From Sourcing to Screening: Tools and Techniques to Save Time & Money


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What does the ideal candidate sourcing and applicant screening process look like? Which metrics should you use to measure the ROI of your sourcing and screening process? CareerBuilder executives Keith Hadley and Bryan Fydryck offer tips and trends in June's HR Connect webinar.

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  • Join CareerBuilder’s Keith Hadley, practice leader of employment bcranding, and Bryan Fydryck, manager of sourcing solutions for a complimentary webinar about the best new tools and trends for candidate sourcing and screening. Participants will walk away knowing:
    What does the “ideal” candidate sourcing and applicant screening process look like?
    How do I evaluate my recruiters to make sure they’re performing effectively?
    How do I measure the ROI of my sourcing and screening process? Which metrics should I track?
    How do I teach my team to screen resumes? What are the best questions to ask?
    What are the best sourcing and screening tools available today?
    How do I find the tools that are right for me?
    Join the conversation with @CBforEmployers: #HRConnect
  • Overview of the process from the expert – Bryan Fydryck! (Generally, Bryan leads a team of ten Recruiters internally at CareerBuilder…)
  • What does the “ideal” candidate sourcing and applicant screening process look like?
  • Process:
    Understand the role and determine your ideal candidate/recruiting target
    High volume – Emphasis on screening
    Low volume – Emphasis on sourcing
  • Know where potential candidates are and their decision criteria
  • Screen applications and resumes, quickly!
    Act fast – In this marketplace, there is no time to waste. Assume they have multiple offers. Sell the candidate with a positive energy. Use more than one line of communication.
  • Employment Brand
    Position your opportunity appropriately and sell – Develop prescreen questions necessary to conduct efficient phone screens. Once on the phone screen be confident and in control. Position your opportunity so the candidate wants to work with you and not a competitor down the street. Ask appropriate follow-up and probing questions, not canned questions.
  • Build a talent pipeline
    The “no’s of today are tomorrow’s yes’s.” – Leave candidates with a positive feeling about your organization. You might work with this individual down the road. Balance time – perfect world balance recruiting and planning.
  • How can I measure the ROI of my Sourcing & Screening Process? Which metrics should I track?
  • Through your review, remember your organization’s value proposition.
    Knock out questions/ top 5 keywords are good to use, but it is still important to understand your company’s value proposition and the concessions you might need to make in order to bring in the best candidates. For example, if you are not a big name brand or do not have competitive compensation, do you look for and reach out to candidates that do not possess your “top 5” requirements?
    Goes back to your process. How many clicks does it take to get through your ATS? How many personality assessments are you delivering? What competitive advantages can you give yourself in the process in order to attract the best candidates?
  • What do your best Recruiters do?
    Know their Hiring Managers in and out and are true partners. They’ve worked together to:
    Design and agree on the process
    Understand the selling points of the job
    Understand the role/requirements of the role
    Know the questions to ask to get to intangible job requirements.
    Know how to position and sell the job to candidates
    Can effectively review resumes
    Understands the role and what makes a resume stand out quickly.
    In 15 seconds, they know whether or not you’ll reach out to this person for a phone screen. Does this by looking a buzz words, structure of the resume, etc.
    Have strong industry knowledge
    Do they know how to utilize the power of search engines and the internet to find candidates? They are good at sourcing passive candidates!
    With a shortage of qualified talent, for some roles, people don’t even need a resume. For example, a Nurse or Java Developer might not need a resume to get a job. Therefore, where do you find them? My best Recruiters know where to find them and then are able to make a meaningful introduction.
    Candidates who find passive job seekers also have 10-20 other Recruiters chasing after them. They don’t copy and paste a canned email and send. They find out additional information (their alma mater, etc.) and make a personal intro. Candidates want to work with people who are experts in their industry and who can talk their talk.
  • You’re worst Recruiters?
    Depends on the type of position. Primarily they are unorganized and don’t have a plan.
    Prioritize and set aside specific time to search for your candidates. If you don’t, it will fall by the wayside. Schedule time accordingly. Know the end goal and make sure you understand what is needed to go above and beyond and get there.
    Consider setting aside an hour a week to continue to build your pipeline of candidates. Make sure you are connected to the right people or have a bench by way of a business association or organization where you can network when in more immediate need.
  • How do I evaluate my Recruiters to make sure they are performing effectively?

  • Whether you are a recruiting manager who is responsible for assessing your recruiters or just an individual recruiter who’s interested in how well you are doing, you need a scorecard before you can accurately assess effectiveness.
    Assessing individual recruiters is important for variety of reasons including:
    It gives successful recruiters a sense of confidence.
    It sends a clear message to recruiters about what the recruiting manager considers important (and what they do not consider important).
    It allows recruiting management to identify recruiters that need additional training or help.
    Coach your team – You can’t improve something unless you are measuring it. Recruiting is not an easy job. Factors that can affect the outcome – the Hiring Manager, the candidates, the position, the time of the year – All of these factors can impact the outcome.
  • You have to have a decent understanding of metrics you need to hit. They need to be achievable, and once in place, people need to be held accountable to meet outlined goals. If you don’t hold recruiters accountable, there are too many excuses on why you are not able to hire. Some of those metrics:
    Performance of hires
    The number of new starts. How many new hires resulted from the work of the recruiter? How does it compare to the average number of hires for all recruiters?
    Hard-to-fill positions. How many hard-to-fill or key positions were filled as a result of the work of the recruiter? How does it compare to the average number of hard-to-fill hires for all recruiters?
    Voluntary turnover. What was the voluntary turnover rate of new hires (at the end of six months, and the first year)? How does it compare to the average voluntary turnover rate of all new hires?
    Involuntary turnover. What percentage of new hires had to be terminated within the first year? How does that percentage compare to the average involuntary turnover rate of all new hires?

    Manager satisfaction with the results
    By sending a user survey to all managers (or a representative sample of managers) immediately after a hire is completed, you can assess their satisfaction with the primary recruiter on that hire.
    Candidate, applicant, and new hire satisfaction
    By sending a user survey after a hire has been completed to all finalists and new hires, as well as to a representative sample of applicants and interviewees, you can assess their satisfaction with the primary recruiter on that hire.
    By using “mystery shoppers,” or asking selected candidates and managers about the time it takes for a recruiter to return a call or inquiry, you can assess a recruiters’ overall responsiveness to their customers. It is important to note, however, that the recruiter’s total req load should be used as a mitigating factor when you assess an individual’s responsiveness.
    Other indirect indications of a quality recruiter. Although these are not specific recruiting results, each of these actions can eventually have a direct impact on overall recruiting success.
    Sources used. What is the utilization rate by this recruiter of the sources that produce the best-performing hires?
    Use of agencies and executive search. What percentage of this recruiters hires required the use of outside sources? How much money did this recruiter spend on external search help, compared to the company average?
    Names. How many new names did this recruiter add to the company’s candidate database?
    Complaints. What is the number or percentage of employment-related inquiries, complaints, or lawsuits (EEOC, OFCCP and civil) this recruiter was responsible for?
  • What are the best sourcing and screening tools available today?
    Identify opportunities to create scale & flexibility with the tools & resources you use today.
    What your Recruiters can control vs. what your Systems controls. We are at the mercy of our technology, so control what you can.

    It’s a funnel. How many resumes do you need to start with (understanding that there is drop off along the way). You will have drop off with every additional click.
    Set expectations – If you know you have a lengthy apply process, for example (because of your current technology set-up), let candidates know that this is the situation, but then follow up with, “We’ll get everything done from there in two face-to-face interviews.” After a lengthy interview process… you can’t have a two month interview process from there.
    Understand how many hoops you can get a candidate to jump through. All organizations think that they are the best. We see things through a different lens than our candidates. It’s important to keep this in mind as you can overvalue your brand when trying to get a candidate in the door. You have to be selling your opportunity and company as much as you are interviewing.
    Especially w passive candidates. You should assume that once you reach out, they are testing the market and now looking elsewhere for opportunities as well. Because of this, you need to get them through the process as quickly as possible. This is hard as you can’t always get hiring managers to share this sense of urgency. Share data (Hiring Indicator) and Compensation benchmarks to create urgency and action.
  • Looking at your systems (ATS, etc.) – Discuss best features that a team can use to increase efficiency
    Post to multiple sites
    One login
    One search for all databases
    Your pool of candidates
    Personal Rolodex
    *Every recruitment process has a workflow. You should align with the workflow of your ATS. Helps with consistency, ease of the search. Change your process to the ATS. “Don’t pave your own cow path.”
    RIVS! Video interviewing

    Have a process, monitor and measure success, hold your recruiters accountable.

    There are two types of teams – 1) The team you have now, and 2) the team you want to go too. You hope they are the same! Utilize your people and then rely on outside expertise to fill in. Start to think long-term about building your pipeline.
    Look at trends and degrees being attained. It’s only going to get harder and harder to find people. Give yourself an advantage and strategy to be prepared for the future. You do have to start planning as best you can for a long-term so you aren’t at the mercy of the market and your salespeople. Fish for yourself long-term!

    So with this, I’ll leave you with 3 takeaways:
  • From Sourcing to Screening: Tools and Techniques to Save Time & Money

    1. 1. © 2014 CareerBuilder© 2014 CareerBuilder Presented by: Keith Hadley, Practice Leader, Employment Branding, CareerBuilder Bryan Fydryck, Manager, Sourcing Solutions, CareerBuilder FROM SOURCING TO SCREENING: TOOLS & TECHNIQUES TO SAVE TIME & MONEY #hrconnect
    2. 2. © 2014 CareerBuilder OUR SPEAKERS 1 | Keith Hadley Practice Leader, Employment Branding CareerBuilder @keithhadley Bryan Fydryck Manager, Sourcing Solutions CareerBuilder #hrconnect
    3. 3. © 2014 CareerBuilder© 2014 CareerBuilder WHAT DOES THE “IDEAL” CANDIDATE SOURCING & APPLICANT SCREENING PROCESS LOOK LIKE? QUESTION 2 | #hrconnect
    4. 4. © 2014 CareerBuilder UNDERSTAND: THE ROLE 3 | #hrconnect
    5. 5. © 2014 CareerBuilder UNDERSTAND: THE CANDIDATES 4 | #hrconnect
    6. 6. © 2014 CareerBuilder ACT WITH URGENCY 5 | #hrconnect Significant Power Shift from Employer to Candidate
    7. 7. © 2014 CareerBuilder EMPLOYMENT BRAND 6 | #hrconnect Stand Out
    8. 8. © 2014 CareerBuilder BUILD A TALENT PIPELINE 7 | #hrconnect
    10. 10. © 2014 CareerBuilder MEASURING ROI 9 | #hrconnect TOP METRICS TO TRACK 1 Conversion Ratios for Unique Roles 2 Source of Hire 3 Number of Candidates Delivered 4 Number of QUALIFIED Candidates Delivered 5 Net Promoter Score (NPS)
    11. 11. © 2014 CareerBuilder WHERE TO START 10 | #hrconnect
    12. 12. © 2014 CareerBuilder© 2014 CareerBuilder HOW CAN I TEACH MY TEAM TO SCREEN RESUMES MORE EFFECTIVELY? QUESTION 11 | #hrconnect
    13. 13. © 2014 CareerBuilder RESUME REVIEW 101 12 | #hrconnect Format Style Resume John Smith Job Title Lorem ipsum dolor sit amet, consectetur adipiscing elit. Pellentesque tellus eros, euismod quis. Special Skills Lorem ipsum dolor sit amet, consectetur adipiscing elit. Pellentesque tellus eros, euismod quis. Keywords Help Wanted Data Corp. Job Description Lorem ipsum dolor sit amet, consectetur adipiscing elit. Pellentesque tellus eros, euismod quis. Skills Lorem ipsum dolor sit amet, consectetur adipiscing elit. Pellentesque tellus eros, euismod quis. Patterns
    14. 14. © 2014 CareerBuilder POTENTIAL CONCESSIONS 13 | #hrconnect
    15. 15. © 2014 CareerBuilder THE BEST RECRUITERS 14 | #hrconnect • Partner With the Hiring Manager • Understand the Role and Its Requirements • Effectively Review Resumes • Have Strong Industry Knowledge • Are Strong Networkers
    16. 16. © 2014 CareerBuilder THE WORST RECRUITERS 15 | #hrconnect Lack a plan and a pipeline of candidates.
    17. 17. © 2014 CareerBuilder© 2014 CareerBuilder HOW DO I EVALUATE MY RECRUITERS TO MAKE SURE THEY ARE PERFORMING EFFECTIVELY? QUESTION 16 | #hrconnect
    18. 18. © 2014 CareerBuilder RECRUITER EVALUATION 17 | #hrconnect
    19. 19. © 2014 CareerBuilder RECRUITER EVALUATION: METRICS 18 | #hrconnect TOP METRICS TO TRACK 1 Performance of Hires 2 Hiring Manager Satisfaction With Results 3 Candidate, Applicant & New Hire Satisfaction 4 Responsiveness 5 Other Indirect Indicators
    20. 20. © 2014 CareerBuilder© 2014 CareerBuilder WHAT ARE THE BEST SOURCING & SCREENING TOOLS AVAILABLE TODAY? QUESTION 19 | #hrconnect
    21. 21. © 2014 CareerBuilder What can Recruiters control? IT’S A NUMBERS GAME 20 | #hrconnect
    22. 22. © 2014 CareerBuilder THE CANDIDATE EXPERIENCE 21 | #hrconnect Set expectations upfront.
    23. 23. © 2014 CareerBuilder INCREASING EFFICIENCIES 22 | #hrconnect Jobs Resume Received Resume Accepted 1st Interview 2nd Interview Offers Hires
    24. 24. © 2014 CareerBuilder© 2014 CareerBuilder HOW DO I FIND THE TOOLS THAT ARE RIGHT FOR ME? QUESTION 23 | #hrconnect
    25. 25. © 2014 CareerBuilder KEY TAKEAWAYS 24 | Process-Driven Metrics-Focused Accountable #hrconnect
    26. 26. © 2014 CareerBuilder© 2014 CareerBuilder25 | Keith Hadley Practice Leader, Employment Branding CareerBuilder @keithhadley Bryan Fydryck Manager, Sourcing Solutions CareerBuilder #hrconnect