Category Archives: hiring

Veteran Hiring, Revisited

Just last week, President Obama authorized the deployment of another 1,500 American troops to Iraq in the coming months, doubling the number of Americans meant to train and advise Iraqi and Kurdish forces.  But headlines aside, the fact remains, as we celebrate Veterans Day 2014 tomorrow, there are more veterans returning than soldiers being deployed. Indeed, the churn’s a steady one, of veterans leaving the military and seeking employment—and employers looking to add them to their rosters.

475000847Indeed, on the latter front, a CareerBuilder Veterans Day Job Forecast released earlier today found 33 percent of employers are actively recruiting veterans over the next year, up from 27 percent in last year’s survey and 20 percent in 2011. Further, 31 percent have hired a veteran who recently returned from duty in the last 12 months, up from 28 percent in 2013.

HRE has published its share of stories in recent years about companies that have made huge commitments to employing vets, and some of the policies and practices they’ve put in place to help achieve that objective. So I’d like to think businesses are beginning to gain some serious ground on this issue.

If we’re to believe the findings of a RAND Corp. survey released earlier today (also just in time for Veterans Day), however, there’s still a lot more work to be done by all parties concerned.

On the employer side, RAND’s analysis found companies still need to do a better job educating managers on the value of veteran employees, making themselves known to veteran job candidates and taking advantage of federal resources, such as the Veterans Employment Center and SkillBridge.

According to the researchers, many employers also fail to understand how military experience translates to the skills needed for civilian jobs and they lack the ability to track and measure relevant recruitment, performance and retention metrics.

The report, titled “Veteran Employment: Lessons from the 100,000 Jobs Mission,” explains …

“Many companies respect that their veteran employees want to be treated the same as non-veteran employees, but these organizations are investing resources in veteran hiring and could benefit from information about the return from that investment. Although companies perceive their veteran employees to perform well, they do not tend to collect metrics about veteran performance and veteran retention.”

Despite all of the attention workforce metrics has been getting lately, many companies, according the RAND report, are apparently falling short when it comes to measuring the effectiveness of their efforts in these areas.

Veterans, meanwhile, according to the researchers, too often believe their talents apply only in the security or defense arenas and employers (as mentioned above) struggle to make that military experience-civilian job connection.

Kimberly Hall, lead author of the study and a senior project associate at RAND, points out that “military members need to know that defense contractors and similar businesses are not the only places they should look for work, [and they can] contribute valuable skills and experience across the spectrum of American industry.”

One silver lining in the report (which is based on interviews with representatives from 26 member companies in the 100,000 Jobs Mission): Those interviewed volunteered that post-traumatic stress disorder was not an issue. This finding contrasts with an early study on veteran employers, in which more than one-half of the companies interviewed reported concerns about PTSD, suggesting that “employers’ initial concerns have been allayed by their experiences.”

In any case, you might want to carve out a little time this Veterans Day and check the report out, especially since it does include some good recommendations for employers, as well as veterans and federal agencies.

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Google’s CHRO on Resume Mistakes

Laszlo Bock, the senior vice president of people operations at Google — and HRE’s 2010 HR Executive of the Year — recently weighed in on LinkedIn on the five biggest mistakes he sees on resumes and how to correct them.

When you helm HR at one of the most-admired, most-envied tech companies in the world — one that can reportedly receive more than 50,000 resumes in a single week — it should surprise no one that Bock says he personally has seen more than 20,000 resumes himself.

 “I have seen A LOT of resumes,” he says.

While the five mistakes Bock shares are not exactly earth-shattering — typos, length, formatting, sharing confidential information and lying — his insight adds a certain gravitas to the conversation, especially on the topic of confidentiality and who you can trust to keep your company’s secrets once you let them in the door:

I once received a resume from an applicant working at a top-three consulting firm. This firm had a strict confidentiality policy: client names were never to be shared. On the resume, the candidate wrote: “Consulted to a major software company in Redmond, Washington.” Rejected! There’s an inherent conflict between your employer’s needs (keep business secrets confidential) and your needs (show how awesome I am so I can get a better job). So candidates often find ways to honor the letter of their confidentiality agreements but not the spirit. It’s a mistake. While this candidate didn’t mention Microsoft specifically, any reviewer knew that’s what he meant. In a very rough audit, we found that at least 5-10% of resumes reveal confidential information. Which tells me, as an employer, that I should never hire those candidates … unless I want my own trade secrets emailed to my competitors.

While Bock’s post is of course more intended for the job seeker than the hiring manager, it is nonetheless heartening to see such advice earnestly dispensed by the top HR person at one of the hardest places on the entire planet to get hired.

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Taking Talent Acquisition Up a Notch

If you’re looking for additional proof that talent-acquisition capability matters, check out the latest research coming from the Bersin by Deloitte unit of Deloitte Consulting LLP.

452269237According to Bersin by Deloitte’s study of 300 U.S. organizations, titled High-Impact Talent Acquisition: Key Findings and Maturity Model,  employers with mature talent-acquisition strategies perform, on average, 30 percent better than their peers as far as business outcomes are concerned, including the ability to meet or exceed customer expectations, create new products and services faster than competitors, and meet or exceed financial targets.

So what are the key drivers of talent-acquisition performance?

The Bersin by Deloitte research puts developing strong relationships between recruiters and hiring managers at the top of the list. At organizations with lower levels of maturity, the study found, recruiters are basically order takers for hiring managers. But for those organizations with higher levels of maturity, the relationships between recruiters and hiring managers typically were strong and, in turn, the performance outcomes greater.

Other influential talent-acquisition drivers, according to the research, include developing candidate pools, giving employers the ability to find “just-in-time” candidates; and leveraging social media both as a recruiting vehicle and as a way to promote the employer brand.

On this latter front, some mature organizations have gone so far as to hire dedicated strategists whose purpose is to “curate” social-media content.

When I asked Robin Erickson, vice president of talent-acquisition research at Bersin by Deloitte, what surprised her most in the findings, she pointed to the significant role building strong relationships plays as a driver of talent-acquisition performance. “We didn’t expect the relationship with hiring managers to be four times more influential than everything else—more influential than social media and more influential than employment branding,” she told me.

To be sure, there are no shortage of vendors out there working hard at developing tools aimed at helping employers get their hands around the three major drivers cited in this research. If you’re planning to attend next month’s HR Tech Conference in Las Vegas and walk the floor of the expo, I’m sure you’ll come across lots. But whether you’ll be there or not (and I certainly hope you will), I’ll be sure to keep my eyes open and let you know what I find.

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New ADP Index to Focus on ‘Vitality’

ADPPayroll-services provider ADP, which currently puts out a monthly employment report based on its massive trove of payroll data, announced today that it plans to start providing a quarterly workforce index that will offer “deep insights into U.S. workforce dynamics. The first index will be released next month, says ADP. Data from the new index will form the basis of a high-level panel discussion at the HR Tech Conference on October 9 in Las Vegas. David Gergen, senior political analyst for CNN, will chair a panel entitled “Workforce 2020: How Data and Analytics Will Shape the Workplace” that will discuss the implications of data analysis and the workforce from an economic, academic and talent management perspective.

“The U.S. labor market is as dynamic and complex as it has ever been, and this new index will help uncover key factors driving workforce trends,” said ADP president and CEO Carlos Rodriguez in a statement. “The index will provide a clearer picture of the vitality of today’s workforce.”

The new index is intended to answer “critical questions” about the state of the U.S. workforce, according to ADP, such as: How is the workforce thriving as a whole? How do major regions and large states compare? Which industries are doing well? What are the wage trends? What roles do age and gender play?

The index will measure quarterly changes in metrics such as employment growth, wage growth, job turnover and hours worked, says ADP. The index will be compiled by the company’s ADP Research Institute, which also puts out the monthly employment report, and will be derived from its warehouse of 24 million aggregated payroll data sets from companies of all sizes. ADP will collaborate with Moody’s Analytics Inc. on the quarterly report.

 

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Exec Hiring Market Heating Up

Heading into 2015, almost two-thirds of employers are selectively or significantly increasing executive hiring levels, and a similar percentage of employed executives are now open to or actively pursuing new opportunities, according to a newly released survey focused solely on the executive market.

The results of the Greenwich, Conn.-based Claymore Group’s Labor Day 2014 Executive Talent Market survey were culled from the responses of 407 executives.

The executive respondents indicated that the industries they work in that are planning to hire the most in 2015 are:

* Consulting/Professional services,

* Healthcare/Pharm,

* Health insurance, and

* Wealth management.

Executives responding to the survey also indicated that the strongest functional areas demonstrating growth in executive hiring for 2015 are in are in sales, consulting/professional services, product management, risk management/compliance, and IT.

About two thirds of currently employed executives are now open to or actively exploring new opportunities. The best sources for executive employment were indicated to be Networking/Referrals and LinkedIn by both employed and unemployed executives. Facebook and job boards were viewed as the worst sources with internal, retained and contingency recruiters being viewed as good sources.

HR executives increasingly need to recognize the growth in executive hiring and demand by responding more rapidly in making offers as well as in making more competitive offers to attract the top executive talent as they are clearly more in demand, says Managing Director Steven Landberg.

“They also need to recognize a growing need to seek to retain their top executive talent as they will certainly be increasingly sought after by others in the talent market.”

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Hiring Slows Despite Economic Revival

The Wall Streets Journal recently published a story about how employers are still dragging their collective feet when it comes to hiring, even though the economy seems to have fully recovered from the recession.

According to the piece, employers are taking an average of  25 working days to fill vacant positions, based on information Dice-DHF Vacancy Duration Measure which, the paper reports, is an index created by University of Chicago economist Steven Davis.

And, according to Davis’ figures, larger companies (those with at least 5,000 employees) take even longer to fill vacant positions: 58.1 days.

The story goes on to lay out a few possible reasons why hiring is taking so long, among them:

On one hand, companies are feeling sunny enough to post jobs—openings reached 4.7 million in June, the highest number since 2001—but, fearful the economy could falter, they are finding it hard to commit to hires.

Another reason:

Thinner staffing in HR and recruiting departments may be another factor, since recruiters are taking on a larger workload as employers post jobs. “Depending on how many hiring managers [company recruiters are] dealing with, it’s impossible” to fill jobs quickly, says Mark Mehler, co-founder of staffing strategy consulting firm CareerXroads.

Meanwhile, when HRE Staff Writer Mark McGraw reported on the phenomenon back in March, Glassdoor reported the average time-to-fill a vacant position in 2013 was 23 days.

Typically, this latest WSJ story says, a longer time between employers advertising a job and having an offer accepted is a sign of a thriving economy, suggesting there are more openings than job seekers to fill them.

“But with nearly 10 million Americans currently unemployed, that doesn’t describe today’s labor market,” the story notes.

“Slow” would likely be a better way to describe it.

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Christmas Gifts for 1 Million: Jobs

There’s a movement afoot to put a million people to work by Christmas that does seem a bit outside your standard hiring 482134293 -- job seekingapproaches. First off, understand, this is not a company looking for employees. Nor is it a mere job fair. This is a relatively new organization known as Apploi, a jobs app and ecosystem that’s been traveling the country and hosting events aimed at helping job seekers find work.

It’s last week-long event in the Chicago area culminated this past Thursday, Aug. 28, in a final event at the city’s House of Blues. The event featured an information and training session, networking opportunities and meetings with hiring managers. That event capped off a week in which job seekers, using the app, were able to apply to jobs with a number of big companies in the region, including UNIQLO, Best Buy, Cinnabon, Piercing Pagoda and Forever 21.

Working under the banner and social hashtag #Million4Christmas, Apploi’s goal, according to its release is “to increase access to jobs for people across the United States and even beyond, while providing training and career advice to those looking for jobs in retail, service and support.”

Here is a video from an ABC News special in December of last year explaining how the app works. As its release states, it “transforms the initial point of capture for job seekers, allowing companies to see personality and soft skills up front, through video and audio questions; hire talent quickly, both through filters and screening tools and instant communication; [and] also provides greater access to people who previously couldn’t apply, due to lack of Internet, or who didn’t know about opportunities.”

Its public kiosks, it says, are available at companies, as well as job centers, community centers and colleges, workforce centers, and libraries in cities and towns throughout the country.

Exactly how this plays out and how the jobs are to be tallied and verified remains to be seen. As Apploi CEO Adam Lewis says, “helping 1 million job seekers find work by Christmas is, by no means, an easy task.”

On first impression, though, the effort seems to be one that can only help all involved, employers included.

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Destroying the Barriers to Vet Hiring

Despite the impressive images earlier this week of Special Op forces landing on a mountain top in Iraq to scout out a possible rescue option for refugees stranded there (and, in turn, help prevent an even more nightmarish situation from occurring), the reality is the U.S. military has been in the process of drawing down personnel from the Middle 477606281East, with the last U.S. troops currently due to leave Afghanistan by the end of 2016. A natural outgrowth of this drawdown, of course, is the need for these individuals to find jobs in the private sector. You’d think that might not be an insurmountable challenge, considering many of these vets bring with them amazing skill sets that make them ideal candidates for a long list of positions, including many at the leadership level.

Yet while there certainly have been plenty of stories about the commitment forward-thinking organizations are making to the recruiting and hiring of vets — including some published in HRE and on its website — there still remains a significant number of stumbling blocks that stand in the way of making this happen. True, many companies are taking significant steps in that direction. Earlier this month, 100,000 Jobs Mission, an organization with the goal of bringing together companies committed to the hiring of U.S. military veterans and military spouses, reported that member firms have hired, since its founding in 2011, a total of 161,752 U.S. military veterans through the second quarter of 2014. (The 165 companies now involved in the group pledged to hire 200,000 veterans by 2020.) But there’s little question plenty of barriers remain for these returning vets, including many put in place by employers themselves.

So what factors are standing in the way of returning vets landing jobs? In an effort to answer that question, Christopher Stone, a University of Texas at San Antonio Ph.D. student, is in the process of leading a research study — announced yesterday in a press release issued by the UTSA — aimed at uncovering what might be at work here. Stone, who is about two years into his research and has, thus far, developed a model for understanding factors affecting the hiring decisions of vets, recently co-authored an article titled “Factors Affecting Hiring Decisions About Veterans” (requires purchase) that appeared in the July edition of Human Resource Management Review and proposes several hypotheses and potential solutions. (No surprise Stone — who also discussed the research earlier this month at the 2014 Academy of Management annual meeting in Philadelphia — selected this as a research project, considering he served in the Air Force for eight years, first in an aircraft-maintenance unit overseas and then as a military training instructor.)

As might be expected, two of the primary barriers identified by Stone and his colleagues include stereotyping and a lack of understanding as to how military skills transfer over to civilian roles. According to the UTSA press release, the researchers used a model based on the treatment of people with disabilities to suggest specific steps employers might want to consider as they reassess their veteran hiring strategies (or lack of them), including:

  • Using education programs to dispel stereotypes, publicize veterans’ job successes and change the organizational culture to emphasize the value of hiring veterans;
  • Employing decision makers who value hiring veterans, recognizing and rewarding those who hire veterans, expanding recruiting to find talented veterans and giving bonuses to employees who refer veterans to the company; and
  • Familiarizing decision makers with military jobs and the associated knowledge, skills and abilities that are similar to civilian positions.

I’m sure many of your organizations are already doing some, if not all, of the above. But, that said, considering the significant talent challenges companies are facing today and extraordinary skills many of these vets are bringing to the table, I would think the timing couldn’t be better for employers to take inventory of what they’re doing and ask themselves, “Are we doing enough to ensure we’re not standing in the way of our progress?”

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Liar Liar, You’re Still Hired

liarWe all know lying is wrong. But we’ve all done it. And those who say they’ve never told a lie—not even a tiny little white one—well, they’re probably not being truthful.

That goes for job seekers too. It’s not uncommon for hungry applicants to embellish their skills and experience a bit, in order to pump up their resumes and increase their odds of getting a foot in the door.

But what happens when a candidate gets caught trying to put one over on a hiring manager? That may depend on the severity of the lie, and the potential an employer sees in the person who told it, according to a recent CareerBuilder survey.

In a poll of 2,188 hiring managers and HR professionals, 51 percent of respondents said they would automatically dismiss a job candidate if they uncovered a lie on his or her resume. Interestingly though, 40 percent said their decision to move forward with an applicant who lied on a resume would depend on what the candidate lied about. Another 7 percent said they would be willing to overlook a lie if they liked the candidate.

Dave Ulrich, professor of business at the Ross School of Business at the University of Michigan, was “surprised” at the number of hiring managers willing to look past an applicant’s stretching of the truth, however small the fabrication may be.

“I tend to be quite strongly in the 51 percent who believe that, if someone lies [about] little things, he or she might lie [about] bigger things.”

Some may contend that not all information on a resume—titles or job duties, for instance—is of equal importance, says Ulrich.

“But I would argue that even these less significant facts signify an attitude of integrity,” he says. “The messages on the resume signify the candidate’s style. Applicants would be better served demonstrating candor and transparency to build relationships of trust.”

Indeed, many hiring managers (more than half, according to the aforementioned survey) wouldn’t exactly rush to put their faith in would-be employees they saw as being dishonest right off the bat. And there are some fibs—or flat-out, obvious lies—they may not be so inclined to forgive. Enjoy this sampling of some of the most unusual lies employers reported catching on resumes:

• A candidate’s job history included a stint as the assistant to the prime minister of a foreign country. (Just one problem—the country in question does not have a prime minister.)

• One hopeful boasted on his resume that he was a high-school basketball free throw champion. (Not sure how Kevin Durant-like consistency from the charity stripe would even apply to the workplace, but he fessed up to his lie in the interview nonetheless.)

• A 32-year-old applicant indicated having 25 years of professional experience. (He or she must have been one smart, hard-working baby.)

• And, speaking of babies, one job seeker claimed to have worked for 20 years as a babysitter for celebrities such as Madonna and Tom Cruise.

I actually feel for the prospective employer in this last case. It’s too bad this candidate was lying, because I’d think an employee with that kind of experience could be a big help in dealing with divas and difficult bosses in the workplace.

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Branding, Schmanding

brandingHR hears a lot of talk about the importance of building a solid employer brand in order to lure top talent, and to make the company known as much for its cool, unique culture as the products and services it provides.

There’s no doubt that establishing and maintaining a reputation as a great place to work is extremely important. And, working for an organization with a fashionable employer brand may indeed be important to some job seekers. But not nearly as important as the work they do and the people they work with, apparently.

In a Monster.com survey of more than 2,400 visitors to the site, job seekers were asked the question, “Aside from salary, benefits and location, which of the following would most likely attract you to a new job?”

The most common response, by a wide margin, was “the opportunity to work in an industry I’m passionate about,” at 61 percent, followed by “the opportunity to work with people I professionally admire,” at 17 percent. Thirteen percent cited “a lively and energetic office environment” as the biggest selling point for a potential new gig, with 6 percent and 3 percent saying the same about “the opportunity to work for an aspirational/cool brand” and “an innovative office design,” respectively.

“Job seekers are naturally most concerned about salary, benefits and convenience to their home,” said Mary Ellen Slayter, career advice expert at Monster, in a statement. “But once that’s settled, the intangibles come into play. People are craving ways to bring meaning to their work, and they want to work in an industry they feel passionate about. Employers can take an active role in supporting these positive feelings by helping people see the connection between the work they do and how it benefits others. No fancy office can replace that sense of satisfaction.”

From touting their freewheeling work environments to overhauling their “conventional” office spaces, some organizations are forever looking for new ways to present themselves as cool and progressive employers. And while there should always be room for innovation, it seems that coolness quotient still doesn’t quite trump passion for their work and respect for their peers in the eyes of most prospective employees.

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