get more sleep. What if you made a resolution to live more gratefully? That’s the goal Janice Kaplan set for herself in her New York Times bestselling book, “The Gratitude Diaries.”
The term “optimized” tends to get thrown around a lot, especially when talking about employee scheduling. But what does it really mean?
People at Google love data. They measure everything. A few years back, they launched a research initiative called Project Oxygen in order to measure and improve key management behaviors at Google. This initiative is highlighted in a 2013 Harvard Business Review piece by David A. Garvin, professor at Harvard Business School.
It’s no longer news–to employers or to potential employees–that social media accounts offer a glimpse into the lives of applicants that has never before been possible. At least, that’s the case for those whose information is made available to the public, whether by design or by accident. This enables hiring managers to approach their applicant pool with more information than ever. But using these tools comes with several caveats–some cons to balance out the pros, both from legal and ethical standpoints. Here are some potential pitfalls as well as some good ideas to make sure you’re using these tools wisely.