Posts Tagged ‘recruitment’
For many people, LinkedIn is THE website for social media networking. Without denying the wide reach (upwards of 120 million public profiles) and general usefulness of LinkedIn, it is just one out of the many ways social media can be used to seek out new employees. Creative job recruiters have achieved results by effectively using other social media resources, and the staggeringly high number of unemployed persons are eager to seek out new and more clever ways to land a job. A few alternatives to LinkedIn that have proven effective are:
The beauty of Twitter is it allows users to connect with people they do not know using common interests. If a job recruiter is interested in seeking new employees, he/she is likely to already have a healthy catalog of Twitter followers to send out a tweet to. The Twitter tool Twellow searches user biographies and the URLs on user bios. While recruiters are limited to 140 character messages in their advertisements for employment, the benefit comes in how accessible and, ultimately, viral these messages come to be. A response from one person can domino into responses from multiple people as public back-and-forth conversation ensues.
Twitter is also user-friendly for the job-seeker in search of job postings. Several job search engines scan Twitter for information about available positions. For example, by posting a listing on TwitterJobSearch.com, users can search Twitter for jobs by keyword. This will mean strategically phrasing your listing to fit what you expect your future employees to be looking for. By experimenting with the tools available on Twitter, job recruiters can greatly improve their chances of finding new employees.
Blogs are often overlooked as a means of seeking employees. However, recently, large blogs have started to include job banks in their websites using software from companies such as Job-a-matic. Some blogs that have embraced this functionality include Guy Kawasaki’s blog, GigaOM, and Jeremiah Owyang’s Web Strategy Blog. Using these blogs as examples, recruiters can utilize currently existing blogs such as these or create their own employment-based blog to solely focus on recruitment and job banks.
Or, if a job recruiter is looking to be a little more cunning, it might be a wise idea to comment on reputable blogs that are relevant to the open job position, advertising the need for an employee.
Smartphone Job Apps
Sometimes timing is everything. A recent survey by LinkUp found that 20% of job seekers use their Smartphones to look for a job. Other apps like CareerBuilder, JobCompass, Monster, BusyBee and a new app from Manpower can help job recruiters find a new employee by posting a listing that fits a customized and filtered search matching required qualifications for the job. Also, these apps permit job recruiters to take advantage of RSS or alerts from these sites. Applications give the employer more control and particular selection over who they choose to interview or hire. Using these new Smartphone apps enable job recruiters to keep track of responses no matter where they are.
More and more, job seekers are making video resumes and uploading them to YouTube or other video-sharing sites. These resumes give you a chance to see the applicant “in action,” to observe their interpersonal skills, speaking ability, and other attributes that translate more clearly to video than paper. For many people, video-sharing sites can function as quasi-interviews, enabling them to stand out from the crowd and to inject their resume with a touch of humanity and transform them into something more than a list of qualifications on a sheet of paper. This assists in expediting the hiring process, as an intuitive job recruiter is likely to be able to filter out who is qualified and who is not after sorting through a variety of applicants in a relatively short period of time.
All in all, there is way more to social media networking than just LinkedIn. With a little creativity, job recruiters can now reach out to potential employees in a plethora of ways and improve their chances of finding new employees quickly.
This post was submitted by Guest Blogger Anne Berlow. Berlow is a content specialist at Capterra, a business software resource with over 300 directories, including recruiting software and medical billing software.
For those businesses just about ready to hit the reset button and pick up where you left off in 2007, STOP! This is not your grandfather’s workplace anymore.
Once upon a time, work was about getting a paycheck – a way to put food on the table and a roof over your family’s head. Health care benefits, vacation pay, and other perks were exceptions not the rule. Sundays were a day off to rest, pray, and recoup for next week’s work. That changed with the formation of guilds and later labor unions, when the process of representation for the workers began in the hopes of achieving fair wages and reasonable work schedules.
But thanks to a recession and a world marketplace where dramatic change occurs in months not decades, the definition of work and what constitutes quality of life has been indelibly altered. Welcome to Talent Management 2011!
Recruitment and retention strategies that were considered best practices and highly competitive just a few years ago are now ineffective and even detrimental. New pressures coming from aging demographics, globalization, and technology are turning workplaces upside down and inside out. In fact, it’s even hard to tell anymore who is working when and where. Many traditional workplaces of the past are gone – caput. Others have gone virtual, invisible to the passerby but very real in terms of productivity and profitability. And for the first time in history, four generations are working side by side all but killing one-size-fits-all recruitment and retention strategies.
All these changes – both gradual and dramatic – have converged to put many companies at risk for losing their top talent. New and innovative talent strategies must be put in place to position companies for success.
Executives confirmed this need to change in a recent Deloitte survey and white paper titled Talent Edge 2020. Forty-one percent of executives said “competing for talent” was a top concern, followed by developing leaders and succession planning (38%), and retaining employees at all levels (37%). Severe talent shortages are expected over the next year in Research & Development (34%), executive leadership (25%), and sales (19%). Even positions like customer service and marketing are expected to be tough to fill positions with severe shortages, 19 percent and 16 percent respectively, expected by executives.
The executives and senior talent managers who participated in this survey clearly recognize the importance of developing a strategy to retain key employees. Over the next twelve months, nearly seven in ten executives surveyed (68%) reported they have a high (39%) or very high (29%) level of concern about retaining critical talent. Another six in ten (64%) have a high (40%) or very high (24%) fear of losing high-potential talent and leadership.
The problem is most of the companies surveyed, by their own admission, are not doing a very good job of holding onto key employees. Worse, many do not even have a clear understanding about what factors are driving voluntary turnover at their organizations. With a return to some economic normalcy and the well-documented skills shortage among applicants, the need to recruit for new openings will be hard enough without having to replace the home-grown talent pipeline.
While the white paper highlighted numerous best practices, one stood out: “Companies differentiate themselves by culture, compensation and future opportunities…and deploy different strategies to appeal to different generations.”
The executives broke down their most effective retention initiatives as follows (each generation listed by priority rank):
Veterans (over age 65)
- Additional bonuses or financial incentives (25%)
- Additional benefits (health and pensions) (24%)
- Flexible work arrangements (20%) - Corporate social responsibility (20%)
Baby Boomers (ages 45-64)
- Additional benefits (health and pensions) (26%)
- Additional bonuses or financial incentives (23%)
- Additional compensation (21%) – Strong leadership/organizational support (21%)
Generation X (ages 30-44)
- Additional bonuses or financial incentives (21%)
- Additional compensation (19%) – Strong leadership/organizational support (19%)
- Customized/individualized career planning (18%) – Succession planning (18%)
Generation Y (under age 30)
- Company culture (21%)
- Flexible work arrangements (20%)
- New training programs (19%) - Support and recognition from supervisors or managers (19%)
Recruitment and retention of critical talent is sure to stay on the radar of executives for years to come as shortages and losses of skilled workers deepen. As a result, an effective talent management program becomes a much sought-after competitive advantage as less than one company in five participating in the Talent Edge 2020 survey could describe themselves as “world class.”