Recruitment is undergoing a great deal of change, all thanks to data and analytics technologies. Automation is getting to be a bigger factor in intelligent recruitment. New programs are emerging to assist HR teams to recognize and assess the top candidates. And platforms like LinkedIn and Glassdoor give every company, however large or little, access to valuable, large data on prospective candidates.
I firmly think that those HR teams who can seamlessly use information are the individuals who will sponsor most successfully in the next few years. Let us look at only a couple ways information can help improve your recruitment activities.
Recognizing and fostering your company brand
A strong company brand will create all the difference in your attempts to keep employees happy and attract the very best talent to the company. A Rise smart analysis found that 84% of workers would think about jacking within their present job to move to a company having a great reputation -- even if the salary bump wasn't that big. So just how can data and analytics help you build a powerful company brand?
First and foremost, you will need to know exactly what you need your company to be. What do you need your company to stand for? How do you want employers to feel about working for the company? What makes you different from other employees? After identifying this, analytics and data can inform you if this brand picture actually chimes with fact.
You can, by way of instance, conduct opinion analysis on interview and survey responses and social media posts to ascertain just how successful your company brand actually is. Or, if your business goes through significant changes, such as a huge restructure, you can quantify employee opinion prior to and after the adjustments to evaluate the influence on your brand.
Short, anonymous hub polls can let you know how likely employees are to suggest the firm to others. Crucially, instead of carrying the temperature annually in a big staff survey, or asking the question from exit interviews, pulse surveys permit you to ask employees once a week, one a month or two once per year to get a more powerful sense of how they're feeling during the year.
But employer brand isn't just about maintaining your current employee's joyfulness; it is also about how appealing your company seems to outsiders, including ex-employees. A Severance and Workforce Transition Study revealed that more and more companies are mining social websites and company review websites like Glassdoor after putting off an employee. Moreover, feedback from anybody who has left the company voluntarily will even give helpful insights into people's understanding of your brand.
Concentrating on the genuine recruitment channels
Most businesses utilize a combination of recruitment channels, typically including newspapers, headhunters, social networking campaigns, online job sites and LinkedIn searches. With an array of recruiting channels to choose from, it is important to have a complete understanding of which channels deliver the best return on investment, which means that you can concentrate your time, energy and budget so.
The beauty of information is the fact that it lets you test your recruiting channels and quantify their achievement rate in far more accurate ways. So, rather than focusing on clear indicators like just how many CVs you receive in response from other stations (which just tells you quantity, not grade), you might look rather at more valuable indicators like what number of offers were made to candidates from specific channels. Or you could assess your most successful employees in specific roles and pinpoint the channels they came from.
The point is to target your recruiting process so you're reaching precisely the types of people you wish to bring. A good example of that comes from Marriott Hotels and its own impressive social recruitment plan. Marriott Hotels has the biggest recruitment page on Facebook, with more than 1.2 million likes and tens of thousands of individuals interacting with the webpage each week.
The page obviously lists available jobs, but it also beautifully shows through photos and videos what it is like to work at this hotel chain. The management actively encourages constant engagement through likes and comments -- and this really is a two-way street, with Marriott reacting to remarks. Everything is intended to draw the classic 'people person' to Marriott's company brand and show the company off as a desirable place to work with.
Recognizing and analyzing talent
Many HR professionals or hiring managers would probably admit that they make appointments based on gut feeling. But analytics and data are helping companies take the guesswork out of recruitment, and find more appropriate folks who'll stay happy and at the place for longer time.
Firms in each industry are turning to information, and resources like Evolv and TalentBin let them crunch data in more ways than ever. Tools like this allow employers to get the best individual for any specific job based on their abilities, interests, and actions. Additionally, big data and AI applications are increasingly being offered by vendors like LinkedIn to sift through candidates' profiles and determine the most appropriate people for a position. That is just as well considering that 52 percent of talent acquisition leaders state the hardest part of recruitment is identifying the right individuals from a large pool of candidates.
After recruiting a new candidate, both nature and fit are just as vital as skill set.
So, as well as considering the abilities, qualifications, and expertise which are excellent for a particular position, you will also undoubtedly think about culture, match, and character attributes. All this can be assessed accurately nowadays. It's relatively simple to use analytics applications to sift through potential candidates and locate those with informative points which most match your 'shopping list' of ideal attributes -- in just a matter of minutes. Obviously, the final hiring decision would always return to a person, but data and analytics can save a good deal of time by narrowing the field down from maybe hundreds of candidates into the most appropriate 10 or 30. This automation of certain processes frees up the HR team to focus on other pursuits.
JetBlue Airlines gives us one great instance of data analytics used to obtain the most appropriate candidates. Formerly, the company had concentrated on 'niceness' because it is one of the most important attributes for flight attendants. Then, after carrying out some client information analysis using the Wharton Business School, JetBlue was interested to discover that, in the opinion of their clients, being helpful is apparently more significant than being fine -- and may even compensate for people being not so wonderful. The company was then able to use this info to narrow down candidates more efficiently.