High Volume Hiring That Doesn’t Compromise Quality
Introducing our first speaker, Sabrina Ronningen
[00:00:02] Hi thank you for joining us today for high volume hiring and increasing talent density without compromising quality. We're excited to have them join us as we get a better understanding of how we can find prioritize and engage the right talent at the right time.
[00:00:17] I'm excited to introduce you to Wendy Brenner managing director of design on talent and Sabrina Roentgen commuter sorry customer success manager here at Arlington.
[00:00:28] But first just a few housekeeping items. All participants are on you to ask questions. Click the green button at the bottom left hand side of your screen and then click submit. Copy the five and link to the recording in a couple days. And lastly please don't forget to take our survey at the end. We love the opportunity to hear your feedback and let us know what you liked and what we can improve on. So the next time we can deliver content that you love and lastly we'd love for you to ask a question via Twitter using a hashtag prior to when. Thank you all. And Sabrina can you. So excited to have you on the webcast today can you tell us a little bit about yourself.
[00:01:10] Yes sure. Here at LinkedIn I am a customer success manager and focused on our Talent Solutions business. So what that means is that I'm a dedicated partner to all of our clients to ensure that you're not only optimizing LinkedIn Talent Solutions but definitely gaining the most out of how you're leveraging the solutions in your town acquisition process. I have a background in health and management. Over a decade in third party and corporate recruiting I came over and joined the LinkedIn team from a smaller town acquisition consultancy where I did talent acquisition process strategy and organizational development. So it's been full circle for me.
[00:01:51] That's the bit about me. Great thank you so much and excited to have you on Cassidy as well. Can you tell us about yourself.
Let’s welcome talent acquisition expert, Linda Brenner
[00:02:00] Sir I'm happy to. I'm so excited to be here today. And my name Linda Brenner and I have a big announcement for everybody that is on with us. We formerly were known as designs on talent and as of today we are changing our name to Talent Growth Advisors. So some of you might be familiar with my firm designs on talent. I spent the first half of my career working in talent management and talent acquisition for Gap and Pepsi and Home Depot. I had a series of jobs at Home Depot. My last job there was a running talent acquisition and I started this business 12 years ago. Our sweet spot is helping improve hiring results talent acquisition process people ordered design and technology. Thrilled to be here very excited.
[00:02:53] And then I'll proceed OK.
[00:02:58] So just a tiny bit about us talent growth advisors. All I really want you to know because if I were on the line I would want to know this about me is that we've worked for a lot of organizations. What you see here are the more recognizable brands that we've worked with a lot of these I understand are very big companies but we have worked with a whole host of small companies some as small as 50 employees as you guys know what's coming in here is that every company has two different types of hiring.
[00:03:31] They have jobs for which they get enough applicants. And the trick is sorting through those applicants quickly and efficiently and they get they have jobs that they don't have any applicant for. So they have to go out and find them. So the focus of today is about high volume hiring. And you can see a lot of the firms on this page and a lot of the companies I've worked with personally in talent management or talent acquisition are big high volume hiring shops. So this is one of my passions. I love this stuff. I know that I might sound like a loser admitting that but this is my thing.
Defining high volume hiring
So I'm excited to talk about today really two issues. Why has this gotten so hard all our clients in the last two years have said the drumbeat of question has come around like what has happened.
[00:04:28] Why is it so hard for you guys on the line or feeling it you've got you're in good company. The second thing is so what can we do about it. So you can already tell I'm all about practical helpful actionable solutions.
[00:04:44] I'm not about pie in the sky strategy neither is our firm. And so what we're going to share with you are some practical trends tips and recommendations for you. Why is it gotten so hard. And what can we do about it. But let's first define our terms because high volume hiring can mean a lot of different things. It is not only hourly hiring. So these are some of our clients that are definitely in the high volume world. And you can see it's really all about them hiring what they consider to be a lot of a similar role that could be 10 that could be 100000. So for Georgia Tech University here in Atlanta one of the top 10 engineering schools in the country they've hired 300 students. They hire every year to work in their athletic center. That is high volume hiring to them. Home Depot Home Depot is a retailer that doesn't have the typical retail peak at Christmas time.
[00:05:48] They actually have a springtime seasonal peak where they hire even 50000 60000 70000 seasonal workers to work eight ten or twelve weeks. Apparently people do gardening and renovation in the spring. I've read about that. I'm not I haven't experienced it yet but maybe someday I will.
[00:06:11] Nursing Providence Health and Services hiring and many many other health care organizations hiring many nurses Coca-Cola Bottling hiring drivers. You get the idea. And even hiring engineers.
[00:06:27] So if you're on the line and you're thinking I've got assistant managers or call center people or I've got 10 I.T. developers I've got to hire. You're in the right place.
Why has high volume hiring become so difficult? Outlining the market trends.
[00:06:39] Now why has this gotten so hard. I want to just lay out a couple of trends.
[00:06:47] So we're all on the same page and you can help educate your hiring managers because let's face it you guys feel the heat more than anybody else in an organization. So the more you're prepared to explain the folks and to talk about what's happening and enlist their support in helping overcome these challenges the more you get to win this game. So just very very macroeconomic. The gross domestic product is really the measure of the health of the economy and is growing. It's on a positive long term growth plan. It's obviously measured and there's peaks and valleys. But the highlight the headline is it's growing but it's not growing everywhere.
[00:07:36] It's like when a company tells me our time to fill is 45 days. It's our drugs are our growth as a company. I mean as a as an or as a country it's not the same everywhere. Our time to fill is 120 days for some job and it's three days for other jobs. So that 3 percent is kind of an app is obviously an average. And you look in different communities in different areas and it can be much easier to hire in some places and much much more difficult. So that's because the economy is in a different place in different parts of the country.
[00:08:14] This gives you a good snapshot here of that so the other thing that's important here is interest rates and trends with interest rates. Interest rates have been near zero for a long time which many of you know makes borrowing money very easy. They are rather cheap to do. So this obviously encourages people to borrow money buy houses buy stuff to fill the houses buy cars. And that creates the whole positive economic trends that we're experiencing right now.
[00:08:52] So in addition because of all this hiring momentum has picked up you read. You know you get the monthly labor report hiring up and again though that's not to suggest that everyone everybody is hiring of course. I mean just look at Intel news last we heard earlier this week I believe they're cutting 12000 jobs. So there are trends in the economy on a local level that are telling a certain story and in this case the business of Intel is not what it used to be. The demand for what they produce has waned but overall again hiring trends are increasing.
Unemployment has decreased and wages have increased, leading to a more competitive market
[00:09:40] So fast forwarding here.
[00:09:46] So just a couple more quickly on this. Unemployment declining though the growth of the economy is taking place hiring is increasing. It makes sense that unemployment is declining. But look at this decline. You know some consider this to be pretty much a situation where almost everyone who wants to have a job has a job and those of us that we're recruiting for 5 10 years ago or more. I want to age myself. It is a whole different ball of wax you guys know this and showing some of these slides to your hiring managers can help them understand what might be happening specifically for for your organization.
Talk about minimum wage firms. Because this is there's a lot of noise there's a lot of talk in the media about this. There's a lot of concern legitimate about pay but let's look at really what's happening. The federal minimum wage has not changed though this has not changed for a year. There are trends and there are forecasts and there are localities that have increased the minimum wage but the federal minimum wage has not changed. Different states you see here Florida New York Texas California you can see the trends in state minimum wages. So they have to do at least what the federal requirement is but they can do more and some states have not. All states and honestly some of these states really are just projecting to increase that over time that actually hasn't happened but they're moving in that direction. What way more interesting I think is the companies certain companies are moving pay or pay much higher much faster much faster than the government.
[00:11:37] Look at this. So keep in mind federal minimum wage has not changed but the average hourly earnings have risen 16 percent since July of way. So it's just steadily increasing increasing. And then we look at this.
[00:11:55] I put this together last week just based on news articles that we had access to look at this. McDonald's and Wal-Mart are now paying more than many many other retail restaurant service organizations. Look at Costco. Look at Ben and Jerry's though Aetna committed to quite a significant minimum wage in 2016. So it's it's quite remarkable.
[00:12:31] So you're feeling this too if you're competing one of our clients is paying on average nine dollars an hour wage and they're competing with McDonald's that's paying more. So it really becomes a important employment brand story to tell because you can compete on terrain but you can't do it forever. It's the most costly unsustainable strategy.
[00:12:58] Okay so let's summarize that part and you will receive these slides and you can share them if you find that helpful. We've got the growth rate increasing interest rates starting to increase.
[00:13:10] Unemployment has been trending at about 5 to 6 percent and the minimum wage is really increasing. I put minimum in quotes because it's not a federal minimum wage but the wage is increasing.
[00:13:25] Okay. Sounds great. So the market of available people is tightening. The competition is much more brutal. What can we do about it.
How to win the war for talent: improve your quality of hire through alumni, hiring partners, and referrals
[00:13:37] Here's what we can't do we can't just keep doing the same things we've been doing and expect different results. We can't just post job and sit back and wait for people to come. We can actually we can do that. But it's not really it's not going to work for us anymore for all these reasons you just saw. So let's talk about two things you got to do if you want to win at this game or just pivot so you're more successful at the game.
[00:14:06] First of all improving the quality higher. Look there's a war for talent. We have one friend that accidentally calls it the war on terror. It's actually not on talent. It's a war fought out and won. What idea is you know what. Don't participate in the war that the attrition reduce your participation in the war.
[00:14:33] So one way to reduce attrition you'll see we'll talk about that too is starting with improving the quality of higher and this really is. You can own this. He can make significant progress in this area without relying on other parts of the business so first of all build sourcing channels.
[00:14:51] A lot of you guys are already doing this to some of these might resonate with you some of these are old and some of you it might be new a new idea to leave business. So with that in mind. First of all alumni some organizations most notably the consulting firms like Deloitte Ernst and Young have done amazing jobs with keeping in touch with alumni building a real robust process and network of people that have left because they want them back at some point. I mean the famous example here is the droves of women who get married and then have a child and then can't just simply are not going to travel anymore it's a fact. So they'll leave but later they want to come back. So alumni. But but this is an idea that can be leveraged for many many organizations.
[00:15:45] It's kind of old school to be thinking in a blanket way that anybody that leaves we don't want that.
[00:15:52] So that's that's one idea to really think about the people that have left that are regrettable losses and how can we keep in touch with them. How can we invite them to come back. How can we simply send them a note and say hey was the graph really greener. You know what.
[00:16:07] It might not be hiring partnership now. This one is an outside the box idea for some organizations. But if you hire particularly large numbers of part time employees you might consider or seasonal employees you might consider thinking about what other organizations. Also hire part time and or seasonal hires at different times. So for instance when I was at home depot we talked a lot to Best Buy about creating a partnership and the idea was we hire a ton of people in spring. You hire a ton of people in the holidays. Wouldn't it be cool if we could share those resources. Now it's outside the box because you got to work through a lot of issues logistics perceptions ideas. You know you're going to steal our people but in reality we're all in this together and this can be a win win for organizations to think about and to get out there and have some some outside the box discussions of folks referrals.
Consider using referrals and rehires
I mean I know you guys are like Please spare me. We've been doing referrals for 20 years. You know what the referrals the process around referral programs around referrals in a lot of companies we see they need a refresh. We need to make it way simpler for people to refer friends. And it's not necessarily about money because studies have shown if you like where you work you're you're more apt to want your friends to be with you to cheer for your friends to know about it and to enjoy that along with you whether they're in the same office or facility or not. Here's what I'll say about referrals.
[00:18:07] If we're waiting 30 60 90 days we came across a company recently that they pay out a certain amount of money which was not all that much at six months and then the rest at a year. That's oldskool. I'm here to tell you it's it's not going to be common that someone's going to start a job wait around for a bit of money and then leave or have their friend quit giving very quick recognition rewards cash even small gift cards right away celebrating referrals. Having a team or a process or someone who is partially responsible for tracking them and following up with them and inviting them in a different way is something to think about. Done a lot of work in this area and can talk about it from much of the top of advice rehires again like alumni. These are people that we want to come back. We think they might come back. They're looking to come back having again a separate process for spotting them early in the application process and perhaps treating them a little bit differently maybe a rapid applied process. Certainly some kind of notation in the ATF you get the idea.
Strategic automated screenings, predictive analytics, and community relationships can also help with high volume hiring—but they’re not for everyone
[00:19:28] So some other things really quickly. This you know again I'd put this in the bucket of you might yawn and say this is nothing new. Screening questions an applicant tracking systems for certain jobs can be hugely beneficial in terms of improving the quality high. So thinking through what we often do with companies is looking at the 10 most frequently hired job they have. And we look at them carefully and then we determine do any of these have a large applicant flow. So we're not looking for say a nurse where we have hardly any applicants. We're looking for. Call center cashier lot attendant warehouse what are we have a decent number of applicants. Those are the bullseye of ones I want to have really robust screening questions and as you guys know there's a little bit of a science to this can be messed up easily and have the exact opposite approach of helping screen candidates they can screen out good candidates inadvertently. So having really robust questions and I don't mean no go. I'm not talking about are you 18. Are you going to take a drug test. I'm talking about more nuanced weighted Multi Choice answers that can really be a money place screening large applicant groups or even you know 20 30 50 applicants. Otherwise you do it by hand. Predictive Analytics. I'm not getting into big data. I think the data is out of reach for many many companies. But here's what I'm talking about. Over time we can make some connections if we have the data. If we have the ATF set up in the right way for instance about source.
[00:21:22] If we look at where do the high volume hires come from who stay the longest.
[00:21:29] Let's just look at that.
[00:21:31] Oh well we see we get the longest tenured hourly or high volume hires from ex competitor or black organization or whatever.
[00:21:44] Then to layer on top of that if you could where are the top performers of those groups. That group of everybody who stays for a year. Who among them are doing well on the job. If you have that data that helps you target your recruiting your employment ere employment marketing dollars your efforts much much more strategically. So that's what I mean when I say predictive analytics in this context community relationships I mean these are are like setting up a you know a college or herding program. Sounds great on paper. People love it but it takes a lot of work you got to think. Who are we partnering with in the community who's going to manage that relationship. What tools and messaging and templates and processes are we're going to use how do we track the people we get. But these can be really really powerful but don't underestimate the amount of time it takes to get it up and running and to manage it going forward exactly like a really great university relations program.
[00:22:49] And last on this page is define your employer value proposition. So there's two things we're dealing with here for candidates. There are two things the candidates will consider. One is the pay.
[00:23:02] It is the most concrete predictable obvious piece that they consider. The other thing is is really I categorize his other work attributes which often we don't tell the candidates about. We expect them to figure it out on their own. We might think it's not so great. Candidates might think it's really good. So what kind of environment what kind of work what kind of people are they working with. What kind of decision making to build an employer value proposition that really highlights what your candidates want.
How to reduce attrition: start with realistic job postings
[00:23:36] Is an important effort in this day and time so very quickly we'll cover some other things because I am going to run out of time to go back to this though just a few as we also think about reducing attrition. Real life job postings.
[00:23:59] There is a difference between job descriptions and job postings please please don't post job descriptions. There is no law. There is no requirement.
[00:24:13] There is no FCC CCP or Joint Commission or FCC requirement that you post some technical long job description. It is not going to attract people. It's going to repel people. You have to make your job postings punch they should be based on the job description. But this is a good battle to fight. If someone's telling you to post a job description just give me a call I'll help you find it. Because we have to advertise we have to market. We want to compel people to move beyond that job postings improve your selection tools and training. I mean we see regularly hiring managers doing all kinds of nutty things and we see recruiters not doing a good job. Even a quick and simple good job on selection on a screening and passing the key information on the hiring manager. Identify attrition hotspots. That's a big one. It's not necessarily your battle to solve but it's definitely an opportunity for you to say hey this is a hole in the bucket right now guys and you gotta help me patch this hole and the hole is in this district. This market.
[00:25:30] This guy this supervisor. You guys have the ability to escalate that kind of discussion. Really the job previews of letting people know what what the job is really about and there's all kinds of cool ways that this can be done. But we want people where we have people to started a home depot and literally would say I had no idea I had to stand on a hard concrete floor world that we would be like UAE but in their defense we could.
[00:25:59] Then we ended up doing a really cool job review. So they did.
[00:26:03] And then the people that like to start to move around were the ones we attracted and then finally improve your quality higher.
[00:26:10] Though I do want to go back real quick to employee value proposition. What you see here is not an employer value proposition. It is not a slogan. It's not a picture of diverse people that is just a nebulous pictures of people on a bike or ride. These are real. These are on very well-known company sites. But this isn't meant to be criticism. OK. Maybe it is.
[00:26:33] All I'm saying is if a candidate pops on one of these pages what's it saying it's not saying anything different authentic compelling about you. And that's what we want to do. So that's another work effort I'm sure you guys are all familiar with.
[00:26:50] So what I want to do now is tee it over to my partner at LinkedIn to talk about how can you leverage LinkedIn to speed the plow with this type of FRSS OK.
Using LinkedIn Recruiter to create a holistic recruiting strategy
[00:27:03] Absolutely. In doing that I'm here today to provide a very high level sample that showcases a scalable and holistic recruiting strategy using Lync then tracking back to a lot of points and the tips and tricks you just provided in discussing creating and compelling employment brand and establishing a variety of sourcing channels including proactive recruitment and effective job posting pretty straightforward here. One quick nugget. I have no idea that our job here at link didn't work the way that they did until I came over and join the team. I was actually kind of linked for about five years using it to find talent in the market. But through the algorithmic matching LinkedIn job postings engage talent throughout the entire candidate journey on the network. I'm sure everyone that's on the call that has the linked dot com profile has received one of those emails. That's his job. You may be interested in or maybe even seeing the suggested jobs within your news feed.
[00:28:11] This is just one example of how our jobs are automated on the network and how they are targeted to reach the talent that is most qualified for your opportunity and because you're reaching 100 percent of those candidates that match your job profile through your job.
[00:28:29] It enables you to increase your reach among target talent pools effectively engaging the most qualified talent with your brand presence on the network. You know most job postings often meet our members back to your company and talent presence on the network. So I really love that limited bit of time talking about how to establish a real EVP and EVP is short for employer value proposition. It's incredibly important to build and maintain corporate brand on the network just like anyone else out there. Whenever you go to a restaurant or prior to going to a restaurant or even taking a vacation you do a lot of research now on the web. Candidates are conducting the same news out on LinkedIn and writing a web channel to get to know about you and your organization prior to making a decision to move forward with any sort of communication they may hear from you.
[00:29:25] And by doing these things it really allows you to convert those potential candidates using LinkedIn recruiter skill funds. That is about approximately 80 percent of the members that interact with your talent brand on that work. They reply to your outrage regarding opportunities with interest.
Easily search for and uncover hidden candidates with new tools on the next generation of LinkedIn Recruiter
[00:29:46] And so on that no we are incredibly excited to introduce the next generation of LinkedIn recruiter we're going to talk about this at a very high level since you keep touching on our approach actively recruit talent using tools that are available to you. A few things are changing right now as we speak. We are incorporating the ability to search faster out of the network. You can build robust searches using keywords now before and you know the ways that we're transitioning away from I guess a traditional search experience that we haven't linked to a recruiter. It's more geared toward boolean searching which can be time consuming based on all of the feedback that we've heard from our partners. We want to trim that down and make it easier. So again you can search using keywords you can conduct a full search using job titles as well as new and quite frankly my happy or exciting part of this tools you can use to find more people like search which will allow you to build a full search based on somebodies that profile. Maybe somebody that's employed and on the team today. How many times have you heard from your hiring manager. Can you just hire another person like ex-wives. We're incorporating that function into the tool we are also helping all of our partners uncover hidden talents. Identifying all the requirements for the role and translating that into a repeatable and scalable search can often be very difficult. Which means that even the best recruiters may miss out on relevant talent.
[00:31:22] So with smart suggestions recruiters have LinkedIn network to help you uncover hidden by suggesting additional skill companies set up based on the information you've already provided. We're doing this to save everyone a lot of time.
[00:31:39] Another key thing and feature that's changing is that we're now allowing you to better prioritize your leads with the spotlight feature that you see across the top in your search results. It will allow you to easily filter through your results by candidates who are more likely to engage with you based on the relationships and interactions with your team and talent brand than.
[00:32:04] So this is an incredibly exciting time for us these enhancements are heading your way as we speak from London. Thanks so much for allowing us to share them with you in this preview. So now I'll turn it back over to London she has a few more tips and tricks to share thank you very much.
[00:32:23] Yes that was great I hope you guys see a lot of the connections there.
Tips and tricks for high volume hiring: make applying simple and be more honest in job descriptions
[00:32:27] So I'm going to kind of wrap up with some seven tips and tricks and then I think we're opening it up for Q and A via chat. So happy to go there. So get your questions ready.
[00:32:41] First of all the intent here was for not this not to be all a repeat of what you've already heard. First of all make it simple for people to apply. Here's a great exercise for you to do or assign someone on your team for a developmental opportunity like Go apply online to maybe five radically different job offer classes or different you know recruiters whatever and take screenshots and bring it back and walk through walk the team through it.
[00:33:14] And at times this is incredibly eye opening the application process is like can be like bad wallpaper. We're just we're just used to it. I'm don't even notice it anymore. And until someone comes and says oh my god your wallpaper is a nightmare. We don't really know.
[00:33:35] So in this day and age for a certain job the apply process has to be very short.
[00:33:44] If you want a candidate that you're either getting from postings or that you have to go out and source I don't believe that one application process is right for many businesses even very small businesses that promote the best things about your high volume job. And sometimes we don't know what the best things are.
[00:34:05] Even having phone calls or focus groups of people in those jobs and asking them what are the three best things about working here. What are the three best things about your job. Will identify unique differentiators that with the right communication marketing framing can really be compelling. And I have yet to work for a company we work for some companies that will say to us these are really bad jobs. You know I get it from our perspective you know anything that would involve me getting out of my chair is probably a bad job but you know what I think it's that's our perception from our reality. But we have to get outside of that and really discover what is good about it. And there will be unexpected things that are good about it that we need to help sell and promote and be honest about the challenges of the job.
[00:34:56] I mean many of us learned this later in life when we were hiring people that were brutally honest about the you know what's good and bad but it's pay now or pay later. We've got to communicate this in a way that will allow people to self select out early on. And I was recently asked is what amount of drop off during the plie process is good. And it's one of those questions. It depends. If you apply process does it give people any information or trigger points to consider information about the job and then drop off.
[00:35:37] Then Zeera did drop it up because it got put in 10 years of employment history or you know whatever ridiculous. But if along the way you are showing very quick Pepsi Bottling does a great job of this very quick snippets of what the job is like and then you see people drop off. I applaud you I say because those people just learn some about the job that they don't want and just save you some heartache.
More tips and tricks: streamline your hiring process and expectations by creating structure and relying on data
Streamline the hiring decision making there is data out there is all kinds of science around what's interviewing process works for different types of jobs how fast it can be how many people are involved how many times should candidates come back to a physical location.
[00:36:29] Who needs to have input. This needs to be as streamlined as possible because adding more people can create a worse hiring decision creating on the professional hiring side creating more people that are in the process more interviews more people on the panel more rigamarole can create an environment where only the most the least objectionable objectionable people get thrown. So we actually miss out on great hires. So fixing that selection process or at least talking about it and thinking it through is a great one.
[00:37:07] Educate hiring managers. Hopefully some of these pages can help you do this. I know this is not easy to do but start with your advocate. Start with the people that like you and you like and that you have some mojo with and talk to them about trying to get more hiring managers to think like you. Can you help me think through these slides needs messaging and how can we do it. They promise you more often than not they will be advocates. And last used simple standard interview guides even if you believe managers will not use them they'll throw them away and then they'll ask thoughtful questions we trust. You'll be surprised how many hiring managers would like some very short and sweet structure around what are the questions I should be asking and what are good answers. It's no longer just about the questions it's about. Tell your managers here's what a good answer looks like. And this is a bad answer. If we ask them Tell me about a conflict you've had with a co-worker and they say I've never had a conflict that's a bad answer. Help help them by providing them with a guy a long time. Managers will not confess to you. They won't say you know what I actually don't have to do interviews. I've been doing it for 20 years but I've actually have no idea what I'm doing. But if you give them some structure and some framework and some free information about here's what this candidate said or here's what I'd like you to look at. They will appreciate it and use it from time to time or hopefully often. And I said that was laughable but I lied because I forgot to click. Well we already sort of mentioned this why will go back as this is really important. I mean we are victimized by attrition as recruiters we don't condone retention but it is it rules our life for many of us. So the more we can suggest facilitate orchestrate conversations about hey guys let's all get together in a room with ODP people or the people are of age our business partner or whoever.
[00:39:13] And let's look at attrition because we got to get on the other side. It's a strong move.
[00:39:22] In summary improve quality higher. These are these are the easy job approval to hire reduce attrition and build a target database employer. That is a key to the emerging importance of a database targeted employer brand is going to provide you the air cover that if you don't have now you really need.
[00:39:43] So that's my piece on that.
How to make the most of career fairs to find the right candidate
[00:39:47] So now back to see the new. Thank you. Yes. What questions.
[00:39:55] And we love it. We love you you branded as well. Oh thank you. Yeah. Lot of great questions from the audience think. It looks like we have some time to answer a few of them. First for Linda. What a great idea. What's your opinion then with career hiring fairs and where do you promote career fairs in order to bring in the right candidate.
[00:40:21] What a great question.
[00:40:24] I know that in different places people have positive experiences with hiring hiring fairs where I especially like them is when if this can happen is when they can take place either in your own environment. In a way where we have people prescreened.
[00:40:54] Where we can go somewhere cool and have our managers are hiring leaders meet with people who are prescreened. I do not think we have the time energy and I think the results show that just having cattle fall announcing everybody calm here is worth our time as were crude. Now there are some organizations that hold really good events some nonprofits some are very community based some are regional from our national. And you guys are pretty aware those some of those I like. But the trick is we have to track how many people that we get out of it and did they say just because of foreign interests of the firefighters second place we need to be at it. I'm not going to go grab my cruises and go run there.
[00:41:47] I really want to know is this really the best use of our time right now. And we need data for that.
[00:41:53] So maybe on Wednesday and maybe you don't use Keyes's which I think configured author
Using a multi-pronged approach to hiring for seasonal, high volume needs, specifically with mobile tools
Sabrina it looks like this question might be for you though during the holidays we hire 100 to 200 add up to as many as 500 law workers.
[00:42:11] What are some of the best tools you use and what are available online tools to make recruiting easier and actually learn that love. I'd love to hear your reply.
[00:42:22] Yeah. I always recommend a multipronged approach especially if you have that level of high volume needs. Making sure that not only your brand is positioned well but that you're actually advertising the opportunity through multiple channels often do the best work and most work for you. You know from a LinkedIn perspective. Again our jobs go out and targeting the members. So if you have a relationship with us here at link then leverage your resources internally here ensure that your job is optimized and working for you as hard as possible out on the network and that your brand is also letting everyone know what kind of opportunity is available for them.
[00:43:04] In spite of your skill efforts it will make sure that your job gets in front of all the right people. I mean we can even analyze talent pool and data free to let you know that the people you go to target with their. Limited you have anything that you know I would say in addition to what Sabrina just said.
[00:43:24] I would say I'm I have come to believe that technology does not solve too many problems. The process is what we need. If you don't have mobile apply and you know what you should apply to try to find a job right now on your farm that is going to be an increasing issue. So there's a few others that I know you have a bunch of questions.
[00:43:49] Yeah Linda one more thing before we move away actually I can totally mirror that at the end of last year. Last summer we moved to a mobile first organization with more than 50 per cent of all LinkedIn members and we're talking upwards of over 400 million people globally access jobs apply for jobs and interact with employers via their mobile device.
[00:44:14] Yeah no it's it's just funny because a lot of senior leaders don't necessarily believe how pervasive mobile is and just the reality of it is today and that's going back to Intel. Yeah you're right.
[00:44:31] It's all about the iPhone Siri.
Defining quality of hire: it’s about the number of people who stayed and performed
[00:44:38] Next question thank you. Elaborate tips and tricks you recommend implementing in all of this happened.
[00:44:51] I would strongly recommend you focus on what to start with and do a pilot. I think one thing I've learned over the years is going big though and broad all at once almost never works. We're decentralizing we're centralizing we're launching a new way. Yes everywhere immediately where. So yes I would. I would partner with the people that are your stakeholders that you have a relationship with. I would perhaps even show them these flies and say HR business partner person hiring manager a and b and whoever else. Let's just huddle let's come up with a new plan. Which of these resonate with you for our business. I think starting one.
[00:45:38] Ray and one of the this question is well how do you define quality of fire.
[00:45:44] Oh what a good question that person's going to get as talent grows advisers mug available now. Actually they're not they're not available quality higher.
[00:45:54] I find it unlike most I think which I really don't care.
[00:46:02] This might sound bad but I actually do not care what the hiring manager thinks of our process and the way we communicate with them in this context. That's interesting information but should really reflect on our process more than the quality of our higher in the end quality a higher means how many people did we hire who stayed and actually did well.
[00:46:25] Now in an in a cashier job it might be we want to go from an average attrition of six months to eight months. We just want to improve over our current day for high end performance might look like no you know cash out problems or whatever whatever those but if you're looking at developers it might be we want to go from an average of 18 months to 24 months.
[00:46:53] And we were tracking how many people get you know three or better on their review or how many people get promoted over the course of two years. So it is a really important question and we've got to think about it on a group by group basis. It cannot we cannot be using these single measures for hugely diverse groups of employees and part of the is great and he insists it's time to innovate.
Hiring at scale starts with considering the size and quality of the talent pool
[00:47:23] One last question from the audience for high value recruiting.
[00:47:29] Many organizations have a pool of available hired people ready to start. How do you strike the perfect balance between having too big of a pool which risks people waiting too long and dropping out vs. panicking build the pool.
[00:47:46] Sabrina why don't you say I'm just kidding. That is a really good question and that is a tough one. You know we have to look at talent availability in the market. If you're talking about a high talent availability job like for instance sales reps.
[00:48:03] I mean I'm not suggesting they're all applying to your company but there are plenty of people in the world who can be a sales rep. There are a lot of people that can be warehouse workers or restaurant servers or whatever. There are not that many people that can be a staff nurse. There are not that many people that can be a digital technologist or an animator. So the first thing we have to do is look at that. Because if you have low talent availability you cannot keep those people warm easily. You need to do it but it's got to be done in a totally different way. If it's a high talent availability job like sales rep or servers there are tips and tricks communication messaging.
[00:48:46] Q planning special deals the timing and the messaging is key because it can't be annoying or spam or not relevant but it can be done that you start building a brand in their eyes is like these guys are cool like they're the way great things.
[00:49:07] One that thinks Sabrina. Thank you everyone that attended the web webinar today for additional information on linked Intel solutions to our Web site Business Watlington dot com or for additional questions for design from talent. You can reach out to Linda Illington or online at talent growth advisors dot com. And lastly please somebody take our survey to click on the survey monkey icon at the bottom of the screen and answer a few quick questions for us.
[00:49:35] Thank you everyone. Thank you so much for your time today.