Common Recruiting Myths and Misconceptions Debunked


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CareerBuilder and the Human Capital Institute have partnered to uncover common misconceptions around both job seeker behavior and the ways in which employers attract and hire top performers. This report brings to light six of today’s most widely held recruiting myths — and reveals what top employers are really doing to achieve optimal hiring results.

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Common Recruiting Myths and Misconceptions Debunked

  1. 1. © 2013 CareerBuilder© 2013 CareerBuilderCommon Recruiting Mythsand Misconceptions Debunked
  3. 3. © 2013 CareerBuilderAs we emerge from the Great Recession, American businesses are gearing up for growth.Corporate earnings and confidence have rebounded, and organizations are stepping up theirhiring activities. Demand for qualified candidates has increased — and for many highly skilledpositions, it exceeds supply.A New Era in Talent ManagementAt the same time, job seekers are taking a more sophisticated approach to their search processes,―shopping‖ for new employers much like they would shop for a houses or cars. As HRprofessionals put more science and technology behind what they do, they’re also establishing newstandards and best practices for identifying and engaging this new breed of prospectivecandidates.Is your organization ready to compete in this new era of talent management, or are youbeing held back by outdated or erroneous beliefs about what it takes to hire the right people?The Myths That PersistCareerBuilder recently partnered with the Human Capital Institute to uncover commonmisconceptions around both job seeker behavior and the ways in which employers attract and hiretop performers. This report brings to light six of today’s most widely held recruiting myths — andreveals what top employers are really doing to achieve optimal hiring results.► 2 ◄INTRODUCTION
  4. 4. © 2013 CareerBuilderHCI and CareerBuilder conducted the following research throughout January and February 2013.HCI administered a 44-item survey to 358 senior human resources professionals nationwide andconducted follow-up interviews with those who elected to participate. The results form the basis ofthis research and are summarized in this report.To supplement these primary research methods, HCI reviewed and gathered information froma variety of secondary sources, including white papers, articles, books, interviews,case studies and other surveys.► 3 ◄RESEARCH METHODOLOGY
  5. 5. © 2013 CareerBuilderUp until recently, HR professionals have had to rely on largely subjective and anecdotal meansof assessing talent and measuring results.Our research found that some of the most commonly held beliefs among hiring professionalsare based, not in truth, but rather on assumptions. Our research uncovered the following mythssurrounding recruitment: Big data is just a buzzword. It has no value to us in HR. Unemployment is high, so I can get away with lower compensation. Job boards are dead. Social media doesn’t provide any ROI for HR. Most employers don’t need a mobile recruiting strategy. Employer branding is a nice-to have, not a need-to-have.► 4 ◄WHY STUDY?
  6. 6. © 2013 CareerBuilderKEY FINDINGS:Common Recruiting Myths and Misconceptions Debunked► 5 ◄
  7. 7. © 2013 CareerBuilderBIG DATA IS JUST A BUZZWORD. ITHAS NO VALUE TO US IN HR.Myth #1
  8. 8. © 2013 CareerBuilder―Companies are loaded with employee, HR, and performance data…If we can apply scienceto improving the selection, management, and alignment of people, the returns can betremendous.‖ - Josh Bersin, HR expert, contributorA Mere 4% of Companies Use “Big Data” Tools► 7 ◄MYTH 1:BIG DATA IS JUST A BUZZ WORD1%4%4%16%16%21%47%71%Use standard recruiting metrics(e.g., cost per hire, time to fill):Use internal human capital data on currentemployees (e.g., employee performance,engagement, retention):Use external data (e.g., social media data,labor supply & demand, researchingcompeting organizations):Use internal data beyond the human capitalfunctions (e.g., finance, sales, IT):We do not use any data or analysis:We use big data tools to collect and analyzea wide variety of data from a wide varietyof sources:Do not know:Other:
  9. 9. © 2013 CareerBuilderThe Big Deal About Big DataBig data refers to the ability to look for relationships in large sets of data. While standard recruitingmetrics continue to play an important role in measuring operational efficacy, big data lets you seetrends and analyze characteristics of your most successful employees, so you can understandwhat drives performance and make more objective, fact-based recruiting and hiring decisions.Enhanced Data Users Are Almost Twice as Likely To Be “ExtremelySatisfied” with Recent Hires vs. Standard Data Users(Figure 6).Extremely Satisfied Hiring Managers by Recruiting► 8 ◄FACTS AND RECOMMENDATIONS6%11%20%Non-Data UserStandard Data UsersEnhanced Data Users
  10. 10. © 2013 CareerBuilder7000 Days To HireProblem: Job Title MismatchRecently, when a client complained that it was taking nearly two years to hire a load anddynamics engineer, our data analysts discovered that a large part of the problem was inthe job title itself. The candidates with the required skill sets simply did not use the term―load and dynamics engineer‖ in their job searches; therefore, the client’s jobadvertisements were not showing up in search results and remained invisible tocandidates. When asked the reason for advertising for a ―load and dynamics engineer,‖the client simply replied, ―That’s the way we’ve always done it,‖ proving that intuitiondoesn’t outweigh data.Luckily, data was able to show them a better way.Supply & Demand Portal data from CareerBuilder revealed who the client’s competitorswere, what titles they were using, and the most commonly used job titles forthe position. The results opened up the client’s eyes and enabled them to adjusttheir recruiting strategy and expedite the time it took to bring in candidatesand hire them. As a result, they cut their time to hire in half, simply bychanging the job title.► 9 ◄SHORTENING TIME TO HIRE: A CASESTUDY
  11. 11. © 2013 CareerBuilderGet Data-fied!What if you could get fast, easy answers to the following questions: What positions are the hardestto fill? Which areas have the most talent available? Who am I competing with for candidates?What are the common demographics of my ideal talent? What is truly competitive compensationfor the positions I’m trying to fill?Having this data enables you to make more confident, fact-based recruiting and hiring decisionsand drastically reduce your cost-per-hire and turnover costs.► 10 ◄FACTS AND RECOMMENDATIONSTake a look at the above screen shots from a sample Supply & Demand report. If you’re in a toughrecruiting market like Washington or Utah, for example, data can point you to nearby markets suchas Colorado Springs, where it’s easier to acquire talent.Companies that consistently hire great people by identifying and evaluating them basedon data rather than intuition create the strongest teams.
  13. 13. © 2013 CareerBuilder ► 12 ◄MYTH 2: WHEN UNEMPLOYMENT ISHIGH, SALARY ISN’T A DEAL-BREAKERIf everybody lowballs and steadfastly refuses to payexisting prices as part of an effort to improve their financialstanding, then everybody will suffer.- Daniel Gross, Business Editor, Newsweek
  14. 14. © 2013 CareerBuilderShow Them the MoneyBased on the research from this study, 56 percent of employers say the main reason candidatesturn down offers is because compensation isn’t competitive. What’s more, according toCareerBuilder’s recent hiring forecast, 47 percent of employers say they plan to offer higherstarting salaries in 2013 – up from 32 percent last year. Additionally, 62 percent of employersexpect to increase compensation for existing employees.Check Out the CompetitionIt’s important to have a benchmark of what competitors are offering. Make it a priorityto continuously check the compensation data and understand what the going rate is for thepositions you are trying to fill. This way, you’ll know if what you’re offeringis truly competitive – or if it’s too low (and consequently the reason you’re likely losing out on a lotof the most in-demand candidates).► 13 ◄FACTS AND RECOMMENDATIONS
  15. 15. © 2013 CareerBuilderJOB BOARDS? AREN’T THEY DEAD?Myth #3
  16. 16. © 2013 CareerBuilderWe use job boards to elicit responses fromjob seekers, establish our employmentbrand and build a pipeline of talent for bothcurrent and future openings.- Kathleen Rosati, Assistant Vice President of HumanResources, The Philadelphia Contributionship► 15 ◄MYTH #3 JOB BOARDS ARE DEAD.
  17. 17. © 2013 CareerBuilder1%2%2%3%3%3%6%10%12%16%19%23%Job Boards Are the No. 1 Source of Hire for Companies of All SizesOne Fourth of New Hires Made in 2012 Came From Job Boards► 16 ◄FACTS AND RECOMMENDATIONSJob boards (e.g., CareerBuilder, Monster, etc)Employee referralsCompany career siteDirectly initiated by recruiterSocial media (e.g., Facebook, LinkedIn, YouTube, Twitter)Temp/Contract-to-hirePrint advertising (e.g., newspapers, magazines)OtherInterns converted to employeesCareer fairsRe-hires (Boomerangs)Mobile technology (e.g., mobile optimized sites, mobile apps, SMStext)Figure 11: 2012Source of HireQ3A: In 2012, what percentage of your organization’s total external hires can you attributeto the following sources:Figure 10: Ranking of Source of Hire by Employer SizeSmallEmployersMid-sizedEmployersLargeEmployersJob Boards Job Boards Job Boards (tie)EmployeeReferralsCompanyCareer SitesCompanyCareer Sites (tie)CompanyCareer SitesEmployeeReferralsEmployeeReferrals
  18. 18. © 2013 CareerBuilder ► 17 ◄FACTS AND RECOMMENDATIONSGo Where the Candidates AreDespite the buzz around alternate sources of hire, job boards remained the most commonly usedsource of hire in 2012, as well as the source that most frequently resulted in hiring managersatisfaction. With 67 percent of candidates searching job boards (according to the 2012 CandidateBehavior Study), companies that neglect this platform as a way to advertise could be missing outon a great majority of qualified talent.Posting on job boards not only puts you in front of more candidates, it also improves yourSEO, enabling more candidates to find your open positions faster and more easily. The increasedexposure also serves to strengthen your employment brand and build a pipeline of talent for futureopenings.
  19. 19. © 2013 CareerBuilderSOCIAL MEDIA DOESN’TPROVIDE ANY VALUE FOR HR.Myth #4► 18 ◄
  20. 20. © 2013 CareerBuilder“Organizations that don’t adapt to social media aren’t doomed to fail;however, there’s no question that they are missing opportunities.”– Amber Naslund, author, The Now Revolution: 7 Shifts to Make Your Business Faster, Smarter and More SocialOnly 18% of Companies Have a Clearly Defined Social Media Strategy for Recruitment► 19 ◄MYTH 4: SOCIAL MEDIA DOESN’TPROVIDE ANY ROI FOR HRWe use social media torecruit talent, but don’t havea significant presence on itor clearly defined strategy.We do not currentlyuse social mediaat all to recruit.We have a clearly definedsocial media recruitingstrategy and devoteresources to manager ourpresence on it.Do not know. 3%18%21%58%
  21. 21. © 2013 CareerBuilderBe More SocialFifty-four percent of all job seekers look at a company’s social media presence before they even decideto apply for a job, the 2012 CareerBuilder/Inavero Candidate Behavior Study found. This findingindicates that companies without a social recruiting strategy could be missing a huge opportunity toconnect with a large percentage of top talent. Familiarize yourself with the more popular, user-friendlyplatforms first, like Facebook, LinkedIn and Twitter, and build a presence there. Gradually increaseexposure on other growing recruitment platforms like Instagram and Pinterest.Let Employees Tell Your StoryOne of the best ways to approach a social recruiting strategy is to look at what other companies aredoing. Zappos is a great place to start: The online retailer receives more than 38,000 applications peryear.The company’s only social media policy, according to CEO Tony Hsieh, is, ―Be real and use your bestjudgment.‖ Zappos encourages employees to include information about the company and theiropinions on all social media outlets and blogs. As a result, 9 percent of Zappos’ employee applicationscome from referrals (including employees’ personal social media promotion), and 29 percent of thosereferrals turn into hires.Encourage employees to ―join the conversation‖ by empowering them to use their own profilesto build their personal brands and deliver your employer brand messaging through their personalinsight and experience. There’s often no better way to attract job seekers than through the strength ofyour own employees advocating for your company.► 20 ◄FACTS AND RECOMMENDATIONS
  22. 22. © 2013 CareerBuilderEMPLOYERS DON’T NEEDA MOBILE STRATEGY.Myth #5
  23. 23. © 2013 CareerBuilder37%35%12%10%7%We do not currently use technology mobile technology for recruiting and do not plan to implement it in the next 1-2 yearsWe do not currently use technology mobile technology for recruiting but plan to implement it in the next 1-2 yearsWe currently use mobile technology for recruiting and plan to expand our usage in the next 1-2 yearsDo not KnowWe currently use mobile technology for recruiting abut do not plan to expand our usage in the next 1-2 yearsWhile mobile job search is increasing exponentially, the adoptionrate for mobile recruitment has lagged significantly.- Hope Gurion, Chief Product Officer, CareerBuilderFewer Than 20% of Employers Have a Mobile Recruiting Strategy Adapted► 22 ◄MYTH 5: MOST EMPLOYERS DON’T NEEDA MOBILE RECRUITING STRATEGYFigure 4: Use of MobileTechnology for Recruiting
  24. 24. © 2013 CareerBuilderAnswer the Call Six million people searched for jobs via mobile devices in January 2013 ̶ up from 2.3 millionin March 2012. (ComScore data) Thirty-one percent of searches for ―jobs‖ came from mobile devices in November 2012̶ up from 17 percent the previous November and 8 percent in 2010. (Google data) One-third of CareerBuilder’s monthly traffic comes from mobile devices.(CareerBuilder analytics) When told they are leaving a mobile-optimized site to enter a non-mobile optimized site, 40percent of job candidates abandon the search process. (CareerBuilder analytics) Mobile device usage as a job search tool is becoming more ubiquitous. Those who do notadapt – that is, those who do not create a mobile recruiting strategy ̶ are going to get leftbehind.► 23 ◄FACTS AND RECOMMENDATIONS
  25. 25. © 2013 CareerBuilderPut Your Site to the Test: Visit Your Site from Your SmartphonePut yourself in the job seeker’s shoes by visiting your career site from your smartphone. How longdoes it take to load? If it takes more than five seconds, you could be in trouble: Research shows74 percent of users exit if a site doesn’t load in five seconds or less (Compuware ―What UsersWant from Mobile‖ Survey).Next, try to see how easy your site is to navigate. Do you need to pinch, zoom and scroll to seewhat’s on the page? What happens when you try to apply? This is the part of the process wheremany candidates give up, leave and never come back.Reimagine the Experience for the Small ScreenCreating a mobile-optimized site involves more than just importing your desktop website to mobile.Keep content simple and easy to browse by avoiding drop-down menus, copy-heavy pageswith large graphics, images and over-the-top animation. Make links easy to click on, and use largebuttons, check boxes and pre-populated fields to cut down on typing. Take advantage of everyopportunity to engage applicants in a uniquely mobile way by using functionality like tap-to-callor tap-to-map, QR codes and text alerts.► 24 ◄FACTS AND RECOMMENDATIONS
  27. 27. © 2013 CareerBuilderIt’s well-documented that today’s job candidates search for jobs much the sameway they make purchasing decisions. Whenever and wherever your employmentbrand is represented, you need to ensure it is being represented consistently.– Keith Hadley, Employment Branding Practice Leader, CareerBuilder37% of Respondents Have No Employer Branding Strategy► 26 ◄MYTH 6: EMPLOYER BRANDINGIS A NICE-TO-HAVE, NOT A NEED-TO-HAVE3%15%16%23%26%37%46%Our strategy is to generate awareness about ourbrand by engaging and inspiring potential candidateswith our organizations values, missionand achievements.We don’t have an employer branding strategy.Employee stories and opinions are crucial inputs intoour messaging and strategy.We rely on our consumer brand to attract candidatesinstead of having a separate employer brand.We use various media (e.g., TV, YouTube, mobile)and messaging based on what will generatemass appeal for our employer brand.We use various media (e.g., TV, YouTube, mobile)and messaging based on what appeals to specificpools of critical talent (e.g., Gen Y, engineers,mechanics).Other
  28. 28. © 2013 CareerBuilderHolistic Employer Brand: More than the Sum of Its PartsNearly half of respondents whose organizations have an employer brand describe it asholistic, meaning it both captures essential attributes of the organization, such as values, missionand achievements and encompasses the candidate’s entire experience with the employer.Those whose organizations have a holistic brand are: Twice as likely to say that all candidates are treated as if they were valued customers. Four times more likely to measure where high-quality candidates are searching for jobsand allocate resources accordingly. Two times more likely to say their recruiting staff doesn’t wait for a requisition to comein, but instead constantly sources and builds a pipeline of talent.► 27 ◄FACTS AND RECOMMENDATIONS
  29. 29. © 2013 CareerBuilderBuild Your (Employer) BrandA great employer brand is like a great business brand. It features how one will be treated, broadensmarkets and brings in more candidates. Strong brands are authentic to your employees, attractiveto your candidates, align with your organization’s vision and set you apart fromyour competitors.Continually monitor your brand and integrate it with other HR initiatives to keep it relevantand reflective of your corporate culture and employee value proposition.CareerBuilder Case Study:A large quick-food service restaurant who was known for theirconsumer brand wanted help creating a compelling employer brand.After conducting research with both their target candidates as welltheir internal employees, CareerBuilder found that opportunities foradvancement and compensation were highly regarded employerofferings. The company used this information to re-vamp itsrecruitment messaging and, as a result, saw a year-over-year increasein quality applicants. They also found that the number one reason whypeople chose to apply was ―location.‖ After the new branding, the No. 1reason became ―company culture.‖► 28 ◄FACTS AND RECOMMENDATIONSBRANDAuthenticVisionaryUnique AttractiveTo your employeesFrom yourcompetitorsTo yourcandidatesAligned with leaders
  30. 30. © 2013 CareerBuilderCONCLUSIONCommon Recruiting Myths and Misconceptions Debunked
  31. 31. © 2013 CareerBuilderMuch of what has come to be accepted as conventional wisdom in talent managementhas outlived its utility and only serves to get in the way of your success. Start thinking morebroadly about how to use information and interact with candidates. Borrow ideas from otherfunctional areas like marketing and information technology.Learning from others who routinely use big data, branding, social media and mobile technologycan help you improve your hiring results and more clearly demonstrate your contributionto the organization – and the bottom line.Succeeding in this new era of talent management is all about innovation, so it’s time to abandonold belief systems and practices that no longer work.► 30 ◄CONCLUSION
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