Most companies are familiar with the concept of branding: it’s cultivating a public image and reputation that’s synonymous with your strengths and competitive differentiators as a company. It means becoming known for certain qualities that specifically appeal to your customer base. But that’s branding aimed at the customer. Fewer companies realize that they have another brand entirely: the employer brand.
Traditional interviewing tends to favor a “just the facts, ma’am” approach, where the questions do a deeper dive into the person’s factual background than a one-page résumé or CV offers, while also giving interviewers the opportunity to get an in-person feel for the candidate.
Another approach emphasizes actions, deeds, and behaviors. Here we encounter what has become known as “behavior-based interviewing.” This is the idea that previous behavior can be used to predict future performance, and it’s gaining traction as the kind of questioning that should fill an entire interview.
From the perspective of a business owner or high-level executive, there may be only one thing worse than a bad employee: a bad manager. According to a Gallup Poll, managers account for an astounding 70% of the variance in employee engagement scores. Nothing – not wages, not benefits, not work environment – impacts employee engagement as strongly as the boss. Many employees would sacrifice a raise if it meant gaining a better boss; but what actually happens: 50% of employees have left a job to get away from their manager.
Technology reaches deep into our lives these days. According to research published in Psychological and Cognitive Sciences, nearly one-third of American marriages begin online, and – startlingly – marriages that began online report slightly higher marital satisfaction rates and are slightly less likely to end than marriages that began offline
Recruitment is a keen challenge for small businesses in today’s employment marketplace. According to The Conference Board, we’re facing a 15-year period of tight labor market conditions. That has translated into nearly a third (29%) of business owners that are dealing with positions they cannot fill right now, according to the National Federation of Independent Businesses; that’s the highest number since April 2006.
Inefficiency in recruiting is a more serious problem than many businesses realize. CEOs identified it as one of their top three recruitment challenges in 2015, according to a CareerBuilder Harris Poll survey. Half of them said inefficiencies in their recruitment process lost their companies money and kept jobs unfilled for too long.
Figuring out how much to pay your people is always a delicate balancing act. First, you want to offer enough that you attract the best and earn their loyalty; for example, PayScale’s 2015 Compensation Best Practices Report found that “seeking higher pay elsewhere” was one of the two top reasons employees might leave a company.
Background checks are one of the best ways for employers to make an informed hiring decision; they provide valuable insight into a person's history and habits as they may affect or represent their performance in the workplace. They're nearly universal too: according to HireRight's 2015 Employment Screening Benchmarking Report, nearly 75% of small businesses conduct background checks on job candidates. At the same time, employers must exercise caution: privacy and employment regulations protect employees from employers trying to snoop and take action inappropriately.
Recruiting has never been easy, and with today’s competitive talent marketplace, it’s only become more challenging. To separate themselves from the pack and attract top performers who are looking for more than their next job, companies need a fresh approach to talent management—and it all starts with humanizing the recruitment process.