Diversity & Inclusion is top of mind for most recruiters, so which tactics actually move the needle to help our workplaces become more diverse and inclusive? Discover these data-backed tactics that actually work, that you can implement and control.
Diversity tactics that work! Open Conference Budapest - We Are OpenHolly Fawcett
From the Open Conference, Budapest, these are three Diversity tactics that those in HR and Recruiting can implement that will actually move the dial towards making a more diverse and inclusive workplace, backed by science. Holly Fawcett, Social Talent
TLCon Amsterdam: Diversity Tactics That Work (Holly Fawcett, Social Talent)Holly Fawcett
At Talent Leaders Connect Amsterdam, November 3 2016, Holly Fawcett shares three diversity recruiting tactics that actually work, as well as ones that (surprisingly) don't and how you can change them.
The Chemistry of Successful Job Advertising - Recruitment Agency Expo North, ...Holly Fawcett
The Chemistry of Successful Job Advertising - Recruitment Agency Expo North, 28 Sept 2016
Discover the secrets to improve your job advertising, and why it should be your number 1 source of hire!
The document discusses strategies for recruiting and hiring millennials. It recommends developing a pipeline of potential candidates by continuously interviewing people who demonstrate the desired traits and culture fit even if no current openings exist. The document also stresses the importance of onboarding, succession planning, developing an online strategy including social media, and adapting to changes in how different generations communicate and view work.
Interviewer training stanford - conducting the perfect interview 1-18-11ndgrad
The document provides tips for conducting effective interviews and hiring quality candidates. It discusses preparing for interviews by developing behavioral-based questions focused on a candidate's drive, curiosity, and ethics. It also emphasizes becoming aware of personal biases and seeking contrary evidence. Conducting consistent interviews and making hiring decisions as a team can help companies identify top performers who exceed goals and improve morale. The impact of a bad hire includes increased costs and loss of good employees, while a great hire can increase productivity equivalent to multiple average performers.
This document provides guidance on developing strong customer relationship and communication skills for technical professionals. It covers topics such as understanding change, developing emotional intelligence, delivering outstanding customer service, traits of customer service masters, effective communication, and saying no to customers respectfully. The key points emphasized are the importance of people skills like empathy, active listening, clear communication, and problem solving to provide good customer experiences.
Things Recruiters & Hiring Managers Won't Tell YouCachinko
Wonder what’s going through the mind of a recruiter when they’re checking out your resume? How about the hiring manager as you’re completing the initial phone screen? During this webinar, we’ll take a look behind-the-scenes at some things these individuals won’t tell you during your job search.
quality of hire mishrm oct 2014 steve lowiszSteve Lowisz
The document outlines 4 steps for HR and recruiting to streamline the hiring process: 1) Build a healthy working relationship through open dialogue and understanding each other's perspectives, 2) Decide and divvy up roles and responsibilities to clarify who does what, 3) Develop strategies for finding talent, and 4) Collaborate by keeping each other accountable, leveraging knowledge, adjusting processes, and being patient. Taking these steps can help HR and recruiting coexist better and find quality candidates through a streamlined process.
Diversity tactics that work! Open Conference Budapest - We Are OpenHolly Fawcett
From the Open Conference, Budapest, these are three Diversity tactics that those in HR and Recruiting can implement that will actually move the dial towards making a more diverse and inclusive workplace, backed by science. Holly Fawcett, Social Talent
TLCon Amsterdam: Diversity Tactics That Work (Holly Fawcett, Social Talent)Holly Fawcett
At Talent Leaders Connect Amsterdam, November 3 2016, Holly Fawcett shares three diversity recruiting tactics that actually work, as well as ones that (surprisingly) don't and how you can change them.
The Chemistry of Successful Job Advertising - Recruitment Agency Expo North, ...Holly Fawcett
The Chemistry of Successful Job Advertising - Recruitment Agency Expo North, 28 Sept 2016
Discover the secrets to improve your job advertising, and why it should be your number 1 source of hire!
The document discusses strategies for recruiting and hiring millennials. It recommends developing a pipeline of potential candidates by continuously interviewing people who demonstrate the desired traits and culture fit even if no current openings exist. The document also stresses the importance of onboarding, succession planning, developing an online strategy including social media, and adapting to changes in how different generations communicate and view work.
Interviewer training stanford - conducting the perfect interview 1-18-11ndgrad
The document provides tips for conducting effective interviews and hiring quality candidates. It discusses preparing for interviews by developing behavioral-based questions focused on a candidate's drive, curiosity, and ethics. It also emphasizes becoming aware of personal biases and seeking contrary evidence. Conducting consistent interviews and making hiring decisions as a team can help companies identify top performers who exceed goals and improve morale. The impact of a bad hire includes increased costs and loss of good employees, while a great hire can increase productivity equivalent to multiple average performers.
This document provides guidance on developing strong customer relationship and communication skills for technical professionals. It covers topics such as understanding change, developing emotional intelligence, delivering outstanding customer service, traits of customer service masters, effective communication, and saying no to customers respectfully. The key points emphasized are the importance of people skills like empathy, active listening, clear communication, and problem solving to provide good customer experiences.
Things Recruiters & Hiring Managers Won't Tell YouCachinko
Wonder what’s going through the mind of a recruiter when they’re checking out your resume? How about the hiring manager as you’re completing the initial phone screen? During this webinar, we’ll take a look behind-the-scenes at some things these individuals won’t tell you during your job search.
quality of hire mishrm oct 2014 steve lowiszSteve Lowisz
The document outlines 4 steps for HR and recruiting to streamline the hiring process: 1) Build a healthy working relationship through open dialogue and understanding each other's perspectives, 2) Decide and divvy up roles and responsibilities to clarify who does what, 3) Develop strategies for finding talent, and 4) Collaborate by keeping each other accountable, leveraging knowledge, adjusting processes, and being patient. Taking these steps can help HR and recruiting coexist better and find quality candidates through a streamlined process.
The document provides advice on how to prepare for and conduct oneself during a job interview through a series of multiple choice questions. It suggests that the best approach is to thoroughly research the company beforehand, dress professionally, arrive early with questions prepared, thank the interviewer afterwards, and highlight one's relevant skills, experience, and cultural fit with the organization. Getting the majority of the multiple choice answers correct predicts a good chance of landing the job, while missing many points to areas for improvement in one's interviewing strategy.
This document provides guidance on effective job hunting strategies, especially in challenging economic times. It emphasizes the importance of networking, developing contacts, and taking personal responsibility for one's job search over more passive methods. Key recommendations include actively participating in industry groups, volunteering, engaging contacts through questions, maintaining a contact database, and following up consistently.
Candidates in Drivers Seat Recruiting Trends Oct 28 FinalSteve Lowisz
The document discusses the shift to a candidate-driven job market. It notes that more candidates are turning down job offers and that they now have more control over where they work and if a company's culture is a good fit. It also discusses that the demand for skilled workers is outpacing supply. The document outlines fundamental issues with recruiting in this environment, such as a lack of communication with candidates and an over-reliance on automation. It proposes three core strategies to improve recruiting: improving communication with candidates, hiring managers, and HR; streamlining hiring processes to move faster; and strengthening employer brand to attract top talent.
This document summarizes a presentation given by Carmen Hudson on talent advising and coaching hiring managers. The presentation covers diagnosing different types of hiring managers, including new, hesitant, jaded, or poor interviewers. It emphasizes that as talent advisors, recruiters must partner with and hold hiring managers accountable, while coaching them on using data, setting expectations, aligning on strategy, and upholding standards for candidate experience and feedback. The overall goal is for recruiters to act as experts who can influence and improve hiring outcomes through thoughtful guidance of those doing the hiring.
Breaking the Code of Interview Implicit Bias to Value Different Gender Compet...Deanna Kosaraju
Breaking the Code of Interview Implicit Bias to Value Different Gender Competencies
Bonita Banducci, Banducci Consulting
Live at Santa Clara University - Room #330C located on the 3rd floor of the Learning Commons
Voices 2015 - www.globaltechwomen.com
Session Length: 1 hour
Implicit Bias Workshops and exercises are being shared widely on the internet. Some of the solutions are:
"Determine precisely what skills and attributes you are hiring for."
"Ask exactly the same questions to each candidate."
But what about the implicit bias in determining what skills you are valuing--beyond traditional management and leadership competencies?
How can interviewers recognize the often invisible, unarticulated, undervalued and often misinterpreted competencies of more "relational and collectivist" people--often women and men and women from different cultures?
Bonita Banducci teaches Gender and Engineering class in Santa Clara University's School of Engineering Graduate Program. In video and cartoon representation as well as in person, her students apply Gender Competence®--understanding and skills to work with gender (and cultural) differences as competencies--to job interviews both as the interviewer and the interviewee, as men and women. They show how to "mine the gold" of difference for the best candidate AND to get the job as the best candidate while establishing the value of relational competencies in the workplace and marketplace.
This document provides tips for job applicants on how to stand out during the interview process. It advises researching the company and position thoroughly to show preparedness. It also suggests focusing on strengths as an introvert and minding dining etiquette and manners, as these can reveal important traits to employers. Finally, it recommends having a career advisor help prepare answers to common interview questions like "tell me about yourself" to maximize chances of getting the job.
7 Practical Ways to Turn Diversity Into a Major Asset for your CompanyBambooHR
Sometimes we limit what constitutes diversity in the workplace. In this slideshare we look at what diversity is, what aspects we should be looking at when creating and managing teams and how it can become a major asset to your company and customers.
The document provides tips for job applicants on preparing for and navigating the application process. It discusses researching the company and position, ensuring one's online presence and qualifications are suitable, writing a strong CV and cover letter, and optimizing documents for applicant tracking systems. The key steps are to thoroughly research the role and company before applying, craft relevant and quantifiable achievements in the CV, address the job criteria directly in the cover letter, and use a simple, keyword-optimized format for electronic submissions.
This is a summary of the book "Who: The A Method for Hiring" by Geoff Smart and Randy Street. It is summarized and then applied to the educational setting. Ideally this should be helpful to school administrators.
This document summarizes key points from a presentation on building credibility between recruiters and hiring managers. It discusses common complaints that recruiters and managers have about each other's roles and responsibilities. The presentation identifies mistakes that recruiters often make that undermine their credibility, such as poor communication, unrealistic expectations, and focusing on the wrong metrics. It then provides a two-step approach to building credibility, beginning with recruiters improving their internal brand through relationship building, problem solving and managing expectations. The second step involves recruiters taking a leading role in guiding managers through the entire recruitment process.
Top 10 talent acquisition manager interview questions and answersjomlenri
This document provides information and advice about common interview questions for a talent acquisition manager position. It lists 10 typical questions, such as "Why do you want this job?", "What have you learned from mistakes?", and "Why should we hire you?". For each question, it provides a sample answer addressing how best to respond. The document also includes additional useful resources for interview preparation.
I do not have enough context to answer the questions you have posed. The document provided a summary of effective job hunting strategies and did not contain the specific details you are asking about. Please provide the full document if you would like me to attempt answering your questions based on its contents.
Hey everyone,
This is my new and improved soft skills training. The old version was done in 2006, this version was update 4.18.2016 and a lot has changed. Enjoy the music and class conversation. Print off slide 27 (60 Soft Skills) to hand out to your trainees.
Happy Teaching,
Kathleen
Learning Objective: Explore methods that help participants to focus on and improve leadership habits
In order to achieve innovative results, we need leaders who aren’t afraid to think and lead differently. Successful leaders know that lesson all too well and discern that their high-demand positions mean nothing without the ability to influence others to believe in their mission. So what’s their secret to successfully reaching the top? They must start with putting themselves at the top in their minds. Women have to begin with “I’m going to be the CEO.” The next step is to understand that you need to go out there and become that person. This seminar aims to inspire and empower women across the world to take on leadership roles, to lead change with more conviction and confidence, and to improve our workplaces and communities for all. By offering more complex understandings of issues related to professional women and work, we will help you increase self-knowledge about your own values and vision as well as enhance your capabilities as a leader.
At the end of this seminar, participants will be able to:
a. Outline career success for the individual.
b. Identify leadership goals and aspirations.
c. Outline what organizations can do to provide women with opportunities for leadership.
d. Identify ways to inspire and empower women to engage and lead with conviction and confidence.
This document summarizes a seminar on negotiating salary fairly to benefit one's career. It provides tips for evaluating your value, researching the company and industry standards, justifying your worth through accomplishments, being flexible, and following up professionally if initial negotiation does not succeed. Attendees learn to quantify their skills, understand timing factors, and create career plans involving performance benchmarks justifying salary increases.
This seminar will provide insights on using analytics to assess workforce diversity. Seminar participants will explore how analytics can provide objective diversity metrics, support organizational transformation, and establish diversity as a business strategy. The seminar will discuss how qualitative and quantitative assessments of diversity are typically conducted and their limitations. It will then demonstrate how integrating qualitative and quantitative data through conversational AI can provide real-time diversity insights through continuous employee feedback. This allows organizations to identify issues immediately and respond quickly to improve culture, inclusion, and the employee experience. A case study of a company that implemented this approach and was able to rapidly address a drop in morale will also be presented.
This document provides tips for constructing a stellar resume from a panel of experts including a presenter, moderator, and two panelists who have extensive experience in various fields such as cybersecurity, engineering, human resources, and mentoring. The panel discusses key aspects of an effective resume such as proper formatting with a readable font size, highlighting relevant skills and accomplishments, using action verbs to describe experiences, tailoring the resume for specific positions, and proofreading to avoid errors.
Startup recruiting - hire for attitude, train for skillsPrescreen.io
Start your recruiting NOW! These slides show you the best strategies for hiring as a startup. Make your recruiting excellent by using our experience and tips.
This document discusses strategies for sourcing for gender diversity in recruiting. It explores using women's interest groups, women's colleges, sororities, and common female names to identify women candidates. Boolean search strings are provided combining these different criteria to conduct targeted searches for female candidates on professional networks.
The document summarizes a study that investigated how stimulus-stimulus (SS) and stimulus-response (SR) consistency and congruence effects combine to produce the Stroop effect. Two experiments were conducted using 4-choice tasks to examine these effects both individually and in combination. The results indicate that both SS and SR consistency contribute to the Stroop effect and interact with each other. An interactive activation network model provided reasonable fits to the experimental data, supporting models like the dimensional overlap model that distinguish between SS and SR overlap.
The document provides advice on how to prepare for and conduct oneself during a job interview through a series of multiple choice questions. It suggests that the best approach is to thoroughly research the company beforehand, dress professionally, arrive early with questions prepared, thank the interviewer afterwards, and highlight one's relevant skills, experience, and cultural fit with the organization. Getting the majority of the multiple choice answers correct predicts a good chance of landing the job, while missing many points to areas for improvement in one's interviewing strategy.
This document provides guidance on effective job hunting strategies, especially in challenging economic times. It emphasizes the importance of networking, developing contacts, and taking personal responsibility for one's job search over more passive methods. Key recommendations include actively participating in industry groups, volunteering, engaging contacts through questions, maintaining a contact database, and following up consistently.
Candidates in Drivers Seat Recruiting Trends Oct 28 FinalSteve Lowisz
The document discusses the shift to a candidate-driven job market. It notes that more candidates are turning down job offers and that they now have more control over where they work and if a company's culture is a good fit. It also discusses that the demand for skilled workers is outpacing supply. The document outlines fundamental issues with recruiting in this environment, such as a lack of communication with candidates and an over-reliance on automation. It proposes three core strategies to improve recruiting: improving communication with candidates, hiring managers, and HR; streamlining hiring processes to move faster; and strengthening employer brand to attract top talent.
This document summarizes a presentation given by Carmen Hudson on talent advising and coaching hiring managers. The presentation covers diagnosing different types of hiring managers, including new, hesitant, jaded, or poor interviewers. It emphasizes that as talent advisors, recruiters must partner with and hold hiring managers accountable, while coaching them on using data, setting expectations, aligning on strategy, and upholding standards for candidate experience and feedback. The overall goal is for recruiters to act as experts who can influence and improve hiring outcomes through thoughtful guidance of those doing the hiring.
Breaking the Code of Interview Implicit Bias to Value Different Gender Compet...Deanna Kosaraju
Breaking the Code of Interview Implicit Bias to Value Different Gender Competencies
Bonita Banducci, Banducci Consulting
Live at Santa Clara University - Room #330C located on the 3rd floor of the Learning Commons
Voices 2015 - www.globaltechwomen.com
Session Length: 1 hour
Implicit Bias Workshops and exercises are being shared widely on the internet. Some of the solutions are:
"Determine precisely what skills and attributes you are hiring for."
"Ask exactly the same questions to each candidate."
But what about the implicit bias in determining what skills you are valuing--beyond traditional management and leadership competencies?
How can interviewers recognize the often invisible, unarticulated, undervalued and often misinterpreted competencies of more "relational and collectivist" people--often women and men and women from different cultures?
Bonita Banducci teaches Gender and Engineering class in Santa Clara University's School of Engineering Graduate Program. In video and cartoon representation as well as in person, her students apply Gender Competence®--understanding and skills to work with gender (and cultural) differences as competencies--to job interviews both as the interviewer and the interviewee, as men and women. They show how to "mine the gold" of difference for the best candidate AND to get the job as the best candidate while establishing the value of relational competencies in the workplace and marketplace.
This document provides tips for job applicants on how to stand out during the interview process. It advises researching the company and position thoroughly to show preparedness. It also suggests focusing on strengths as an introvert and minding dining etiquette and manners, as these can reveal important traits to employers. Finally, it recommends having a career advisor help prepare answers to common interview questions like "tell me about yourself" to maximize chances of getting the job.
7 Practical Ways to Turn Diversity Into a Major Asset for your CompanyBambooHR
Sometimes we limit what constitutes diversity in the workplace. In this slideshare we look at what diversity is, what aspects we should be looking at when creating and managing teams and how it can become a major asset to your company and customers.
The document provides tips for job applicants on preparing for and navigating the application process. It discusses researching the company and position, ensuring one's online presence and qualifications are suitable, writing a strong CV and cover letter, and optimizing documents for applicant tracking systems. The key steps are to thoroughly research the role and company before applying, craft relevant and quantifiable achievements in the CV, address the job criteria directly in the cover letter, and use a simple, keyword-optimized format for electronic submissions.
This is a summary of the book "Who: The A Method for Hiring" by Geoff Smart and Randy Street. It is summarized and then applied to the educational setting. Ideally this should be helpful to school administrators.
This document summarizes key points from a presentation on building credibility between recruiters and hiring managers. It discusses common complaints that recruiters and managers have about each other's roles and responsibilities. The presentation identifies mistakes that recruiters often make that undermine their credibility, such as poor communication, unrealistic expectations, and focusing on the wrong metrics. It then provides a two-step approach to building credibility, beginning with recruiters improving their internal brand through relationship building, problem solving and managing expectations. The second step involves recruiters taking a leading role in guiding managers through the entire recruitment process.
Top 10 talent acquisition manager interview questions and answersjomlenri
This document provides information and advice about common interview questions for a talent acquisition manager position. It lists 10 typical questions, such as "Why do you want this job?", "What have you learned from mistakes?", and "Why should we hire you?". For each question, it provides a sample answer addressing how best to respond. The document also includes additional useful resources for interview preparation.
I do not have enough context to answer the questions you have posed. The document provided a summary of effective job hunting strategies and did not contain the specific details you are asking about. Please provide the full document if you would like me to attempt answering your questions based on its contents.
Hey everyone,
This is my new and improved soft skills training. The old version was done in 2006, this version was update 4.18.2016 and a lot has changed. Enjoy the music and class conversation. Print off slide 27 (60 Soft Skills) to hand out to your trainees.
Happy Teaching,
Kathleen
Learning Objective: Explore methods that help participants to focus on and improve leadership habits
In order to achieve innovative results, we need leaders who aren’t afraid to think and lead differently. Successful leaders know that lesson all too well and discern that their high-demand positions mean nothing without the ability to influence others to believe in their mission. So what’s their secret to successfully reaching the top? They must start with putting themselves at the top in their minds. Women have to begin with “I’m going to be the CEO.” The next step is to understand that you need to go out there and become that person. This seminar aims to inspire and empower women across the world to take on leadership roles, to lead change with more conviction and confidence, and to improve our workplaces and communities for all. By offering more complex understandings of issues related to professional women and work, we will help you increase self-knowledge about your own values and vision as well as enhance your capabilities as a leader.
At the end of this seminar, participants will be able to:
a. Outline career success for the individual.
b. Identify leadership goals and aspirations.
c. Outline what organizations can do to provide women with opportunities for leadership.
d. Identify ways to inspire and empower women to engage and lead with conviction and confidence.
This document summarizes a seminar on negotiating salary fairly to benefit one's career. It provides tips for evaluating your value, researching the company and industry standards, justifying your worth through accomplishments, being flexible, and following up professionally if initial negotiation does not succeed. Attendees learn to quantify their skills, understand timing factors, and create career plans involving performance benchmarks justifying salary increases.
This seminar will provide insights on using analytics to assess workforce diversity. Seminar participants will explore how analytics can provide objective diversity metrics, support organizational transformation, and establish diversity as a business strategy. The seminar will discuss how qualitative and quantitative assessments of diversity are typically conducted and their limitations. It will then demonstrate how integrating qualitative and quantitative data through conversational AI can provide real-time diversity insights through continuous employee feedback. This allows organizations to identify issues immediately and respond quickly to improve culture, inclusion, and the employee experience. A case study of a company that implemented this approach and was able to rapidly address a drop in morale will also be presented.
This document provides tips for constructing a stellar resume from a panel of experts including a presenter, moderator, and two panelists who have extensive experience in various fields such as cybersecurity, engineering, human resources, and mentoring. The panel discusses key aspects of an effective resume such as proper formatting with a readable font size, highlighting relevant skills and accomplishments, using action verbs to describe experiences, tailoring the resume for specific positions, and proofreading to avoid errors.
Startup recruiting - hire for attitude, train for skillsPrescreen.io
Start your recruiting NOW! These slides show you the best strategies for hiring as a startup. Make your recruiting excellent by using our experience and tips.
This document discusses strategies for sourcing for gender diversity in recruiting. It explores using women's interest groups, women's colleges, sororities, and common female names to identify women candidates. Boolean search strings are provided combining these different criteria to conduct targeted searches for female candidates on professional networks.
The document summarizes a study that investigated how stimulus-stimulus (SS) and stimulus-response (SR) consistency and congruence effects combine to produce the Stroop effect. Two experiments were conducted using 4-choice tasks to examine these effects both individually and in combination. The results indicate that both SS and SR consistency contribute to the Stroop effect and interact with each other. An interactive activation network model provided reasonable fits to the experimental data, supporting models like the dimensional overlap model that distinguish between SS and SR overlap.
A Stroop experiment was conducted to measure reaction times between a congruent condition, where the color of a word matched the word itself (e.g. the word "red" written in red ink), and an incongruent condition where the color of the word did not match the word (e.g. the word "red" written in blue ink). It was hypothesized that the backwards incongruent condition would produce the slowest reaction times while the congruent condition would be the fastest. The experiment found a significant effect of condition on reaction times.
Demystifying Employee Engagement - Presentation from Recruitment Leaders Conn...Holly Fawcett
Holly Fawcett discusses employee engagement and how businesses can improve it. She explains that employee engagement involves emotional commitment and discretionary effort from employees. She also discusses three key motivators for employees: autonomy, mastery, and purpose. Businesses can use these motivators to increase engagement by providing autonomy through empowerment and transparency, opportunities for mastery through self-directed learning, and clarity on the company's purpose. Engaged employees are more productive, promote the company, and refer potential hires.
Personal Hungary - Recruiting Like a Sourcing Ninja 2016 - Holly FawcettHolly Fawcett
Recruiting like a Sourcing Ninja is not impossible - it's simple strategy around building Boolean search strings, and zeroing in on the right people. Use this easy method to find the right talent across any network!
From Personal Hungary Expo, Budapest, November 2016
Holly Fawcett @hollyfawcett
Social Talent
National Employment Week 2015 Talent Summit - Digital Talent Attraction Mast...Holly Fawcett
As part of National Employment Week 2015 in Dublin, Ireland, view my presentation for the Digital Talent Attraction Masterclass. Learn how to bring the 5 Core Principles of Employer Branding into your digital strategy:
The 5 Core Principles of Employer Branding:
- Be Proactive
- Be Truthful
- Be Social
- Be Available
- Be Empowering
The document describes an experiment to test the Stroop effect. Participants are shown words in different fonts and languages and must name the color of the word, not the word itself. There are four conditions - words matching their color, words not matching their color in a plain font, words not matching in a cursive font, and words not matching represented by Cyrillic symbols. Participants complete trials for each condition, timing themselves to see how long it takes to name the colors.
The document describes an experiment that aims to replicate part of Klein's (1964) classic Stroop experiment investigating the interference effect by having participants name the ink color of words presented in incongruent colors. It outlines the procedure for conducting a partial replication of Klein's experiment using 6 color-related word conditions. Finally, it discusses explanations for the Stroop interference effect and graded interference based on semantic memory and attention mechanisms.
Recruiting for Tech Talent on Social Media #LDNTechWeekJohnny Campbell
How do you find, recruit, assess, attract and engage with top tech talent on places liked LinkedIn, Github, StackOverflow, Twitter, Facebook and more!
As presented at ITJobBoard's HQ in London for London Tech Week 2015
The document describes an experiment to test how quickly volunteers can recognize the ink color of words written in either matching or non-matching colors. When shown words written in matching colors, volunteers were able to name the colors almost twice as fast as when shown words written in non-matching colors. The results provide evidence that the brain can more easily recognize words written in the way it is used to seeing them.
In-house Recruitment Expo Feb 2016 Made to Stick Writing Better Job AdsJohnny Campbell
The document discusses principles for writing effective job advertisements. It recommends using supportive language that focuses on what the company will provide for candidates, such as training and career growth opportunities, rather than demanding language focused on a candidate's qualifications. Research showed supportive ads receive 3 times as many applicants and higher quality applications. The document also discusses making ideas sticky through simplicity, unexpectedness, concreteness, credibility, emotions, and stories.
The Future of Employee Engagement - Johnny CampbellJohnny Campbell
From the Future of Employee Engagement Summit at Qualtrics EMEA HQ on Thursday September 3rd, Johnny discusses what it is that truly motivates and engages employees - Autonomy, Mastery and Purpose.
As engaged employees will have a direct impact on your employer brand, employee referrals, and ability to attract and retain top talent, having an engaged workforce has never been more important.
Good to Really Great: 5 Simple but effective things that top performing recr...Johnny Campbell
High-performing recruiters conduct more accurate searches, spend mornings engaging with candidates through phone and email, leverage multiple channels like phone and social media to engage candidates, have strong emotional intelligence skills, and build large professional networks on sites like LinkedIn to generate higher response rates. They focus on quality over quantity of efforts.
How to become a sourcing ninja - Patrick BoonstraPatrick Boonstra
Sourcing involves actively searching for and researching potential candidates beyond just posting jobs and waiting for applications. It provides benefits like better quality hires and more control over the hiring process. Sourcing requires skills in areas like recruitment intelligence, social media engagement, and research. Effective sourcing can be achieved through a dedicated sourcing role or by training all recruiters. The document provides tips for organizations starting a sourcing strategy, including defining clear roles and responsibilities, focusing initial searches on known networks, and keeping early efforts simple.
This document describes an experiment on the Stroop effect conducted by student Mak Koon Wing Kenneth. The experiment tested reaction times of 23 participants for color naming in congruent and incongruent color-word combinations. Results showed longer reaction times in incongruent trials compared to congruent trials, in line with predictions. Reaction times were also longer for older participants and English-as-a-second language speakers compared to native English speakers.
How to Write Killer Job Ads (The Science of Recruitment Advertising)Johnny Campbell
Recruiters have lost faith in the power of an ad to attract a great candidate, particularly within niche skills and sectors. In his presentation, Johnny will share the research that proves that language and tone can not only drive more applicants but can ensure that only the top quality candidates apply to your jobs. You will never copy and paste a job spec again after listening to what he has to say.
4 Things Every Great Recruiter Should be Doing!Johnny Campbell
How do you find, engage and close top talent? Johnny Campbell of Social Talent shares the 4 things that every great recruiter should be doing to perform like a sourcing ninja.
This slide deck was originally presented at an REC breakfast briefing in London on May 10th 2016
This document summarizes a presentation on improving diversity and inclusion in recruiting. It notes that while women's representation in the workforce is growing, the pipeline leaks at senior levels due to limited recruiting efforts. It then outlines what most companies are doing to improve recruitment, such as communicating commitments and investing in initiatives. However, best practices include setting diversity targets, mandating diverse candidate lists, and developing maps of diverse prospects. The document cautions against common mistakes and myths and highlights the important role of search firms and recruiters in sourcing diverse talent. Case studies and takeaways emphasize the need for strategic attention to diversity hiring from non-traditional sources.
This document discusses using assessments in the hiring process. It defines three main types of assessments: behavioral assessments that evaluate personality, integrity and cognitive abilities to determine job and cultural fit; skills tests that evaluate specific skills and abilities; and reference checks that collect structured feedback from previous employers. The document explains how each assessment is conducted and the types of questions they can help answer. It emphasizes using the right assessment at the right time in the hiring process, from initial screening to making a final offer. The last section promotes an assessment center product that provides thousands of pre-integrated tests from leading vendors.
The Proven System that Successfully Matches the right Candidate to the Right JobHarvey James
This document introduces a job matching system that uses assessments and scientific methodology to match candidates to jobs based on fit rather than biases or assumptions. It begins by outlining problems with traditional hiring approaches that often lead to bad hires. It then defines job matching as a scientific approach using tools like detailed job and candidate assessments to benchmark jobs and determine the best fit. The document explains how this approach can benefit organizations through improved performance, engagement, retention and reduced costs from replacing bad hires. It presents an overview of how the job matching process works from defining job benchmarks to selecting, inducting, developing and managing talent based on the benchmarks.
The document provides guidance on improving hiring processes by focusing less on technical skills and experience, and more on soft skills and cultural fit. It recommends reassessing job criteria to emphasize soft skills like adaptability, attitude, and interpersonal skills. It then outlines specific questions and assessments employers can use to evaluate candidates in these important areas, such as personality tests, behavioral interviews, and reference checks. The goal is to select candidates based on their likelihood of long-term success in the role and company culture.
The document provides information about copyright and permissions for reproducing the publication. It notes that apart from fair use allowances, reproduction requires permission from the publishers. It provides contact information for the publishers, Anson Reed Ltd. It also notes that the publisher makes no guarantees about the accuracy of the information in the book.
Do you have what Hiring Managers are looking for?Kelly Services
The document discusses what hiring managers look for in candidates. It states that while technical skills are important, hiring managers also place significant emphasis on interpersonal skills. Nearly 70% of hiring managers say cultural fit is important in evaluating candidates. The document provides tips for interviewing such as researching the company culture, being prepared to discuss both successes and failures, and highlighting one's technical skills and qualifications for the position. It also gives examples of common behavior-based interview questions used to assess candidates' interpersonal skills.
The document discusses what hiring managers look for in candidates. It states that while technical skills are important, hiring managers also place significant emphasis on interpersonal skills. Nearly 70% of hiring managers say cultural fit is important in evaluating candidates. The document provides tips for interviewing such as researching the company culture, being prepared to discuss both successes and failures, and highlighting one's technical skills and qualifications for the position. It also gives examples of common behavior-based interview questions used to assess candidates' interpersonal skills.
The document discusses the importance of assessing a candidate's ethics and cultural fit during the hiring process, not just their skills. It notes that many HR managers focus only on verifying skills through standardized interviews and tests, which candidates can prepare for and fail to reveal issues. This approach allows for ethical or cultural misfits to be hired who can damage the organization. The document recommends optimizing the interview to assess skills and integrity simultaneously through techniques like role plays, behavioral questions, and inviting industrial psychologists to screening panels. It also suggests reviewing candidates' public social media and investing in civility training for employees once hired.
Skill vs. Attitude: What Makes the Best Candidate?Steve Lowisz
In Mark Murphy’s book “Hiring for Attitude,” he says that 46% of newly hired employees will fail within 18 months, attributed mainly to non-technical or non-skill related items. While it is certainly true that most employees are fired for non-skill related items, this does not prove that attitude is more important than skill or other Candidate Metrics; rather, that attitude should be looked at as equal to the rest of the candidate’s attributes. The truth of the matter is that we often hire for skill, and most often fire for attitude, but what about the important attributes in between? We should be hiring for four Core Candidate Metrics: Skills, Competency, Culture and Attitude.
360HR Knowledge Guide - The Science of SelectionDi Pass
HR and recruitment techniques have changed radically over the last decade, with technology advances and social changes bringing about new recruitment tactics and best practices.
360HR has summarised our most recent and on-the-job experience into this handy knowledge guide. You'll find practical ways to improve your recruitment outcomes and sidestep common HR pitfalls.
Inside the interview: A Job Seeker's Guide to Understanding the Interviewer's...Robyn Melhuish
This document provides an overview of different interview techniques from the perspective of a job seeker. It discusses traditional, directive, behavioral, SOARA/STAR, case/audition, and stress interview formats. For each type, it describes the goal and approach of the interviewer and provides tips for candidates on how to prepare and examples of common questions. The overall message is that understanding an interviewer's perspective and being ready to discuss past experiences can help candidates succeed in different interview styles.
This document provides guidance for conducting interviews for supervisory and managerial positions. It discusses preparing for interviews, including reviewing job requirements and developing job-related questions. It recommends a five-step interview process: introduction, obtaining information, discussing the position, responding to questions, and concluding the interview. The document lists do's and don'ts for questions, potential interview pitfalls, and provides examples of different types of interview questions for various positions.
Every business must get the maximum level of performance possible from every employee. Selecting, placing, and then coaching employees helps them be happier and more productive. That inturn helps the business be more successful. This is a real win/win.
This document summarizes the key stages in the talent acquisition process: sourcing, prescreening, interviewing, background checks, and onboarding. It provides details on sourcing strategies like posting jobs online and using diversity recruiting tools. For prescreening, it discusses initial qualification questions by phone. Interview types include technical, committee, traditional, and behavioral based on past experiences. Background checks verify former employment, criminal history, and references. Onboarding involves orientation, training, and buddy programs for new hires.
The document discusses identifying and retaining top performers. It outlines a three step selection process of evaluating candidates based on their past, present, and future potential. The process involves assessing candidates' history, resumes, interviews and using tools like personality and skills tests to evaluate how well they will perform the job. It emphasizes the importance of seeking the "total person" to determine if candidates have the right skills, interests and traits to succeed in the role.
The Tragedy of Bias in Technical Hiring in Five Acts (Grace Hopper 2014)Kelsey Anderson Foley
Why do some companies succeed in hiring women engineers while others struggle with even attracting qualified female candidates? This talk will follow fictitious hiring manager Monty Gue from startup Roam.io and savvy engineer Julie Ette through the recruiting and interviewing process while exposing subtle biases in hiring practices that drive technical women elsewhere. Using recent behavioral psychology research on judgment and bias, it will provide insight for better approaches.
The Presentation includes: how to create the optimal job description, the interview process, defining your brand and why you need to assess your team to see how the right candidate can fit into the culture of your medical practice.
Aprilia from People Search Indonesia shares about how to find the best talents for your company. For more information on Human Capital Club and how to get great HR insights, email cynthiawihardja@actioncoach.com
The document discusses identifying and retaining top performers. It outlines a three step selection process of evaluating a candidate's past, present, and future fit. The process involves surveys, interviews, background checks, personality and skills assessments to evaluate a candidate holistically. It emphasizes the importance of seeking the "total person" to determine if they can do the job, how they will do it, and if they will want to do it long term.
Ultimate guide in choosing the right assessment for your OrganizationProfiles Asia
In most organizations, personnel costs are among the largest budget line items. Given the challenges facing organizations today, they need their employees aligned and working together at the highest levels of performance.
in this webinar you will learn:
1. All about assessments, why use it, different types and their common applications
2. FAQ in choosing the right assessment
3. Benefits of assessments (what's the ROI?)
And more…
make sure to visit our site and join our exciting and upcoming webinars.
http://www.profiles.com.sg/upcoming-events.php
This document discusses the recruitment process and outlines key steps including determining requirements, shortlisting candidates, interviewing, and assessing candidates post-interview. It defines recruitment as discovering suitable job candidates. The hiring process involves analyzing job descriptions and specifications as well as identifying competencies. Shortlisting focuses on evidence matching criteria. Interviews should be properly prepared for and involve open-ended questions to collect evidence without bias. Bad recruitments can be costly and are caused by factors like bias, poor analysis, and inadequate screening.
Similar to Diversity Tactics that Work - In-house Recruitment Conference, Manchester (20)
The Rules Do Apply: Navigating HR ComplianceAggregage
https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
HR Compliance is like a giant game of whack-a-mole. Once you think your company is compliant with all policies and procedures documented and in place, there’s a new or amended law, regulation, or final rule that pops up landing you back at ‘start.’ There are shifts, interpretations, and balancing acts to understanding compliance changes. Keeping up is not easy and it’s very time consuming.
This is a particular pain point for small HR departments, or HR departments of 1, that lack compliance teams and in-house labor attorneys. So, what do you do?
The goal of this webinar is to make you smarter in knowing what you should be focused on and the questions you should be asking. It will also provide you with resources for making compliance more manageable.
Objectives:
• Understand the regulatory landscape, including labor laws at the local, state, and federal levels
• Best practices for developing, implementing, and maintaining effective compliance programs
• Resources and strategies for staying informed about changes to labor laws, regulations, and compliance requirements
4. 1. Tick-box training sessions and "refreshers"
2. Diversity statements like "So and so is an
equal opportunities employer"
3. Affirmative action/ positive discrimination
Diversity Tactics That Don’t Work
#IHRManc
5. 1. Activity trackers and balanced slates
2. Inclusive talent attraction strategy
3. Hiring managers who know how to interview
candidates properly (!)
Diversity Tactics That Do Work
#IHRManc
7. Pink Green Yellow
Red White Purple
BlackBlue Orange
Stroop Test, 1935
Read the words on the screen
Task:
8. Pink Green Yellow
Red White Purple
BlackBlue Orange
Stroop Test, 1935
Task:
Name the COLOURS on the screen
9. What’s happening?
• System 1, our automatic system, takes over
• System 2, our conscious system, tries to override the automatic
but it is much more difficult
• System 1 is responsible for an array of biases, shortcuts, quick
judgements and heuristics that we rely on every day
• Often, System 1 sees a pattern and defaults that pattern as a rule
#IHRManc
10. Common Biases and Heuristics in the Recruitment Process
• Conformity Bias
• Beauty Bias
• Affinity Bias
• Halo Effect
• Similarity Bias
• Attribution Bias
• Contrast Effect
• Central Tendency
• Confirmation Bias
• Cognitive Dissonance
#IHRManc
11. So, we have to play into
unconscious bias?
#IHRManc
12. Common Biases and Heuristics in the Recruitment Process
• Conformity Bias
• Beauty Bias
• Affinity Bias
• Halo Effect
• Similarity Bias
• Attribution Bias
• Contrast Effect
• Central Tendency
• Confirmation Bias
• Cognitive Dissonance
#IHRManc
21. By changing the status quo on
the slate, women are 79.14X
more likely to get hired, and
non-white candidates are
193.72X more likely to get the
job
#IHRManc
Harvard Business Review, April 2016
31. Women will only apply for jobs where they meet
100% of the criteria. Men will apply when they
meet just 60% of the criteria.
Hewlett Packard, 2010
32. For those women who have not been applying for jobs
because they believe the stated qualifications must be
met, the statistic is a wake-up call that not everyone is
playing the game that way. When those women know
others are giving it a shot even when they don’t
meet the job criteria, they feel free to do the same.
“
”Harvard Business Review, 2014
34. Accounting for Other’s Unconscious Bias
Don’t let your Diversity Sourcing stop at the Recruiting Team!
• Standardise or Redact CV’s/Résumés
• Remove Names, Addresses, Universities; standardise formatting
35. Agenda
Process
Diversity on the Shortlist
• Aim for a 50:50 split of diverse/non-diverse candidates on shortlists
where possible (minimum of 2)
• The primary obstacle for diversity is the lack of opportunity to be
considered
• The best candidate will win on merit, but only if they’re given fair
contest.
36. What else?
Diverse Performance in Assessment
• How a candidate performs at Interview and
Assessment will determine if they will be
successful
• Many factors play into performance under
assessment, including the actions of the
interviewer - training is essential
• Example: Stereotype Threat and Stereotype
Boost
Predicting Success
Interviewer Training
Better long-term hires. Alignment.
Engaged hiring teams. Better candidate experience.
And improved phone-screen to interview to offer ratios.
Confident, faster hiring decisions.
What you get...
Predicting Success
by Recruiting Toolbox is a
comprehensive interview
training program designed
to help your hiring managers
and interviewers hire the right
talent for your organisation.
37. When you
compliment her
outfit, stereotype
threat is activated
She will perform less
well at interview than
if nothing was
mentioned
When you pat him
on the shoulder,
stereotype boost is
activated
He will perform
better at interview
than if he had not
been touched