Research from SHRM shows that 96 percent of human resources professionals check references, yet less than 25 percent of those checks are able to produce adequate information beyond employment verification. What happened to reference-checking? This session will examine where the reference-checking function has come from in the past — when it was a formality that was checked off and completed over the phone — to its evolution now as an opportunity to collect 360-degree feedback that predicts performance and retention. Learn how technology has introduced a way for talent acquisition professionals to capture behavioral feedback from five references in two days for each job candidate, and how to avoid the 5 to 8 percent of candidates who score low with references. Also, see an overview of how this technology infuses consistency, reliability and validity into each reference check and obtains scores that identify developmental needs of candidates.
What will participants learn?
How to improve quality-of-hire by avoiding 10 to 15 percent of candidates who score low with references.
How to capture behavioral feedback from five references in two days for each candidate.
How to infuse compliance, consistency, reliability and validity into each reference check.
How to identify developmental needs of each candidate.
How to provide information to hiring managers that influences decisions.
Through this session, you will learn how technology has introduced a way for talent acquisition professionals to capture behavioral feedback from five references in just two days for each job candidate, and how to avoid candidates who score low with references.
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.
Resume and job search strategies v5 externalRob McIntosh
The document provides strategies for job searching, resume writing, and interviewing. It recommends tailoring resumes to specific job postings, using keywords from the job description. It also suggests researching companies online, being prepared to discuss strengths and qualifications, and following up job applications with phone calls to the hiring manager. The document gives tips for online searching, networking, and getting noticed on social media to improve job prospects.
The definition of “Quality of Hire” varies from company to company and role to role.
But as Talent Acquisition leaders, we are routinely called upon to define and measure this metric for our organizations. Research from Cielo and other industry experts shows that business stakeholders value the consistent delivery of quality candidates over every other Talent Acquisition deliverable.
We know you are doing everything in your power to meet their high expectations. That is why we dove deeply into this topic to find new angles on (and clear explanations of) Quality of Hire – to give you the knowledge you need to reassure stakeholders and enhance your results.
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.
Managing relationships with hiring managers is difficult. There's a baton of blame passed between hiring managers, recruiters and applicants as roles in the hiring funnel evolve. We become faced with this question: Who ultimately owns the hiring process and why has this changed?
In this white paper, learn what drives successful hiring through the eyes of hiring managers, recruiters and applicants. End the blame game with hiring managers and improve your recruitment process.
Data centre operator performance appraisalguucinadal
This document provides information and resources for evaluating the performance of a data centre operator. It includes sample performance review forms, phrases for writing performance reviews, and descriptions of common performance appraisal methods. The top part of the document outlines a sample two-page performance review form for a data centre operator, including sections to rate job performance factors, document employee strengths and areas for improvement, and obtain signatures. The second part provides example positive and negative phrases to use when writing reviews for various performance dimensions such as attitude, decision-making, and teamwork. The third part describes 12 common performance appraisal methods, such as management by objectives, critical incident technique, behaviorally anchored rating scales, and 360-degree feedback.
Through this session, you will learn how technology has introduced a way for talent acquisition professionals to capture behavioral feedback from five references in just two days for each job candidate, and how to avoid candidates who score low with references.
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.
Resume and job search strategies v5 externalRob McIntosh
The document provides strategies for job searching, resume writing, and interviewing. It recommends tailoring resumes to specific job postings, using keywords from the job description. It also suggests researching companies online, being prepared to discuss strengths and qualifications, and following up job applications with phone calls to the hiring manager. The document gives tips for online searching, networking, and getting noticed on social media to improve job prospects.
The definition of “Quality of Hire” varies from company to company and role to role.
But as Talent Acquisition leaders, we are routinely called upon to define and measure this metric for our organizations. Research from Cielo and other industry experts shows that business stakeholders value the consistent delivery of quality candidates over every other Talent Acquisition deliverable.
We know you are doing everything in your power to meet their high expectations. That is why we dove deeply into this topic to find new angles on (and clear explanations of) Quality of Hire – to give you the knowledge you need to reassure stakeholders and enhance your results.
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.
Managing relationships with hiring managers is difficult. There's a baton of blame passed between hiring managers, recruiters and applicants as roles in the hiring funnel evolve. We become faced with this question: Who ultimately owns the hiring process and why has this changed?
In this white paper, learn what drives successful hiring through the eyes of hiring managers, recruiters and applicants. End the blame game with hiring managers and improve your recruitment process.
Data centre operator performance appraisalguucinadal
This document provides information and resources for evaluating the performance of a data centre operator. It includes sample performance review forms, phrases for writing performance reviews, and descriptions of common performance appraisal methods. The top part of the document outlines a sample two-page performance review form for a data centre operator, including sections to rate job performance factors, document employee strengths and areas for improvement, and obtain signatures. The second part provides example positive and negative phrases to use when writing reviews for various performance dimensions such as attitude, decision-making, and teamwork. The third part describes 12 common performance appraisal methods, such as management by objectives, critical incident technique, behaviorally anchored rating scales, and 360-degree feedback.
This document provides information and resources for evaluating the performance of a plumber assistant, including:
1. A sample performance evaluation form with ratings, factors, and sections for comments.
2. Examples of performance review phrases for various factors like attitude, decision-making, and teamwork.
3. An overview of the top 12 methods for performance appraisal, such as management by objectives, critical incident method, and 360 degree feedback.
Quality of hire metrics and why you must measure itDr. John Sullivan
Quality of hire (QoH) is a metric that measures the effectiveness and impact of a company's hiring process on business results. It demonstrates to executives how "hiring right" increases workforce productivity and revenue. QoH is calculated by comparing the performance of new hires to targets over time in areas like output, productivity, retention, innovation, and customer ratings. Measuring QoH helps improve hiring by identifying the most effective sources and addressing process problems.
Template to use with hiring managers on the intake (kick off call) to discuss key success criteria and optimal structured interview approach. Defined exceptional evidenced by behaviors and core competencies
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.
The best and fastest way to improve employee performance is to understand why your people don't always do what you expect them to do. This presentation will explain the 10 reasons why your people don't always perform as you would like.
It also provides you with 7 actionable ways you can begin to improve employee performance immediately. Improved employee performance translates into improved business performance.
Turn your average people into good performers and your good people into great performers.
Quality-of-hire metrics are becoming more mainstream as companies recognize their competitive advantage. Quality-of-hire translates directly to better business performance, as high-performing employees generate substantially more revenue than low performers. Financial models demonstrate that even small improvements in new-hire quality deliver significant returns that outweigh other initiatives. Measuring quality-of-hire requires collaboration across departments over long periods, but the potential rewards of increased revenue and competitive differentiation make the effort worthwhile.
This document discusses motivating call center agents to enhance performance. It covers topics like agent and customer satisfaction, understanding generational diversity, motivation and recognition, management and leadership, training and development, and attraction and retention. Some key points include:
- Agents feel undervalued by their companies and lack of recognition is a top reason why agents leave.
- Emotional needs of customers are also the emotional needs of agents.
- Younger agents value work-life balance, flexibility, and variety more than older generations.
- Additional training is highly valued by agents and seen as a reward for good performance.
- Agents are interested in building careers in contact centers and want variety, growth opportunities, and supportive leadership.
This document contains materials for evaluating the performance of a floating support worker, including:
1) A job performance evaluation form with ratings and factors to evaluate like administration, communication, teamwork, and customer service.
2) Examples of performance review phrases for evaluating attitudes, creativity, and decision-making.
3) The evaluation form provides space to document employee strengths, areas for improvement, and goals.
Car service advisor performance appraisalbillmohamed41
This document provides materials and templates for conducting a performance appraisal for a car service advisor. It includes two pages of a sample performance evaluation form that rates advisors on various performance factors using a scale from Outstanding to Unsatisfactory. The form also includes sections for documenting employee strengths, areas for improvement, and goals. The second part of the document provides example phrases to use in performance reviews related to attitudes, creativity/innovation, and decision making.
This document provides resources and templates for evaluating the job performance of a help desk assistant, including:
- Links to free eBooks and forms for performance appraisals on a website.
- A job performance evaluation form for a help desk assistant with sections to rate their performance in areas like administration, communication, teamwork, and decision making.
- Examples of positive and negative phrases to use in evaluating a help desk assistant's attitude, creativity, and decision making skills.
Recruiting Metrics - Strategic and Tactical KPIs for Talent AcquisitionMaia Josebachvili
This is the deck I presented at the Social Recruiting Strategies in Boston. It presents how to create recruiting reports and uses Greenhouses' actual data as a case study to see how tracking recruiting metrics can improve your overall process.
The Illusive Staffing Metric: Quality of HireCielo
Leading up to the recession, research indicated that a few, but growing number of companies were starting to measure “Quality of Hire.” A lot of the research in this area points out the positive benefits of employing a quality of hire approach as part of an overall talent management strategy.
“As a talent professional, you transform people's careers and lives on a daily basis. You're busy helping candidates make their next move, but have you thought about your own?
Take your recruiting career to the next level with insights and data from CEB and LinkedIn. You’ll learn what it takes to become a decision influencer and the best recruiter in your field.
This presentation covers:
● The fastest growing and most in-demand skills you need to be a top recruiter
● How you can evolve into a strategic talent advisor
● Practical ways to boost your career and stay competitive”
The document discusses performance-based hiring strategies for staffing firms. It provides 5 things staffing firms can do to book more business and make more placements, including being different through their process, defining jobs instead of people, establishing metrics, owning their process, and competing on quality rather than price. It emphasizes the importance of strategy in driving tactics and discusses using a scarcity versus surplus approach to attracting and selecting talent.
This document discusses and compares several options for skills and personality testing to improve the hiring process:
- Achievement Tec's Guardian test costs $5.50 per test but requires setup as a full-service client initially, costing almost 50% more per test.
- The Kiersey assessment from Keirsey.com is recommended by GISI as a lower-cost alternative to Achievement Tec, starting at $14.95 per test for fewer than 30 tests.
- Predictive Index consulting recommends structured interviewing and candidate matching but was unable to provide pricing without further assessment.
- Performance-based hiring from Adler Concepts takes a holistic four-step approach and
"Selection, Hiring, Orientation And Training For The Internet Department" - ...DealerKnows Consulting
Joe Webb's presentation Selection, Hiring, Orientation and Training for the Internet Department from the 7th Digital Dealer Conference in Nashville. Joe Webb is the President of DealerKnows Consulting and would like to thank everyone in attendance at his jam-packed event for their participation. I appreciate the great response and wish you success if your hiring endeavors.
Top 8 guest relation officer resume samplesjomrendi
This document provides resources for guest relation officer resumes, cover letters, and interview preparation. It lists top resume samples for various resume formats including chronological, functional, curriculum vitae, combination, targeted, professional, new graduate, and executive resumes. It also provides links to interview questions, thank you letter samples, job searching tips, dress code advice, and more. The resources are aimed at helping candidates apply for and interview for guest relation officer roles.
If You’re Not Measuring Quality of Hire, You’re Not Hiring the Best People | ...LinkedIn Talent Solutions
If you want to raise your company’s talent bar, you first need to know where the bar is set. Learn from Lou Adler that measuring quality of hire starts by defining it, how to get hiring managers on-board, forget the interview, and conduct a pre-hire performance review instead, and how big data raises your company’s talent bar.
Continue your talent acquisition transformation at Talent Connect 365: http://linkd.in/1z8YEaf
You can listen to today’s webinar using your computer’s speakers or by dialing into the teleconference. To join the teleconference, dial 1.650.479.3208 and enter access code: 924 523 772 #. You will hear music until the seminar begins.
How to Identify and Hire ‘A’ Players Who Will Drive SuccessHuman Capital Media
Not all employees are created equal. Research shows that “A” players outsell their peers by at least 48 percent in sales positions, have a more positive effect on customers than other employees, and deliver superior team performance when included in a work group. A small team of “A” players can run circles around a giant team of “B” and “C” players.
Identifying great candidates usually starts with an impressive resume, but that only provides part of the story. To gain more insight into a candidate’s past performance, a scientifically valid, objective assessment is needed to provide a fuller picture. Hiring managers can greatly improve the odds of hiring “A” players by using scientifically validated surveys created by industrial psychologists, to help screen potential applicants. By discovering what previous managers and colleagues openly say about a candidate’s strengths, weaknesses and behaviors, “A” players can be selected 90 percent of the time!
Learn how automated online reference-checking has introduced a way to capture behavioral feedback from five references in two days for each job candidate. Also, see a demonstration of how this software infuses consistency, reliability and validity, and how to identify which candidates display the characteristics of an “A” player.
What will participants learn?
How to identify and hire “A” players.
How to capture behavioral feedback from five references in two days for each candidate.
How to infuse consistency, reliability and validity into each reference check.
How to identify developmental needs of each candidate.
How to provide information to hiring managers that influences decisions.
This document provides information and resources for evaluating the performance of a plumber assistant, including:
1. A sample performance evaluation form with ratings, factors, and sections for comments.
2. Examples of performance review phrases for various factors like attitude, decision-making, and teamwork.
3. An overview of the top 12 methods for performance appraisal, such as management by objectives, critical incident method, and 360 degree feedback.
Quality of hire metrics and why you must measure itDr. John Sullivan
Quality of hire (QoH) is a metric that measures the effectiveness and impact of a company's hiring process on business results. It demonstrates to executives how "hiring right" increases workforce productivity and revenue. QoH is calculated by comparing the performance of new hires to targets over time in areas like output, productivity, retention, innovation, and customer ratings. Measuring QoH helps improve hiring by identifying the most effective sources and addressing process problems.
Template to use with hiring managers on the intake (kick off call) to discuss key success criteria and optimal structured interview approach. Defined exceptional evidenced by behaviors and core competencies
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.
The best and fastest way to improve employee performance is to understand why your people don't always do what you expect them to do. This presentation will explain the 10 reasons why your people don't always perform as you would like.
It also provides you with 7 actionable ways you can begin to improve employee performance immediately. Improved employee performance translates into improved business performance.
Turn your average people into good performers and your good people into great performers.
Quality-of-hire metrics are becoming more mainstream as companies recognize their competitive advantage. Quality-of-hire translates directly to better business performance, as high-performing employees generate substantially more revenue than low performers. Financial models demonstrate that even small improvements in new-hire quality deliver significant returns that outweigh other initiatives. Measuring quality-of-hire requires collaboration across departments over long periods, but the potential rewards of increased revenue and competitive differentiation make the effort worthwhile.
This document discusses motivating call center agents to enhance performance. It covers topics like agent and customer satisfaction, understanding generational diversity, motivation and recognition, management and leadership, training and development, and attraction and retention. Some key points include:
- Agents feel undervalued by their companies and lack of recognition is a top reason why agents leave.
- Emotional needs of customers are also the emotional needs of agents.
- Younger agents value work-life balance, flexibility, and variety more than older generations.
- Additional training is highly valued by agents and seen as a reward for good performance.
- Agents are interested in building careers in contact centers and want variety, growth opportunities, and supportive leadership.
This document contains materials for evaluating the performance of a floating support worker, including:
1) A job performance evaluation form with ratings and factors to evaluate like administration, communication, teamwork, and customer service.
2) Examples of performance review phrases for evaluating attitudes, creativity, and decision-making.
3) The evaluation form provides space to document employee strengths, areas for improvement, and goals.
Car service advisor performance appraisalbillmohamed41
This document provides materials and templates for conducting a performance appraisal for a car service advisor. It includes two pages of a sample performance evaluation form that rates advisors on various performance factors using a scale from Outstanding to Unsatisfactory. The form also includes sections for documenting employee strengths, areas for improvement, and goals. The second part of the document provides example phrases to use in performance reviews related to attitudes, creativity/innovation, and decision making.
This document provides resources and templates for evaluating the job performance of a help desk assistant, including:
- Links to free eBooks and forms for performance appraisals on a website.
- A job performance evaluation form for a help desk assistant with sections to rate their performance in areas like administration, communication, teamwork, and decision making.
- Examples of positive and negative phrases to use in evaluating a help desk assistant's attitude, creativity, and decision making skills.
Recruiting Metrics - Strategic and Tactical KPIs for Talent AcquisitionMaia Josebachvili
This is the deck I presented at the Social Recruiting Strategies in Boston. It presents how to create recruiting reports and uses Greenhouses' actual data as a case study to see how tracking recruiting metrics can improve your overall process.
The Illusive Staffing Metric: Quality of HireCielo
Leading up to the recession, research indicated that a few, but growing number of companies were starting to measure “Quality of Hire.” A lot of the research in this area points out the positive benefits of employing a quality of hire approach as part of an overall talent management strategy.
“As a talent professional, you transform people's careers and lives on a daily basis. You're busy helping candidates make their next move, but have you thought about your own?
Take your recruiting career to the next level with insights and data from CEB and LinkedIn. You’ll learn what it takes to become a decision influencer and the best recruiter in your field.
This presentation covers:
● The fastest growing and most in-demand skills you need to be a top recruiter
● How you can evolve into a strategic talent advisor
● Practical ways to boost your career and stay competitive”
The document discusses performance-based hiring strategies for staffing firms. It provides 5 things staffing firms can do to book more business and make more placements, including being different through their process, defining jobs instead of people, establishing metrics, owning their process, and competing on quality rather than price. It emphasizes the importance of strategy in driving tactics and discusses using a scarcity versus surplus approach to attracting and selecting talent.
This document discusses and compares several options for skills and personality testing to improve the hiring process:
- Achievement Tec's Guardian test costs $5.50 per test but requires setup as a full-service client initially, costing almost 50% more per test.
- The Kiersey assessment from Keirsey.com is recommended by GISI as a lower-cost alternative to Achievement Tec, starting at $14.95 per test for fewer than 30 tests.
- Predictive Index consulting recommends structured interviewing and candidate matching but was unable to provide pricing without further assessment.
- Performance-based hiring from Adler Concepts takes a holistic four-step approach and
"Selection, Hiring, Orientation And Training For The Internet Department" - ...DealerKnows Consulting
Joe Webb's presentation Selection, Hiring, Orientation and Training for the Internet Department from the 7th Digital Dealer Conference in Nashville. Joe Webb is the President of DealerKnows Consulting and would like to thank everyone in attendance at his jam-packed event for their participation. I appreciate the great response and wish you success if your hiring endeavors.
Top 8 guest relation officer resume samplesjomrendi
This document provides resources for guest relation officer resumes, cover letters, and interview preparation. It lists top resume samples for various resume formats including chronological, functional, curriculum vitae, combination, targeted, professional, new graduate, and executive resumes. It also provides links to interview questions, thank you letter samples, job searching tips, dress code advice, and more. The resources are aimed at helping candidates apply for and interview for guest relation officer roles.
If You’re Not Measuring Quality of Hire, You’re Not Hiring the Best People | ...LinkedIn Talent Solutions
If you want to raise your company’s talent bar, you first need to know where the bar is set. Learn from Lou Adler that measuring quality of hire starts by defining it, how to get hiring managers on-board, forget the interview, and conduct a pre-hire performance review instead, and how big data raises your company’s talent bar.
Continue your talent acquisition transformation at Talent Connect 365: http://linkd.in/1z8YEaf
You can listen to today’s webinar using your computer’s speakers or by dialing into the teleconference. To join the teleconference, dial 1.650.479.3208 and enter access code: 924 523 772 #. You will hear music until the seminar begins.
How to Identify and Hire ‘A’ Players Who Will Drive SuccessHuman Capital Media
Not all employees are created equal. Research shows that “A” players outsell their peers by at least 48 percent in sales positions, have a more positive effect on customers than other employees, and deliver superior team performance when included in a work group. A small team of “A” players can run circles around a giant team of “B” and “C” players.
Identifying great candidates usually starts with an impressive resume, but that only provides part of the story. To gain more insight into a candidate’s past performance, a scientifically valid, objective assessment is needed to provide a fuller picture. Hiring managers can greatly improve the odds of hiring “A” players by using scientifically validated surveys created by industrial psychologists, to help screen potential applicants. By discovering what previous managers and colleagues openly say about a candidate’s strengths, weaknesses and behaviors, “A” players can be selected 90 percent of the time!
Learn how automated online reference-checking has introduced a way to capture behavioral feedback from five references in two days for each job candidate. Also, see a demonstration of how this software infuses consistency, reliability and validity, and how to identify which candidates display the characteristics of an “A” player.
What will participants learn?
How to identify and hire “A” players.
How to capture behavioral feedback from five references in two days for each candidate.
How to infuse consistency, reliability and validity into each reference check.
How to identify developmental needs of each candidate.
How to provide information to hiring managers that influences decisions.
Pinstripe Presents Quality of Hire Myth or MeasurementCielo
This document discusses measuring the quality of new hires. It begins by noting that top performers can be worth much more than average performers. It then discusses how the quality of hires is often thought to be immeasurable but can actually be measured by defining quality for each role and developing standards. It provides examples of measuring skills, experience, motivation and fit. It suggests ways to improve quality of hire like clear job descriptions and effective assessments. Finally, it discusses using assessments to predict performance and continuously refining the hiring process.
How Automated Online Reference-Checking Is Changing the Hiring GameHuman Capital Media
Research from SHRM shows that 96 percent of human resources professionals check references, yet less than 25 percent of those checks are able to produce adequate information beyond employment verification. What happened to reference-checking?
This session will examine where the reference-checking function has come from in the past — when it was a hiring formality that was checked off and completed over the phone — to its evolution now as an opportunity to collect 360-degree feedback that predicts performance and retention.
Learn how technology has introduced a way for talent acquisition professionals to capture behavioral feedback from five references in two days for each job candidate, and how to avoid the 10-15 percent of candidates who score low with references. Also, see an overview of how this technology infuses consistency, reliability and validity into each reference check and obtains scores that identify candidates’ developmental needs.
What will participants learn?
How to improve quality-of-hire by avoiding the 10-15 percent of candidates who score low with references.
How to capture behavioral feedback from five references in two days for each candidate.
How to infuse consistency, reliability and validity into each reference check.
How to identify developmental needs of each candidate.
How to provide information to hiring managers that influences decisions.
This document discusses strategies for performance-based hiring to attract top talent. It recommends defining jobs based on the work to be done rather than the person required. A four-zone model of career satisfaction is presented, showing those most satisfied who actively seek new opportunities. Networks and referrals are emphasized over passive searching as the best way to source candidates. Implementing a sourcing strategy with 50% from networks, 30% employee referrals, and 20% from other sources is advised. Throughout, the document stresses focusing on what candidates will do and become rather than what they will receive from a job.
If you’re seeking to hire high-demand, passive candidates, you already know it’s no easy feat. Luckily for you, Lou Adler shares insights from his latest white paper and giving you the knowledge you need to approach and recruit high-demand professionals.
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Learn about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
Follow the LinkedIn company page: http://linkd.in/1f39JyH
Tweet with us: http://bit.ly/HireOnLinkedIn
Lou Adler & Lever webinar: Quality of Hire Lever Inc.
Recruiting leaders continue to obsess about quality of hire, but here’s the reality: most teams set themselves and their candidates up for failure by not structuring interviews in a way that allows them to zero in on quality, quickly.
Everyone’s favorite recruiting visionary, Lou Adler, shares how you can increase the quality and consistency of your company’s interview processes.
Concrete advice on how your team can collaborate in vetting talent more effectively
An exclusive look at Lou’s latest formula for successful interviewing
Useful tips on how to calibrate your interviewers and measure impact
As a LinkedIn Talent Solutions customer, you have the best sourcing tool on the planet. However, great technology is only half of the equation: The best companies combine it with cutting-edge sourcing strategies. In this webinar, Lou Alder shares his master sourcing tips/tricks.
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Learn about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
Follow the LinkedIn company page: http://linkd.in/1f39JyH
Tweet with us: http://bit.ly/HireOnLinkedIn
Spring Personnel is a national staffing brand within the Adecco Group that focuses on providing temporary, permanent, and contract personnel across various industries such as administration, contact centers, finance, legal, sales, marketing, HR, and customer service. It has a turnover of over £500 million and cash balances over £40 million. Candidates are recruited through various sources and go through a screening and selection process that includes skills assessments, interviews, and background checks to ensure high quality hires. Client testimonials praise Spring Personnel for providing an outstanding professional service and high quality candidates. The local Leeds branch contact details are provided.
Spring Personnel is a national staffing brand within the Adecco Group that focuses on providing temporary, permanent, and contract personnel across various industries such as administration, contact centers, finance, legal, sales, marketing, HR, and customer service. It has a turnover of over £500 million and cash balances over £40 million. Candidates are recruited through various sources and go through a screening and selection process that includes skills assessments, interviews, and background checks to ensure high quality hires. Client testimonials praise Spring Personnel for providing an outstanding professional service and high quality candidates. The local Leeds branch contact details are provided.
Using Workforce Analytics to Drive a Compliant, Diverse CultureHuman Capital Media
1. Total visibility into workforce data by analyzing diversity at all levels including management, product lines, locations, and job groups.
2. Workforce intelligence through reporting and dashboards to monitor goals and hold managers accountable.
3. Engagement of all employees by effectively communicating goals and values.
Bad hires can be costly for employers. Common costs reported by employers include $1,000-$5,000 to recruit and train a new employee when a bad hire occurs. This negatively impacts productivity, employee morale, and client solutions. Bad hires often happen because employers need to fill jobs quickly or don't thoroughly check references. To reduce bad hires, employers should specify job requirements, assess if candidates can and will do the job through structured interviews, and ensure candidates fit the organizational culture. Retaining good talent requires clear expectations, opportunities for growth, recognition, and good leadership. Measuring human capital performance includes tracking spending, retention rates, leadership development, employee engagement through surveys, and analyzing these metrics.
Behavioral interviewing is a more accurate pre-employment assessment technique than traditional interviews. It focuses on evaluating a candidate's concrete examples of past behaviors and experiences rather than hypothetical questions or personal opinions. The summary evaluates candidates based on how their responses illustrate competencies critical for the job like communication, problem-solving, leadership, and teamwork. By using behavioral questions and evaluating responses systematically, hiring managers can better predict future job performance and reduce turnover related to poor hiring decisions.
Learn about the key steps to a world class lead generation program in this previously recorded webinar by Sales Benchmark Index. A presentation by Sales Benchmark Index.
Psycholinguistics : The Future of Behavioral Competency MatchingTalview
Most traditional assessments rely on direct inference based or scenario (many times not relevant to the person’s experience or background) based items with answers in multiple choice format. It is well known many such instruments have an inbuilt risk of candidates pretending socially desirable responses thereby making the report unreliable.
Maximizing the Individual and Organizational Impact of Professional DevelopmentHuman Capital Media
As the business environment (globalization, speed of change) and organizational structures (flatter, matrixed) have changed, the employee’s role in professional development has expanded. Traditional approaches to development have often neglected to align the needs of the business with the career ambitions of the employee — putting the company at risk of losing key talent.
Join Scott Mondore from Strategic Management Decisions as he shares ideas on how to maximize the value and business impact of professional development programs while helping employees realize their career aspirations and goals. Learn:
How to link employee career development to measurable business outcomes.
What role managers and organizations should play in their employees’ professional development.
How to assess employees’ professional needs, aspirations and skill gaps.
Practical tips on how to best implement professional development in your organization.
How to balance preparing for short and long-term business challenges and opportunities.
Lou Adler & Lever Webinar: How Dumping Skills-Infested Job Descriptions Will ...Lever Inc.
In this webcast, recruiting thought leader Lou Adler shares how to hire the right people for the right jobs through a new approach to job descriptions. The key: focus on the work needed to be done, not the skills needed to do the work.
Strategies to Improve Employee Retention in a Diverse Workforce Part One: Eng...Human Capital Media
To accommodate career development and retention in today’s diverse work environment, it’s more important than ever to ensure you have key strategies in place that support the alignment of individual employee goals and development.
Join us for part one of this two-part webinar series and learn key steps to improving employee engagement through goal and development plans that allow everyone in your workforce to share the same vision of success and the tools to get them there.
Lou Adler How To Be A Linked In HeadhunterAaron Staley
1) The presentation discussed how corporate recruiters can become corporate headhunters by taking a more proactive approach to sourcing candidates, focusing on attracting top performers before they begin looking for new roles.
2) It emphasized converting traditional job descriptions into performance profiles that focus on outcomes and career growth opportunities rather than skills and responsibilities.
3) The presentation provided strategies for headhunters to maintain control of the application process and source candidates through early engagement rather than passive posting and screening.
Similar to The Evolution of Reference-Checking Into a Strategic Hiring Solution (20)
In today’s dynamic business world, it is imperative to be able to react proactively to changes in the macro and micro environments with a strategy for all of your business’s investments, including their most important and largest asset, their employees. In their workforce planning efforts, C-suite leaders have to plan for critical roles and competencies that address the demand for candidates and ensure it aligns with the company’s business strategy.
Join us for the webinar, Strategic Workforce Planning: Where HR and Finance Meet, to learn how Oracle’s Strategic Workforce Planning Cloud Service (SWPCS) can help today’s HR leaders align future human capital needs with future strategic decisions of the C-suite. SWPCS provides the ability to visualize scenarios with an infinite amount of options to help determine the best approach to both tactical and strategic decisions. Learn how your organization can benefit from resource efficiency, global strategy alignment and cross-departmental collaboration through SWPCS.
What Attendees Will Learn:
The steps and best practices on how to execute Strategic Workforce Planning in your organization.
How human resources can collaborate with finance departments to align future human capital needs with future strategic decisions of the business.
How to use the tool to identify current skill gaps and forecast future workforce needs.
Examples of what-if scenarios with data and input from the HR and Finance management systems that can help prepare for the unexpected and establish action plans.
This event is co-hosted by Baker Tilly and Oracle. By clicking the ‘Register’ button, Baker Tilly and Oracle will have access to your personal information, and all may communicate with you regarding this event and their other products and services. Each party will be responsible for managing their own use of your personal information. We recommend you review the privacy policies of Baker Tilly and Oracle to address any questions you have regarding their handling of your personal information.
ADDRESSING THE SKILLS GAP BY IDENTIFYING, DEVELOPING, AND REWARDING LIFELONG ...Human Capital Media
Organizations are struggling to find skilled workers to fill jobs. Workers are struggling to stay up to speed on the skills they need to succeed in today’s labour market. Students are graduating with skills that are already obsolete. Despite this, there is massive voluntary turnover happening across industries as employees seek jobs that offer them education and growth opportunities. Businesses and educators today need to invest in workforce learning and development in order to stay relevant and prepared for a rapidly changing economy. Employers need to work with education institutions to recruit, develop, and retain lifelong learners who have the capacity and desire to upskill and reskill over the course of their careers.
In this webinar:
Explore the skills gap facing organizations today
Analyze the role of workforce and educators in solving the skills gap
Learn how to identify lifelong learners who will be able to upskill and reskill over time
Discover strategies for effectively rewarding and encouraging lifelong learning at your organization
This document summarizes key trends in employee experience from a 2020 global study. The top 3 trends are: 1) Feedback matters - having feedback programs boosts engagement; 2) Change is constant - listening during times of change is important; 3) Managers and learning & development matter - investing in managers and L&D improves engagement and retention. Examples are given showing the impact of acting on feedback, empowering employees during change, and providing learning opportunities. Overall it stresses the importance of listening to employees, acting on insights, and supporting managers and professional growth to drive engagement.
2020 is the year that accelerates HR’s focus on supporting the changing nature of work. We see the convergence of trends in people analytics, employee experience and the race to embrace digital strategies in every industry. Nobody disputes that the future of work is being shaped by what many call the Fourth Industrial Revolution.
Join Paul Rubenstein, Chief People Officer, Visier and Ravin Jesuthasan, Author and Managing Director, Willis Tower Watson as they explore the role that HR leaders will play in supporting business and talent outcomes.
We will dive into the new expectations of HR’s capabilities around technology and people science and examine practical insights drawn from Willis Towers Watson’s new white paper HR4.0: Shaping People Strategies in the Fourth Industrial Revolution. This will include a discussion of case studies and experiments from organizations who are breaking new ground in the use of analytics, assessment science, talent management techniques and other practices as their HR functions shift from being stewards of employment to being stewards of work.
IS IT TIME TO RESHAPE YOUR LEADERSHIP DEVELOPMENT STRATEGY?Human Capital Media
Leadership development today is not delivering on board level expectations and research shows there are issues in developing leaders just-in-time and in a consistent and cost-effective way. There’s a growing need for organizations to completely rethink how they develop their leaders. This session will demonstrate how leadership development can deliver on its promise and how you can tune your LD-strategy and offer tomorrow’s needs.
The learning objectives for this interactive session are:
Understand the current state of leadership development in organizations
Explore the reasons why LD often fails today
Provide a leadership development framework to enable performance for all leader
Review key metrics and enablers for leadership development
MEASURING THE BUSINESS IMPACT OF LEARNING: WHAT WE’VE LEARNEDHuman Capital Media
The ‘Measuring the Business Impact of Learning’ benchmarking survey, conducted by LEO Learning and Watershed (on behalf of Learning Technologies Group) is entering its fourth year. With the survey launching on November 1st and closing on December 13th, LEO Learning and Watershed are holding a webinar to reflect on the results so far, plus discuss how organizations they’re working with have overcome the barriers in measurement planning and implementation. The insights are drawn from their group experience working with a range of clients in this field and should be valuable for anyone who wants to get going in learning analytics and sustainable business impact assessment.
Join your hosts as they cover the state of the world of measurement, and you’ll receive:
An understanding of how well-known organizations have overcome the barriers in measurement planning and implementation.
Real-world examples of how to get management buy-in, designing for data, building data ecosystems, implementing a learning analytics strategy and more.
The opportunity to take this years ‘Measuring the Business Impact of Learning’ survey, and see the results coming in live!
EMPOWER A CAREER JOURNEY: FOSTER YOUR WORKFORCE’S GROWTH AND DEVELOPMENTHuman Capital Media
Learning and development is critical to an organization, if you don't help the workforce learn and grow in their jobs and their roles, they're not going to be engaged in their positions. Join Ryan Rippy, Talent Management System Administrator at Trustmark Bank as he discusses the challenges of taking a manual process and automating it to achieve business goals and track performance across roles - using succession planning to create a talent pipeline for key positions and developing all associates along their journey.
By the conclusion of the webinar, you’ll leave with:
Ways to help your workforce be engaged in their jobs and be engaged as employees
The benefits a succession plan has to your organization and your employees
Effective LMS strategies to integrate talent modules
View successful metrics and how it begins with onboarding through performance management and into development
STRATEGY + TECHNOLOGY A WINNING COMBINATION FOR EFFECTIVE LEARNING MEASUREMENTHuman Capital Media
How do you know if your learning program is really working?
Proper course tracking and sharing of learning data can help organizations develop best practices for how organizations measure the impact of learning. When historically, tools and systems haven’t made it easy to access and correlate data in order to measure, finding the right combination of strategy and technology can help optimize learning results to increase performance and impact business outcomes across the entire organization.
In this webinar you will learn about:
Best practices for measuring and optimizing learning programs.
Learning tools that improve workflow efficiency.
Expanding L&D value across the enterprise to drive results.
In this age of digital transformation, the speed of business propels at breakneck pace. Thirty years ago, companies moved much slower, akin to a Class-II whitewater rapid. The executives at the helm of the lead boat negotiated the rapids dragging everyone else behind in another boat. Support functions and many individuals definitely didn’t have a place in the lead boat, but it didn’t matter much, as the convoy still succeeded moving at a manageable pace.
But today, companies demand agility, responsiveness, and foresight as they traverse dangerous Class-VI rapids. Insufficient or ineffective communication fostered or hindered by Relevancy of individuals and Teams across all disciplines leaves your organization perched precariously on the edge of a major crisis, potentially provoking financial catastrophe, deteriorating customer loyalty, and brand presence.
Damage comes in more insidious forms as well, including the repercussions of ineffective production and communication, or the cancer of a toxic organizational culture. Despite these treacherous waters, we are still often not asked to be part of the lead boat. Pat Bodin, the best-selling author of Get in the Boat: A Journey to Relevance, will discuss organizational relevance and actionable items to give you the opportunity to earn a seat in the lead boat.
Impacts of Organizational Relevance include:
For the Individual:
Elevates their awareness of the needs of all groups within the organization
Broadens their visibility to the core operations in support of its’ needs
Creates improved job satisfaction and belonging
For the Organization:
Strengthens the working relationships across all disciplines and improves retention
Fosters Talent Development
Drives performance through common focus between individuals and groups
THE AGILITY SHIFT: T-MOBILE DEVELOPS LEADERS FOR A VUCA WORLDHuman Capital Media
A volatile, uncertain, complex, ambiguous (VUCA) workplace requires a distinct set of leadership competencies: non-hierarchical influence, the ability to rapidly align across functions, creativity for drawing insights across domains, and most of all, “empathy,” the linchpin leadership skill in the modern workplace. Empathy allows us to imagine the world from different perspectives, unite across functions, generations, regions. Join Melissa Lanier of T-Mobile to learn about “The Agility Shift,” an award-winning leader development offering designed to equip people managers to thrive in an uncertain, complex, and ambiguous environment. The program, which will utilize cutting-edge virtual simulation technology, is designed to help leaders respond quickly and increase resilience by immersively preparing them for stressful encounters. Impact is measured on an individual, function and business level. Collectively, managers report learning how to “avoid tunnel vision,” "think on their feet," “respond rather than react” and embrace a positive mindset.
FUTUREPROOF YOUR ORGANIZATION: SUCCESSION PLANNING IN THE SKILLS ECONOMYHuman Capital Media
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise boosts blood flow, releases endorphins, and promotes changes in the brain which help enhance one's emotional well-being and mental clarity.
Many companies seem to have fallen victim to the ominous skills gap – but only because they’ve found it’s easier to place blame somewhere than to look at what they can do to fix it. If you’re struggling to find qualified candidates, you might need to take a deeper look at your organization and ask some pointed questions. Are there areas of the recruiting process that are lending to skill gaps? Have you done a formal assessment to uncover skill gaps? Are you using modern learning methods to bridge gaps by upskilling your current workforce?
Join Katie Miller from BizLibrary as we re-evaluate potential root causes of your organization’s skill gaps and discuss what can be done to fill them efficiently.
In this webinar, you’ll learn:
The factors that could be contributing to your skill gaps, and how to find and address the root causes
How to re-evaluate what a “qualified candidate” is in order to create more relevant and realistic talent expectations
How to start uncovering your organization’s skill gaps with a formal assessment
How to use modern training methods to bridge skill gaps by upskilling your workforce
Behind every successful organization is a great team of leaders. But despite billions of dollars spent each year on leadership development programs most companies are still failing their next generation of emerging leaders. In fact, according to Gallup, 50% of attrition is due to poor managers––which makes that the biggest driver of employee disengagement.
So why are leadership development programs failing? And how can we fix it?
Join us for a live webinar where we discuss reasons these programs fail and how to keep your leadership development on track. We’ll explore:
How to identify who should be a leader in the first place
The big, pervasive problem with leadership development
What to do with great employees who might not be cut out for management
The best traits to bring out of your emerging leaders
And more!
Design Thinking is getting a lot of attention today, for many reasons. Innovation is the key to reinvention, which is the goal of organization’s who are looking to future-proof and define themselves as leaders in the Experience Economy. Join Kristin Shackleford for a practical discussion to review the core principles of Design Thinking, and walk away with insight around:
Why it’s important
Who should participate
How to create a culture of Design Thinking
Practical ways to get started driving creativity and innovation that will make a difference to your customers and within your organization
REACHING THE BLUE COLLAR WORKFORCE: HOW POLARIS DEVELOPS TALENT IN 2019Human Capital Media
Traditional L&D isn’t obsolete, but it has become outdated. That’s why we collected data from nearly 800 workers, managers, and leaders from around the globe to gain some insights into where L&D and talent leaders can be more effective. The survey says…..L&D is falling short for the modern workforce. In fact, our respondents gave their employers an overall Net Promoter Score of -25 on their learning and development strategies. But many business leaders know this already. What they don’t know is how to fix it. The good news is that employees still love learning and they’re looking for organizational guidance. By honing in on the data and insights that impact how people — and companies — learn, you can make smarter investments in your most valuable assets: the skills of your people. Lucky for you, this event also includes a quick case study from Booking.com on how they are making this data come to life in their organization.
Register for this webinar to learn:
The difference between learning and acquiring new skills
How to apply hard metrics to your L&D strategy
How to align your employees’ learning goals with those of your larger company
How Polaris is putting the insights from the research to work at their organization
HIRING & FIRING AROUND THE WORLD: AVOID LEGAL TRIPWIRES IN THE TOP COUNTRIES ...Human Capital Media
The war for talent is heating up and businesses are smart to consider qualified, passionate candidates from around the world.
That said, hiring and firing in countries other than the U.S. comes with interesting (and often surprising) challenges.
In the U.S., companies can hire quickly as business entities are already established. They can fire quickly as well, so long as the reason isn’t illegal.
What many executive teams overlook is that this efficiency isn’t the same when expanding and adding team members globally. Internationally, hiring without setting up a subsidiary is impossible. And the concept of at-will employment, where companies can let go of employees at any time, does not exist.
What does this mean for your international expansion plans and your business? What would normally be an uneventful employment action or termination in the U.S. could blindside your company in an international context.
Navigating the intricacies of country-specific labor laws can feel like a minefield of potential legal exposure, expensive litigation, and costly payouts. It’s critical to be prepared before you make the first international hire.
In this webinar, you’ll learn:
3 things every HR lead needs to know when it’s time to hire globally
Surprising facts about employment law and benefits packages in EMEA, APAC and more
What U.S.-based HR teams need to know about the termination process in key expansion countries (and real stories from international HR specialists on the ground)
INNOVATION GENERATION: THE BIG HR TECH DISCONNECT WEBINARHuman Capital Media
Register for the webinar to hear:
From VP Proposition and Client solutions, Matthew Jackson about how organizations are driving the change needed for a competitive advantage.
Stephen Migliaccio, Director Global Provider Automation, share his thoughts on how HR technology and provider automation create a globally consistent employee experience.
James Knight, SVP Data and Analytics on how data and analytics is powering the future of HR.
Dont wait what 300 ld leaders have learned about building data fluencyHuman Capital Media
Data science and AI are impacting many industries globally, from healthcare and government to agriculture and finance. Everybody needs to be able to work with data the way everybody needed to start using email 20 years ago. As we wrote in Harvard Business Review, “Very few companies expect only professional writers to know how to write. So why ask only professional data scientists to understand and analyze data, at least at a basic level?”
But what value can data fluency actually add, what are best practices to build it into your organization, and what are the biggest challenges that businesses encounter in data-driven transformations?
To answer these questions and more, we conducted a survey of over 300 Learning and Development leaders from diverse industries including healthcare, technology, consumer goods, government, and finance. Join this webinar with Dr. Hugo Bowne-Anderson, a data scientist and educator at DataCamp, to find out what we discovered and what 300 L&D leaders have learned about building data fluency.
Learning Objectives:
What value can data fluency actually add?
What are the best practices to build data fluency in your organization?
What are the biggest challenges that businesses encounter in data-driven transformations?
As businesses become more technological (AI and robotics), there is a challenge and opportunity to, paradoxically, make them more human. The Business Roundtable talked about the importance of human stakeholders over just profit — but how close are we? Are those nice words? What would it take to make business and change more human? As a change, ethics and leadership expert with 40 years of experience, Paul Gibbons will talk us through conclusions from his new book “IMPACT.”
LEARNING OBJECTIVES:
1) Is the Fourth Industrial Revolution really "a thing?” What is it and what makes our time special?
2) What are the human implications of new technologies? Who will benefit? What is the potential harm?
3) What can workplaces and leaders do to equip themselves for these workplace transformations (future of work)?
The document promotes Ryan Berman and his company Courage Brands. It introduces Berman as the creator of Courage Brands and author of the book "Return on Courage". Berman helps brands build courage through storytelling and consulting. He has worked with major companies and founded Sock Problems, a sock brand that donates to causes. Courage Brands aims to help companies liberate themselves from fears through holistic internal and external change.
The Evolution of Reference-Checking Into a Strategic Hiring Solution
1. The Evolution of Reference Checking into a Strategic Hiring
Solution
You can listen to today’s webinar using your computer’s
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2. The Evolution of Reference Checking into a
Strategic Hiring Solution
Speaker: Brian Gilbert
Director of Business Development
SkillSurvey
Moderator: Deanna Hartley
Senior Editor
Talent Management magazine
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6. The Evolution of Reference Checking into a
Strategic Hiring Solution
Deanna Hartley
Senior Editor
Talent Management magazine
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7. The Evolution of Reference Checking into a
Strategic Hiring Solution
Brian Gilbert
Director of Business Development
SkillSurvey
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9. The History of a Reference Check
• Historically
– One of the most important steps
– Hiring managers talked to previous managers
• How are they day to day?
• Nuances?
• What challenges do they have and what can I do to make them A+ players?
• Actionable Information
– Will it help make a decision?
– Will it screen out or have candidate rise to the top?
– Will this information help this person succeed?
– Will this information predict behavior?
10. History of Reference Checking Effectiveness
Can we make it
relevant again?
Actionable Should it be?
Information
1970’s 1980’s 1990’s 2000 2010
Reference Checking Past 40 Years
11. The Lawyers Get Involved
• The 1990’s and the new millennium
– Legal issues arise
– HR cracks down and bans reference checking
– Outsource the process – check the box
– Or worse – stop doing it
– If you do try and reference check:
• Countless hours of phone mail tag, email tag, phone mail tag
• Weeks and weeks of time
– All for no actionable information
12. What is the Problem?
• Most candidates do a nice job presenting themselves during
interviews
– All are team players
– All show up for work and don’t text, sit on Facebook all day
– Most are ethical and always do the right thing
• Most candidates are well rehearsed in the question/response mode
– Books, job seeker sites
– Experience interviewing all the time
• Your only view today is from the candidate’s perspective
– Really need a true 360 review from those who saw the behavior in the past
13. Impact of a Bad Hire
• Bad Hire has an impact
• Various by organization and by job role
– Hard dollar cost – base salary, benefits, on board training, exit costs
– Internal team turmoil
– Customer satisfaction
– Compliance (Finance – SOX issues and the Fed’s)
• For sales roles
– Cost of lost revenue
– Asset is time – time is lost forever
• For clinical roles
– HCAHPS and reimbursements
17. From Candidate Perspective – Today’s Approach
Phone interview I’m a Team Player
Recruiter Face to Face Candidate
I interview well
I’m terrific
Resume
Personality / Behavior I work really hard, weekends
Assessments too!
18. From Reference Perspective – Today’s Approach
Phone interview
She’ a Team Player
Recruiter Face to Face Reference
She works hard
Resume She’s terrific
Personality / Behavior
Assessments I would hire her again, yes!
19. A New Perspective – The New Paradigm
Phone interview
Work Ethic
Face to Face Dependability Integrity
Recruiter
Resume
Teamwork Personality
References
Personality / Behavior Interpersonal Skills
Assessments
20. Comparison
Online Solution Typical Phone Check
More references 5+ business references 2 to 3
50% of which are former or
current Supervisors
Faster 1 to 2 days 5 to 10 days
Guide Hiring Managers Previous managers assisting in No
leading interview
Pauses a hiring decision 5% ‐ 10% of candidates < 1% of candidates?
Passive sourcing tools 5 references per candidate – Not Applicable
warm leads
Compliant/Legal Risk Supports compliance with EEOC Uncertain/Inconsistent
and OFCCP
21. Why You and a Better Process?
• Improve
– Quality of Hire
– Hiring Manager’s Interview Effectiveness
– Efficiency
– Passive Sourcing
• Drive
– Compliance and Consistency
• Elevate Recruitment’s Role
22. Improve Quality of Hire
SkillSurvey References Perceive That 10-15 % or more of
Candidates Have Great Developmental Need
5-10 % Avoidable, High Risk Candidates =
Great
Developmental Need
10‐15 % Coachable, Moderate Risk Candidates
Moderate = Interview and on‐boarding assistance
80-85 %
Minimal
0 10 20 30 40 50 60 70 80
Percent
26. Exclusive Case Study: Improved Efficiency – Time and Money
• Improve efficiency – time and money
• Six Sigma
From 60 work weeks to 4.8
Solution resulted in a 92% Reduction in Time Spent reference checking
60
50
Work weeks to
reference check 40
2,272 job 30
candidates 20
10
0
Telephone SkillSurvey
27. Passive Sourcing by the Numbers
Talent Pipeline and Funnel
• Multiplier Effect Based on
100 300 1,500
Number of Candidates Screened
Job opening Candidate Reference • Builds Automatically
s s
Industry Professionals with Whom
To Network and Source
• “Great People Know Great
People”
• “Warm Lead” vs. “Cold Lead”
An organization 3 candidates 3 candidates 65% of the 1,500 contacts opt in to learn about future
1 2 3 4
has 100 job apply on average SkillSurveyed and career opportunities. 1,500 x .35 = 525 + passive
openings for each job = 300 provide 5 references candidates
candidates each = 1,500 potential
contacts
29. Increase Compliance and Consistency
• It is all about the science ‐ Validity of survey questions
– Do the questions validate what you are actually asking?
– Do the questions help predict future behavior?
– Are the questions being asked in a way that reduces risk?
• Sample question – What high school did you go to?
• SkillSurvey reference feedback shows no differences
between sub‐groups
– Helps support your efforts to remain EEOC and OFCCP
compliant
• Standardized process
40. Step 2: Candidate Enters References
From: Your Company Name Recruiting Automated Email From
Sent: Thursday, June 6, 2011
To: Patrick T Recruiter to Candidate
Subject: Your Company Name Selection Process Information Explaining the Process
Dear Patrick T,
Thank you for your continued interest in the Major Account Sales position with your co name. As already
explained to you, a critical step in the selection process is reference checking. org name uses web-based
reference checking for this purpose.
Please click on the link below. It will open a web page where you will input your reference. You will also
be able to review a sample of the questions being asked and the email that will be sent to your
references. Your references will be emailed a reference survey and their responses will be submitted
directly back to SkillSurvey. No one will see your references' individual responses because all responses
are electronically aggregated together to produce one summary report.
Note that all references will be responding as individuals, not as representatives of any company or
organization.
Please click on the following link (URL) to begin: http://eref.skillsurvey.com//CandidateUtilities/EOC.aspx?
41. Step 2c: Candidate Confirms References and Signs Legal Waiver
Proof of Consent
“…I hereby release any such
person, their company, and any
affiliated officers, directors,
agents, and employees from any
and all claims I may have arising
out of the disclosure of such
information…”
56. About Us: SkillSurvey
• 400,000 + Candidates in 2012 – 60% + Increase
– Candidates in 2011 – 247,000+
– Almost 1,500,000 people experienced the SkillSurvey process
• 600+ customers
• 290+ surveys in current inventory
– Cynthia Hedricks, PhD, Chief Analytics Officer
– 68 Surveys for Healthcare, 18 Surveys for IT roles, 12 for Sales roles, 9 for
Customer Service roles, 19 for Finance roles
• Inventor of web‐based reference checking with a patent pending
57. Sample Clients
Financial Services & Healthcare Gov, Non-Prof & Edu Services & IT Pharma & Medical
Insurance
Engineering & Consumer Products & Energy & Utilities HR Related Manufacturing
Construction Retail
58. Contact SkillSurvey
www.skillsurvey.com
Brian Gilbert, Director of Business Development
bgilbert@skillsurvey.com
610‐947‐6300 x 1256
59. Questions and Answers
Brian Gilbert
Director of Business Development
SkillSurvey
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