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Building a Best-in-Class Recruiting Function

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A company is only as exceptional as the people in it, and to get exceptional people, a strong recruitment process is a must. Whether you’re building a recruitment process for the first time or want to optimize a current one, Brian Fink will provide guidelines and resources that will get put your process ahead of the pack. From understanding your needs to providing a positive candidate experience, we'll create a comprehensive and actionable process that will nurture candidates and eliminate bottlenecks! At a glance we will focus on:
Knowing your must-haves from your nice-to-haves
Understanding what success will look like in the role
Attracting active and passive talent
Nurturing candidates until the timing is right

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Building a Best-in-Class Recruiting Function

  1. 1. BUILDING A BEST-IN-CLASS RECRUITING FUNCTION Brian Fink /// RecruitDC 2019 229.854.4781///brianfink@rentpath.com
  2. 2.  Understanding Your Needs  Writing a “Job Description”  Building Talent Pipelines  Conducting Interviews  Managing Candidate Relationships  Measuring and Optimizing Your Success  Providing a Positive Candidate Experience
  3. 3. UNDERSTANDING YOUR NEEDS  What are your “must-haves”?  How are they different than “nice-to-haves”?  Getting ahead of your self with the Job Description? DO YOU KNOW THE ROLE LIKE THE BACK OF YOUR HAND?
  4. 4. WHAT BACKGROUND AND SKILLS ARE YOU LOOKING FOR?
  5. 5. WHAT PERSONAL ATTRIBUTES SHOULD THIS PERSON HAVE?
  6. 6. WHAT DIFFERENTIATES OUR COMPANY? OUR TEAM? OUR MANAGERS? OUR OFFER? OUR CULTURE? bit.ly/MgrMeetingRD
  7. 7. WRITING A JOB DESCRIPTION
  8. 8. Shift your overall thought process Get your hiring manager on board Showcase Motivators Understand the role and ideal candidate Draft your bullets and timeline
  9. 9. DID YOU KNOW? 72 percent of hiring managers say they provide clear job descriptions, while only 36 percent of candidates say the same. Job descriptions shouldn’t just collect resumes. They should be tools that get candidates excited about a role, and that recruiters can use as sales ammunition throughout the rest of the recruitment process. The average job description is an undifferentiated bucket list of skills. Effective impact descriptions, on the other hand, should be unique to your company and highlight results and impact, rather than requirements, so you get the right talent excited to jump in to the challenges of the role. Paint a picture of what the role entails and what success will look like, remove arbitrary requirements (like pedigree, years of experience, and skills that can be learned on the job), and don’t be afraid to strike a casual tone so your candidates perceive you as friendly and human. https://www.hrdive.com/news/survey-applicant-quality- continues-to-plague-employers/423310/
  10. 10. PERHAPS WE SHOULD FOCUS BEYOND THE JOB DESCRIPTION? http://bit.ly/ScoreCardRD
  11. 11. BUILDING TALENT PIPELINES
  12. 12. https://www.lever.co/recruiting-resources/little-grey-book-of-recruiting-benchmarks-2018?hsLang=en-us
  13. 13. Careers page Is your careers page dressed to impress? Every interaction with a candidate – even the ones before a recruiter is in touch – is a chance to convince them that your company is the place they want to work. Here are a few ways to make your careers page work as a tool to attract top talent: • Make it mobile optimized. 9 in 10 job seekers report that they are likely to search for jobs via mobile. • Make it easy to apply. Does your applicant tracking system make candidates jump through a million hoops before hitting submit? Candidates, especially the best ones, might lose patience and abandon your process. • Showcase your culture. Candidates want to know what it would be like to work at your company. Help them see with photos, videos, information about your mission and values, fun employee facts, etc
  14. 14. RECRUITING BENCHMARKS RESEARCH HIGHLIGHTS THE RELATIVE EFFICIENCY OF EMPLOYEE REFERRALS. WITH 1 IN 16 REFERRED CANDIDATES BEING HIRED, THAT MAKES THEM ALMOST TEN TIMES AS EFFICIENT AS APPLICANTS. Job boards Companies use job boards to post their openings and increase visibility to candidates. Two of the most well known are Monster and Indeed, but there are dozens more, including specialized ones, like Dice for tech talent or eFinancialCareers for jobs in finance, banking, accounting, and insurance. Employee referral program Employee referrals are widely recognized as the top source of hire, for their faster time to hire, lower cost per hire, and higher retention compared to other sources. If you invest in building a strong employee referral program, it’s reasonable to expect your offer and offer acceptance rate to go up, and your attrition rate go down.
  15. 15. Candidate sourcing Candidate sourcing means proactively finding and reaching out to qualified people for a role. Today’s top talent is less commonly “actively” on the job market and applying to jobs, but quite likely to be open to a conversation if approached – which makes sourcing an essential component of any successful recruiting strategy. If you’re not sourcing candidates, you’re missing out on huge swaths of potential employees. While only 36 percent of the workforce identifies as “active,” an entire 90 percent of global professionals are interested in hearing about new job opportunities.
  16. 16. NURTURING PASSIVE CANDIDATES Learn candidate motivations Remember, this isn’t an interview, so your initial conversations with a passive candidate should be exploratory and center on their career motivations. What do they like about their current role? What would they change about it? What are their longer- term career goals? If you think the candidate would be successful on your team, explain to them why. Even if you don’t have a role for them in the immediate future, you want them to want to work at your company so you can hire them when the time is right.
  17. 17. NURTURING PASSIVE CANDIDATES Follow up consistently Follow up with candidates on a regular basis to keep them engaged with your company. Stay up to date on changes in their career. Keep them in the loop about company news and job openings. Reinforce why your company is a good fit for them by circling back on their motivations. Gone are the days of approaching recruiting as an administrative function designed to cope with volume and move candidates through a pipeline. Top talent is in such high demand that it’s essential to be more strategic and build long-term relationships. Candidates who may not be interested in making a move now may feel differently in six months. Or, even if they’re not interested, they may refer someone who is – so it can’t hurt to check in with them regularly.
  18. 18. NURTURING PASSIVE CANDIDATES Personalize your outreach When you reach out to candidates, continue building a relationship with them by personalizing your communications. Track each of your previous conversations so you can reference them in future communications, and coordinate outreach with the rest of your team to ensure that they’re not overwhelmed with multiple messages at a time. You’ll never have to ask, “Who was the last person to talk to this candidate?” again. For instance, if a candidate says they aren’t interested in your position right now because they’re looking forward to a new product launch with their current company, follow up after the expected launch date to ask how it went. This gives you the opportunity to learn a little bit more about the candidate and potentially reach them at a time when they’d be ready to consider making a move. It’s all about the personal touch
  19. 19. CONDUCTING INTERVIEWS
  20. 20. The interview process will vary from company to company and role to role. in a standard interview process, candidates go through a phone screen, onsite interview, reference checks, and the offer stage. Here’s how to navigate each.
  21. 21. Phone interview The initial phone interview is typically conducted by the recruiter for the role. For high priority candidates, however, it can help to have the hiring manager take the call. The purpose of a phone interview is to make sure that you advance appropriate and qualified people to the next stage. Are there any glaring red flags? Do they have the right motivations fit? Do they meet the baseline “must haves” that you and your hiring manager decided upon at the beginning of the process? Are compensation expectations in the ballpark? Always leave time for questions, but keep in mind that the way you conduct a phone interview should vary depending on the candidate. Sourced candidates, for example, will need to be sold more heavily than those who applied.
  22. 22. Onsite interview The onsite interview is perhaps the most make-or-break moment of the entire recruitment process. This is when you get the information you need to say goodbye to a candidate or extend them an offer to become part of your team. It’s critical, therefore, to structure your interview process. Here are some pointers: Establish what you are looking for in a candidate before they come in. The benefit: If you are deciding between two candidates, you can reduce the effects of unconscious bias with an objective framework for evaluation. Ask interviewers to evaluate for different areas (culture fit, behavioral fit, skills fit, etc.). The benefit: You’ll get the information you need in order to make an informed decision, and give the candidate a positive, professional experience. Interview feedback and decision It’s important to collect interview feedback quickly. Right after an interview is when information is freshest in everybody’s mind, and the ability to make a quick decision and get an offer out is a competitive advantage. Ask interviewers to take notes during their interviews and submit feedback via your chosen tool.
  23. 23. Keep in mind it’s not only about selling the candidate, but making sure they are happy with the actual role. You want to find a good mutual fit.
  24. 24. A modern recruiting process has to be agile and flexible enough to adapt to non-linear events. For example, you may source a candidate who won’t be ready to think about new opportunities for another year, or turn a candidate down but find a new role they’re a better fit for a few months down the line. How are you keeping tabs on those candidates?
  25. 25. GOOGLE ALERTS DRIPEO.com SNAIL MAIL FOLLOW UP FRIDAY AMAZON LISTS Top talent isn’t knocking on doors, so recruiters today have to be smart and strategic, taking advantage of, and nurturing, the relationships they already have. Here are a few tips for building strong relationships with candidates who need the long sell:
  26. 26. MEASURING YOUR SUCCESS
  27. 27. Source of hire When you know which sources lead to quality candidates, you can double down your efforts in the right places. If you can see that one source accounts for a small portion of your total pipeline, for example, but a large portion of total hires and offers, it makes sense to invest more of your efforts in that source.
  28. 28. Candidate to hire ratio By understanding past data, you’ll get a sense for how many candidates you need in your pipeline to fill the position at hand.
  29. 29. Conversion funnel Understanding conversion rates at each stage of the process helps you ask the right questions to spot opportunities for improvement. For example, why aren’t candidates accepting your and how can you improve? Alternately, if there’s no dropoff between two stages, are you asking the appropriate questions to effectively screen candidates?
  30. 30. Time to hire What matters most in recruiting is ultimately how quickly you can make a hire (without lowering your hiring bar). Track your time to hire – from the time a candidate is engaged to the time they sign an offer letter – to the overall efficiency of your recruitment process.
  31. 31. POSITIVE CANDIDATE EXPERIENCE
  32. 32. In fact, 83 percent of talent say a negative interview experience can change their mind about a role or company they once liked, while 87 percent of talent say a positive interview experience can change their mind about a role or company they once doubted. Source: LinkedIn 2015 Talent Trends Report
  33. 33. Candidate experience starts before candidates are even candidates. The “pre-candidate experience” includes anything that can shape and inform their opinion of you as a company – like mentions in the press, Glassdoor reviews, your careers page, word of mouth, and application process (do you make them jump through dozens of hoops just to apply?). Once a candidate is in your system, how long does it take you to get in touch? Does the candidate feel welcome when they come onsite? Are your interviews professional and organized? Top candidates are evaluating you as much as you’re evaluating them, so it’s important to make candidate experience a priority. To ensure that you’re continually improving your process, consider asking candidates informally, or more formally via a survey, for their feedback.
  34. 34. 6 WAYS TO INSURE GREAT CX
  35. 35. ACT IN THEIR VOICE
  36. 36. SHIFT RESPONSE GOALS
  37. 37. LET YOUR BRAND GUIDE YOU
  38. 38. TRAIN YOUR INTERVIEW TEAMS
  39. 39. CREATIVE HELLO’S
  40. 40. 48HR FEEDBACK
  41. 41. BRIANFINK@RENTPATH.COM 229.854.4781 HTTPS://WWW.LINKEDIN.COM/BRIANFINK HTTPS://WWW.FACEBOOK.COM/THEBRIANFINK Q&A
  42. 42. I AM BRIAN FINK… AND I AM GRATEFUL FOR MY 2ND APPEARANCE AT RECRUIT DC SEE YOU AGAIN SOON!!!

A company is only as exceptional as the people in it, and to get exceptional people, a strong recruitment process is a must. Whether you’re building a recruitment process for the first time or want to optimize a current one, Brian Fink will provide guidelines and resources that will get put your process ahead of the pack. From understanding your needs to providing a positive candidate experience, we'll create a comprehensive and actionable process that will nurture candidates and eliminate bottlenecks! At a glance we will focus on: Knowing your must-haves from your nice-to-haves Understanding what success will look like in the role Attracting active and passive talent Nurturing candidates until the timing is right

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