Category Archives: recruiting

The Hiring Games: Recruiters vs. Computers

When sizing up job candidates, should hiring managers go with their guts, or put their trust in technology?

A team of researchers sought to answer that question in a recent study, in which they proposed a test for assessing whether companies should rely on hard metrics such as job test scores or grant managers discretion in making hiring decisions.

For fans of the human element in hiring, the outcome was not good.

“[The study] definitely suggests that more decision-making powers should be given to the machine relative to the humans,” University of Toronto professor and report co-author Mitchell Hoffman told the Washington Post.

Hoffman and colleagues obtained a dataset consisting of 300,000 hires at 15 companies that use job tests for low-skilled positions such as call-center workers and standardized test graders, according to the Post. The authors measured how hires were initially assessed, whether a hiring manager overruled a low test score in order to bring someone aboard, and how workers performed later in their jobs. Testing not only improved job tenure by 15 percent, but introducing human intervention to the hiring process was also associated with “significantly worse results,” the Post noted.

And, while workers chosen for their performance on the computer test didn’t wind up being much more productive than those brought in by a hiring manager, they weren’t less productive either. This finding suggests that “recruiters weren’t even making a worthwhile trade-off between a worker’s effectiveness and longevity in the job,” the Post’s Lydia DePillis writes.

Computer-based tests that help foretell a would-be employee’s performance are certainly not a new phenomenon, and, as DePillis points out, such assessments are “getting better and better at being able to predict someone’s suitability for a given job.”

Given this reality, she asks, “Why do HR people still think they know better?”

DePillis asked that question of Julie Moreland, senior vice president of strategy and people science at PeopleMatter, a Charleston, S.C.-based workforce management software provider.

In Moreland’s estimation, “about a third” of hiring managers don’t put enough emphasis on the results of this type of assessment.

Part of what PeopleMatter does, of course, is develop job tests and offer software designed to “make it easy to see who your best-fit hires are,” according to the company’s website. So you could argue that Moreland is supposed to say that HR departments should be leaning more on technology to make good hires.

But that doesn’t necessarily mean she’s off-base. And she also offered up an explanation for what may be happening when hiring managers’ instincts steer them wrong.

“From a human perspective, we like people who are like us,” Moreland told the Post. “They’re not thinking about the job, they’re thinking ‘I can work with this person, I relate to them.’ It skews their logic. Anybody that says they do not have bias in their interview is not being real.”

There’s some truth in that statement. And, while there’s still plenty of room in the hiring process for old-fashioned intuition, it’s certainly fair to say that fancy algorithms and sophisticated computer machines can help make the job easier.

“What true [HR professionals] realize is they’ve taken something and made [hiring] more efficient,” said Moreland, “and therefore they can spend more of their time on strategy rather than interviewing.”




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LRP Acquires Recruiting Trends Conference

LRP Conferences, LLC and Human Resource Executive® Magazine, affiliates of LRP Publications, announced today the acquisition of the Recruiting Trends Conference. A business unit of Diversified Communications, Recruiting Trends provides recruiters, sourcers, talent acquisition managers, and other HR and recruiting professionals the opportunity to expand their knowledge, discover solutions to their most pressing challenges, learn cutting-edge best practices, and gain tactical recruiting tips.

(As you may recall, Editor David Shadovitz’s posted last week on the changing priorities of recruiters from the Recruiting Trends conference in Orlando, Fla.)

“Attracting and retaining key talent has been an issue that has remained at the top of the – what keeps our readers up at night – list for as many years,” said Rebecca McKenna, vice president of global events and Human Resource Executive®  magazine’s publisher. “It makes perfect sense for Human Resource Executive® to put its stamp on products and events that explore customer concerns.”

The Recruiting Trends Conference offers a fast-paced mix of engaging presentations, focused workshops, peer-to-peer discussion, and great networking events all in a highly interactive, dynamic learning environment. Sessions are presented by recruiting executive’s at large organizations, as well as leading strategists, plus consultants in the fields of talent management and recruiting compliance. Held annually, the event gathers talent acquisition leaders for networking, exchanging ideas and sharing best practices and bold strategies for the hiring process.

The announcement was made by Ken Kahn, President of LRP. Terms of the deal were not disclosed.

“We are continuously seeking innovative products to help our customers find solutions to their challenges,” said Kahn. “With the addition of Recruiting Trends to the suite of LRP and Human Resource Executive® events and products, we are intensifying our commitment to support our customers’ development,” said Kahn.

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A New Mission: Hire One Million Veterans

JPMorgan Chase's Ross Brown spent 27 years in the military before joining JP Morgan Chase.

JPMorgan Chase’s Ross Brown spent 27 years in the military before joining JP Morgan Chase.

In honor of Veterans Day, we’re posting a Q&A with Ross Brown, director of military and veterans affairs at JPMorgan Chase, about a recently announced initiative by The Veterans Jobs Mission to hire a total of 1 million veterans over the next several-plus years. It’s ironic, given the training and leadership responsibilities so many of them have had, that U.S. veterans continue to suffer an unemployment rate that exceeds that of the general population. The VJM, a coalition of more than 200 companies representing all industry sectors, recently changed its name from the 100,000 Jobs Mission, with the goal of increasing the engagement and career development of vets in the private sector. Brown himself is a veteran, having spent 27 years as an officer in the Army after graduating with a bachelor of science degree from West Point. His tours of duty included Honduras and Iraq, where he commanded the 3rd Armored Cavalry Regiment. At JPMorgan Chase, Brown’s role includes overseeing veterans employment and small business development. As you’ll read below, he’s a passionate advocate not only for veterans, but for the gifts they can bring to the workplace.

What sort of timeline are you looking at for hiring one million veterans?

Throughout the course of the conflicts of the last 12 to 14 years, we’ve routinely been transitioning about 200,000 veterans into civilian jobs from active duty. So I said to the coalition, that’s one million service members over the next five years. So we collectively decided to make that our goal — hire one million veterans — and, when we reach it, then let’s make it two million. We’re also looking to help the coalition have a greater impact by having an exchange of veterans — if, for example, a veteran applies for a job at AT&T, but they don’t have an opening for that person at the moment, they can alert Verizon, in order for that veteran to be hired.

How many veterans has JPMorgan Chase hired?

We’ve hired over 9,500 in recent years. They work in all sectors of our business. We have a three-tiered process for bringing vets into our organization. First, we have recruiters focused on former military members. Eighty percent of these recruiters have been in the military themselves, so they already understand what veterans offer and how to translate their experience into a skill we’re looking for as a firm. Then, once a vet has been hired, we have a sponsorship program that pairs them with a vet who’s been here for a while — that person helps the new hire navigate the organization. And third, we have a veterans business resource group, analogous to a fraternity or sorority, that sponsors events and activities so they can bond with people who share a common experience, commiserate with other vets.

What do vets tend to commiserate about?

First, let me highlight the characteristics that vets bring. The first is leadership. Given the conflicts we as a nation have been in, we have people even in the lowest levels of the military making important decisions. The second is a bias toward problem-solving: I know from personal experience that the challenges you face in the military are dynamic and ever-evolving and the answer is rarely found in a book. The third is teamwork: The military prides itself on being a team of teams. And then there’s character — these are people who volunteered to serve their country knowing full well they’d be sent into combat. And last, they have a bias toward getting things done. Now they find themselves transitioning to these different organizations where they may be a sole contributor rather than a member of a team. In many cases they’ve gone from being empowered to make decisions, even at the lowest level, to situations where they may have very little autonomy.

Another important thing to consider is that in the military, there’s typically a clear career path — an institutional construct for how you will advance, which schools you’ll need to attend, and so on. And there’s often less of that in civilian organizations, where there may not be that same kind of organizational infrastructure. So these are the challenges faced by vets in the civilian workplace, and that’s why being able to commiserate with others with a shared background helps them in that transition.

As a veteran yourself, what sort of qualities most appeal to you in an employer?

What’s important to me are shared values. If I hadn’t felt that the organizational values here at JPMorgan Chase were consistent with my own, then I wouldn’t have joined. Second, I have to feel that whatever business the organization is in, there has to be a commitment to excellence. What attracted me to this job was the opportunity to have a positive impact on peoples’ lives, on veterans’ lives.

Are there some common misperceptions about veterans that can get in the way of them finding work — for example, misconceptions about the effects of post-traumatic stress disorder?

This is my perspective, and it’s borne out by statistics: For the majority of vets transitioning today, if they served in combat, they are strengthened by it. They’ve been strengthened by that experience. And that’s the bottom line.

What are the biggest roadblocks standing in the way of veterans finding good jobs?

There needs to be universal acknowledgement that vets are good for business and we need to continue creating pathways for them to be employed. It’s not that there’s no desire to hire them, but what’s the best way to acquire them.

What’s your advice to HR leaders who want their organizations to hire more veterans?

I would suggest they get their companies to join our coalition, The Veterans Jobs Mission, because we offer a support structure to help them employ veterans in whatever industry sector they’re in. We represent a community that shares lessons learned, discusses benefits and opportunities, and so that’s what I’d suggest: Join us.

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Changing Priorities for Recruiters

How different will the world of recruiting look five years from now? If you ask Kevin Wheeler, founder of The Future of Talent Institute in Fremont, Calif., the answer is really different!

ThinkstockPhotos-478800411Wheeler, a self-described “futurist,” told attendees at this week’s Recruiting Trends Conference at Disney’s Grand Floridian Resort in Orlando, Fla., that recruiters should brace for dramatic change in the coming months and years.

Among a few of the forces at work in reshaping the recruiting landscape are increased automation and the changing nature of work.

Because of automation, Wheeler said, “mid-level and manufacturing-worker jobs are disappearing,” opening the way for workers who possess significantly higher skill levels.

“I was in Australia a few weeks ago, where they have McDonald’s with no workers in the front of the store,” he recalled. “You order on a kiosk … and they have two employees bring your food out.

”Think of all of those people who work at McDonald’s who won’t have jobs in a few years,” he said.

Wheeler pointed to an Oxford University study titled The Future of Employment: How Susceptible Are Jobs to Computerisation? showing that telemarketers, accountants and auditors, and retail sales people were among the jobs most at risk of disappearing.

Recruiters, he said, are also going to become much more technologically savvy.

“You probably have read [Erik Brynjolfsson and Andrew McAfee’s 2011 book] Race Against the Machine — that we’re competing against computers and technology,” he said. But a better way to think about it, he added, is as a race with the machine, because if you end up racing against the machine, you’re going to lose!

Wheeler noted that recruiters are also going to need to get their hands around a workplace that includes many more contract workers. (Gig workers were the subject of a recent HRE cover story titled “The Contingent Quandary.”) When he asked how many of those in the room were involved in selecting contract workers, only a few hands went up. But in the future, he predicted, recruiters are going to need to play a much more active role in advising hiring managers on the merits of bringing in such workers, based on the type of work that needs to be done.

“Forget about culture,” he said. “It’s going to be more about whether or not that person can repair this chair.”

As a result, Wheeler said, recruiters are going to need to possess a different set of skills, such as social intelligence, virtual collaboration, co-creation and cross-cultural competence. “These are going to be core to your survival, not interviewing skills and sourcing skills,” he said. “Computers can do those.”

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Leveraging Video at Delta Air Lines

220px-DeltaAirLinesHQAtlantaGAGetting from a pool of 800,000 job candidates seeking flight-attendant positions down to 10,000 is no easy feat.

But it certainly doesn’t hurt that cause having the right technologies in place. Just ask Chris Collins, vice president of global HR services for Delta Air Lines.

In a session titled “Delta’s Digital Transformation: Modernizing Recruiting to Align with Business Strategy” at the HR Tech Conference yesterday, Collins (speaking along with Mark Newman, president and CEO of HireVue) shared how Delta was able to use video-screening technology to trim its flight-attendant candidate pool down to 10,000 individuals.

Collins told attendees that Delta looks for five key attributes in the people it hires: honesty, integrity, respect, perseverance and servant leadership. “Every airline can replicate routes, can replicate airplanes … can replicate price,” he said. “But what they can’t replicate is people … and culture.”

At every stage of Delta’s hiring process, Collins said, job candidates are able to view (through their mobile devices) nicely produced videos showing what the flight attendant’s job entails. The objective, he explains, is to make the job real clear to those expressing interest in it and encourage some of them to take leave of the process.

Delta was able to further reduce the number of candidates through its use of HireVue’s video-based screening platform. Eventually, the very best candidates left in the pool were brought in for onsite interviews.

“It’s not a 30-minute ‘Hello, how are you doing?’ interview,” Collins said. “It’s a half-day experience. We do that because we want to know how you’re going to interact on a daily basis with those you’re going to have to serve.”

In all, Delta’s multi-step process serves as one more example of the power of video and the prominent role it can play to pare down a huge pool of candidate to something much more manageable (but still huge) and ensure that the very best candidates are the ones who ultimately receive job offers.

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Top Performer, Or Just Great at Interviewing?

453124957 -- job interviewI was intrigued by Robert Herjavec’s take on the interviewing process that he recently shared on LinkedIn enough to share it here myself.

He’s the founder of the Herjavec Group, a Toronto-based information-security company, and has a pretty straightforward approach to figuring out if someone you’re interviewing is going to be with you long-term or not.

In order to be part of the team at his company, he says, “you’ve got to be a self-starter, an independent thinker, someone who is comfortable digging in and getting your hands dirty, and ideally, a strong leader … someone capable of clearly communicating your vision to your teammates.”

That could describe many organizations, I’m sure. The trick, he says, is to ensure that’s the person talking to you across your desk, the job candidate who seems to be saying all the right things. As Herjavec puts it:

“Everyone always says they are motivated in an interview. Everyone is comfortable to put in the hours, do whatever it takes to succeed … we hear it all the time. [The key is this:] How do you separate the top performers from those who simply have strong interview skills?”

One of the things he likes to do, he says, is “get to the core of someone’s skill set.” He does this is a nice, smooth, roundabout — some might say tricky — way.

“For example, if I’m interviewing for a sales role, I ask about the individual’s primary motivators. Then I let them know there is an opening in our marketing team and ask if they would be interested in learning more. To me, someone in sales needs to be laser-focused on achieving their target and driving for that number. It’s not the same person that I would hire to work on our marketing or communications team. If you waver in your approach and express interest in the second role, you’re not the person for my team.”

He also asks direct — I’d even call them aggressive — questions during an interview, such as “Why should I hire you?” “Tell me your perspective on our brand.” Or “What’s your take on the latest industry breach or happening?” As he puts it:

“If they can’t handle a conversation with me, I’m not confident to have them engage with our valued customers.”

I love the strategy here. And the aggression. No surprise Herjavec has also enjoyed a career in race-car driving.

No coddling the candidates at Herjavec Group, where multiple members of the executive team are asked to meet each one before he or she is brought on board. I guess a far cry from making sure their candidate experience is an easy and pleasant one. And probably no huge concern that word might get out on college campuses or social-media sites about the rough ordeal in store for would-be employees there.

Perhaps something to consider when you’re looking to upgrade your caliber of new hires … ?


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New Hires Face Higher Expectations

If you’re new to an organization, you’d better be prepared to hit the ground running — especially if you’re a college grad. That’s certainly the way it’s been for Ham Serunjogi, who tells Fast Company he was “shocked” at how much was expected of him during his first few days at work.

Serunjogi, a graduate of Grinnell College, started work as an intern at an environmental technology firm in 2013. In his first meeting with the executive director, he was asked whether he’d taken a database class in college. When Serunjogi replied in the affirmative, he recounts, he was told that he would now be overseeing the design and implementation of a new communication database for the organization.

“That was the first time I was ever brought into a project I had little or no knowledge about, and was expected to deliver results,” he said.

This past summer, Serunjogi began an internship at Facebook, where he encountered similar expectations. “Facebook is a very fast-moving culture,” he tells Fast Company. “There’s an expectation that you come in and you learn how to catch up with everyone else, otherwise you’re slowing down the entire organization.”

Technology companies are far from the only ones with such a mindset these days. HRE‘s Talent Management Columnist, Wharton prof Peter Cappelli, has written extensively about the trend in Corporate America to do away with the extensive training programs companies once provided to help new employees develop and acquire skills. Now, he writes, firms expect employees to come “ready made” with the necessary skills via school, college and internships — and if they have trouble finding such people, then it’s evidence of a “talent shortage.”

Yet more evidence of these higher expectations comes via a recent Harris Poll, which finds 27 percent of the 319 executives surveyed said they form an opinion of entry-level employees in less than two weeks and 78 percent decide in less than three months whether or not that person will succeed at the company.

Considering that everyone is now expected to be “an A player” right out of the box, job candidates need to prepare accordingly by interviewing their potential employers as much as they’re interviewing them, Decisions Toolbox chief recruitment officer Nicole Cox tells Fast Company.

Use that time to clarify what will be expected of them, she says. And, “after they’re hired, ask if they’re meeting those expectations.”

One would also hope that employers do their part to clarify expectations — and give new hires the time and support necessary for proving their capability.

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Bonuses for Low Performers

“So, Mr. Employee, your performance this year has failed to meet expectations. And … here’s your bonus.”

bonus failThat’s right — about three in 10 (30 percent) of U.S. employers plan to give bonuses to employees who fail to meet expectations (the lowest performance ranking possible) this year, according to Towers Watson’s just-released Talent Management and Rewards Pulse Survey.  Meanwhile, these companies are once again failing to fully fund their employee bonus pools and say they continue to struggle to attract and retain “critical skill” employees.

“The fact that some companies continue to deliver substantial bonuses to weak performers raises questions as to whether they are investing their bonus dollars as effectively as possible or truly holding workers accountable for performance,” says Laura Sejen, managing director at TW.

It should be noted, however, that the poor performers don’t necessarily get the same bonuses as the  high performers. While some of the companies give payouts to all employees regardless of performance, others give their lowest-ranking employees only 65 percent of their target payout, while the high performers tend to receive bonuses of about 19 percent above target, according to the survey, which queried 170 large and mid-sized companies from various industries.

The companies’ average projected bonus funding for the current year is only 89 percent of target — this marks the fifth year in a row that U.S. employers have not fully funded their bonus pools, according to TW.

More than half the companies (52 percent) say they’re having trouble holding on to critical-skill employees, compared to 41 percent in 2013. Meanwhile, 66 percent report problems attracting critical-skill employees.

“With hiring activity on the increase and employees more receptive to changing jobs, there is greater competition for talent, making it more difficult for companies to keep their most-valued employees,” says Sejen.

Employers also appear to be daunted by President Obama’s recent proposed changes to the Fair Labor Standards Act’s overtime rules, with 50 percent saying the changes will have a significant impact on their organizations and only 47 percent prepared to make the changes.

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Making Your Career Site More Accommodating

Earlier this week a press release arrived in my email that served as a reminder of the work that still remains to be done as far as career sites are concerned.

ThinkstockPhotos-464672063In this case, the question at hand is, How accommodating is our career site for candidates who are deaf or have a hearing impairment?

The bottom line: Most organizations’ career sites are severely lacking on this front.

The findings come from a study conducted by CareerXroads and Middlesex County College in New Jersey.

As the press release explains …

“The study, which took place over four months and used the fictional job seeker Jack ‘Jacque’ Coostow to probe some of the world’s most admired companies, found that companies are missing fundamental pieces in ensuring the deaf and hearing impaired have what they need to learn about and apply for jobs.

Middlesex students submitted Coostow’s résumé for positions at the 100 companies on Fortune’s 2014 Best Companies To Work For list. The companies on this list are widely admired for their recruiting and human resources practices. They are considered models for organizations worldwide. Many of them have repeatedly touted their commitments to diversity hiring, including individuals with physical disabilities.”

Among the findings …

  • Three in 10 companies provided a phone number or email address that would allow deaf or hearing-impaired job seekers to access resources for their special communication needs.
  • Roughly one in 10 companies had a TTY line, also called a text telephone or Teletypewriter, that enables deaf and hearing impaired individuals to communicate by phone.
  • One in five companies asked applicants if they had preferences in communication.

You’d think we’d be further along by now than that. No?

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Chipotle and the Full-Court Hiring Press

If at some point today you feel overwhelmed, take a second to consider what hiring managers at Chipotle Mexican Grill are up to at the moment.

As you might have heard, the Denver-based casual eatery chain has declared its intentions to bring on 4,000 new employees today, as part of its first-ever National Career Day. According to the company, management teams at each of its 1,800-plus restaurants in the U.S. will hold open interviews for up to 60 applicants between the hours of 8 a.m. and 11 a.m. this morning, with interested candidates invited to register for a sit-down at the Chipotle of their choice by visiting

Most of the openings are for entry-level crew jobs, which primarily entail taking orders and preparing food, Chipotle spokesperson Chris Arnold recently told USA Today.

Nevertheless, the people who ultimately fill these positions will have opportunities to grow and advance within the organization, according to Arnold, who points out that Chipotle promoted more than 10,000 of its people into management roles within the last year.

“When we hire crew, we look to identify individuals that we think have the motivation and the capability to move into management or leadership positions,” Arnold told USA Today, adding that this is the first time Chipotle has attempted hiring in such large numbers in such a short timeframe.

It’s certainly an ambitious undertaking that may net Chipotle scores of valuable new employees. And, from a PR perspective, it could be a tremendous (if short-term) boon for the company. But the initiative may wind up having some unintended consequences as well, says Claire Bissot, HR consulting manager at Leawood, Kan.-based CBIZ Human Capital Services.

By offering an extreme number of open positions, “[Chipotle has] the potential to attract individuals from other restaurants who are not currently looking for a job, as well as individuals looking to apply for Chipotle, resulting in a significant increase in their hiring pool.”

At the same time, mass hiring “may also cause individuals who wouldn’t normally make it through the recruiting process to be hired and later terminated.”

The problem with this approach, she says, “is the lost resources for training and onboarding these individuals, causing low retention and high turnover cost. Ultimately, what they are trying to achieve may be counteracted, and what looked like a quick solution could financially impact the company in the near term.”

Marketing would seem to be “the key focus” of a hiring effort like this one, continues Bissot, noting that many organizations could stand to be more efficient in their recruiting and onboarding processes, and more creative in positioning their companies as great places to work.

All that said, however, “adding volume is not always a good solution, and while forcing mass hiring of this volume appears to provide short-term results, doing so could end up hurting companies more.”

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