Global Recruiting

Don’t Miss These Recruitment News Headlines

by Veronica Blatt

As the global pandemic continues to cause rapid changes in work environments around the world, it’s important for recruiters and employers to stay informed of the latest updates. Here are some recent recruitment news headlines worth reading:

People Analytics Are More Important than Ever During Pandemic — Data-driven decision-making is critical for both recruitment and retention. Companies need to understand how a candidate’s past performance – and how they respond to stressful environments – impacts their success and overall fit within an organization. Performance metrics may need to include soft skills that are sometimes difficult to measure. The right analytics can help you reduce implicit bias in your hiring process – key to building a diverse workforce AND attracting candidates who want to work for organizations that are committed to diversity and inclusion.

5 Ways to Decrease Hiring Costs When the Economy Reopens — Many companies will be faced with smaller budgets when they are finally given the green light to resume hiring activity. Some key ways to decrease hiring costs while maintaining high-quality applicants include promoting from within and establishing employee referral programs. Promoting from within allows you to reduce costs associated with posting jobs, vetting candidates, and running background checks. You already know the employee, and they already know your organization, so the risk of turnover is also lower. Good referral programs can reduce the time you spend on screening interviews and vetting. Look for other hiring-related tasks that can be automated or otherwise streamlined to keep costs in check.

5 Lessons Managers Can Learn from Casinos About Reopening Their Business — As businesses begin to re-open, there is some wisdom to be gained from policies and protocols used by casinos. A good first step is to ensure that clear safety procedures are in place and highly visible. For customers who want to return to your business, they need to feel confident that you are committed to their health and safety. This can include signage, sanitation stations, and extra communication. It is OK to limit activities within your business where social distancing and other guidelines are difficult to meet. For example, many casinos in Las Vegas do not have their poker rooms available yet.

Do you have a recruitment news source that you’re finding especially helpful or valuable right now? Please share it in the comments below!

 


The Need for Business Continuity Planning to Make It Through a Pandemic

by Veronica Blatt

Today’s guest blogger is Art Boyle, VP of Risk Management, and Certified Business Continuity Professional (CBCP) of People 2.0’s Global Search and Recruiting Support Division. People 2.0 is a is a global provider of employer of record, agent of record,  and back-office services for recruiting and staffing firms. People 2.0 is an NPAworldwide Endorsed Program.

“He who fails to plan is planning to fail.” —Winston Churchill

Having helped organizations develop business resiliency and continuity strategies for many years, I can attest to the importance of creating a business continuity plan (BCP). A well-developed BCP can help ensure your company continues to operate near normal during times of crisis.

Overcoming Common Challenges

Business continuity planning doesn’t come without its challenges, and I believe the first step to creating a BCP is overcoming two critical “roadblocks.”

The first one is the classic “This (or that) won’t happen to me.” I’ve had variations of that sentence uttered to me thousands of times. The second impediment is “I can figure it out if it happens.”

Getting past those misconceptions can be difficult. Often, it takes a seminal event—like the one we are experiencing now during COVID-19—to change the mindset around the first roadblock about the need for continuity planning. The counter to the second argument is a simple one: “OK, but what if you aren’t around? Shouldn’t the plans be memorialized so that someone else can carry the baton if needed?”

Once you get past those issues, the real work begins.

Creating a Business Impact Analysis

In a disaster or recovery situation, not all are created equal. You need to identify critical functions, employees, and processes. You need to be able to concentrate your finite resources to ensure that they remain operating. This is done via a business impact analysis (BIA). The BIA will quickly and efficiently identify those functions, vendors, employees, and processes that are essential to ensure that vital elements of the business continue to operate with as little disruption as possible.

Constructing Your Business Continuity Plan

Once you’ve completed your BIA, the second phase of the process begins, which is to construct your business continuity plan(s). Note: Plans should be somewhat unique to each business process/function. This is not a “one size fits all” scenario.

Your plans should contain identification of the following:

  • Hardware/software used in operating your business
  • Critical periods within your business (e.g., month-end, quarter-end)
  • Dependencies (Are you dependent on another company or process?)
  • Special or unique equipment that is critical
  • Vital records
  • Employees (email, mobile phone numbers, computer capabilities, etc.)
  • Essential vendors

The Importance of Communication

Finally: communication. Fear of the unknown can lead to critical missteps in executing your business continuity plans. Over-communicate to customers, employees, vendors, and other constituencies. Share with them your BCP plans; get their input.

You cannot communicate enough in a disaster. Even if the message is “we don’t know—yet,” your voice itself will be a powerful tool to assure those who are the most panicked that there is indeed a plan!

The COVID-19 pandemic has made business leaders more aware of the importance of business continuity planning. Business continuity planning is a critical aspect of risk management and can help ensure your company survives during times of crisis like we’re in right now.


The Traits to Look for in Remote Workers

by Veronica Blatt

Today’s guest blogger is Paulette Steele with Real Resumes located in Queensland, Australia. Real Resumes is educating people from beginning to end on getting a job.  Short videos cover all aspects including: where to look for a job, writing effective resumes, researching and preparing for the interview, and most importantly, mastering the interview itself. Paulette has 15 years of recruitment experience and a vast career in various industries. Below, she discusses important traits for remote workers to possess.

“My mama always said, ‘Life is like a box of chocolates. You never know what you’re gonna get.’”-Forrest Gump. So, you must be adaptable in all aspects of life, including recruiting.

One thing we are bound to see more of in the future is people working remotely as employers are realizing it actually works. People are often more productive working from home and technology has been there for years allowing this to occur.

Also, technology now allows people to be able to work a long way from where the project is taking place, e.g. mining industry.

Not everyone has the right skills to work remotely though. So, what are the traits recruiters need to look for in candidates applying for remote work jobs?

The following skills are necessary:

  • Self-motivation
  • Growth mindset
  • Amazing communication skills
  • Initiative
  • Emotional intelligence
  • Self awareness
  • Sense of purpose
  • Independent decision making
  • Leadership skills

Most of these attributes seem obvious but leadership skills. Sure, if someone is overseeing a project, this is super important, particularly for remote workers.

With communication skills, the candidates need to be adept across various methods as you’re not face-to-face. So, email, text, phone and video meeting are all forms of communication that are vital to know which one is best to utilize for different situations.

Growth mindset requires a person to possess flexibility, perseverance and adaptability. And when remote workers are at home or in an office that is a distance from the project they are managing, then the right candidate will be able to think on their feet and be perceptive.

So, if you have a remote role you are trying to fill, ensure you ask interview questions that will ensure that candidates have the ability to display these skills.


Manpower Employment Survey Reflects Uneven Climate

by Veronica Blatt

global payroll outlookManpower Group recently released the results of its Employment Outlook Survey for the third quarter. The survey was administered during the peak of the global coronavirus pandemic. There has been a rapid change in global hiring conditions, and the survey data reflects these extraordinary conditions. Manpower surveyed more than 30,000 employers in 43 countries. All participants were asked to answer “How do you anticipate total employment at your location to change in the three months to the end of September 2020 as compared to the current quarter?”

Payroll reductions are expected in 35 of the 43 countries surveyed. Seven countries expect headcount growth, while one expects a flat landscape. Every country in the survey expressed a weaker hiring sentiment on a year-over-year basis. Survey highlights follow below.

The Americas

  • The United States leads the region with the strongest hiring plans – true for the past 11 consecutive quarters. Hiring is anticipated during the upcoming quarter, although at a much slower pace than previous quarters. Nine of 12 sectors plan to increase payroll, with the largest increases coming in education and healthcare.
  • Canadian employers report their weakest outlook since 1978. However, modest gains are expected in the services and non-durable manufacturing sectors.
  • Hiring in Brazil is expected to be as low as the 2016 recession levels. Slight gains in finance, insurance & real estate are not expected to outpace the slumps in transportation & utilities and wholesale & retail trade.

Asia Pacific

  • Payroll growth is expected in all seven sectors in Japan during the upcoming quarter. While gains are expected to be slower than both the prior quarter and prior year, several sectors look quite strong. This includes transportation & utilities, services, and finance, insurance & real estate.
  • Indian employers expect the weakest labor market in 15 years BUT are still expecting growth in all seven industry sectors.
  • Australia reports especially sluggish employment activity in wholesale & retail trade as well as finance, insurance & real estate.

EMEA

  • Only two of the 26 countries surveyed – Croatia and Germany – expect to increase headcount during the third quarter.
  • Across the region, sharp declines in the restaurants & hotels sector are reported.
  • Payroll reductions are expected in both Spain and Poland in every industry sector.

The full PDF is worth reading to glean more nuance in each locality. Bottom line: while it’s definitely not sunshine and roses, it’s not all doom and gloom either. On a global basis, employers are cautiously optimistic about a return to pre-pandemic levels. More than half expect the recovery to occur by April 2021. Well-connected recruiters will be in the best position to take advantages of the pockets of hiring activity around the world.


Recruitment Metrics Can Drive Results

by Dave Nerz

There is an old saying, “what gets measured gets done.” I am a believer in this based on watching sales people over more than 25 years. If you can achieve a bonus or grow compensation by hitting a metric, sales people will figure it out and get it done. They hit metrics because there is personal benefit.

As a recruiter or recruitment leader, do you have recruitment metrics that are driving results? What would you like to know about your effort and the impact that tools and resources have on achieving your KPIs or metrics?

One of the big-picture metrics almost every firm needs to be concerned with is the cost of running the business. If you knew which recruitment tools were producing value, then you may be able to produce improved results with investment in some recruitment resources or save cost by eliminating others. So, you need a cost-per-sendouts metric and a cost-per-placement metric. If you manage recruiters, is it obvious that those doing more sendouts are getting more placements? Is it reasonable to see if low-placement-producing resources are extracted from the business and more productive recruitment tools/resources are leveraged, more can be done?

Something I hear is, “we need more quality candidates.” First of all “quality candidates” is too broad of a recruitment metric. Be specific about the type of candidate. Do you need more “passive candidates that are plant managers with lean manufacturing backgrounds and experiences?” Your metric will determine your actions and eventually your results. In this case, you need to advertise where these candidates will see you. You need to go to lean conferences. You need to join LinkedIn and Facebook groups with similar types of candidates. Maybe you need to create a white paper that these candidates would download, or host a speaker/webinar that would attract these candidates? A metric such as “host two events in the next 180 days that will attract my target candidates” is a way to start investing in results. A second metric could be “create a white paper every 90 days that would be specific enough to be downloaded by my target candidates.” And why not “passive plant managers with lean experience added each month” as a metric?

Perhaps all this is great, but if no one applies, you have made little progress. Do you monitor and do A/B testing an your advertisements? If you want more applications, then you need to measure, monitor, test and change your advertisements, which is the point where candidates ultimately engage with the job. Do your adverts include items that will attract the right group and repel those that are clearly not a fit? Tough to do, but testing will help you get there. Have you included:

  • What current employees are saying bout the business?
  • Full list of benefits?
  • An inside look at what the work space looks like?
  • Company stories, mission detail?
  • Do you have please do not apply if statements…such as non-degreed, work permits for the country of employment, X years of experience, unwilling to relocate, etc…all of these need to be legal requirements of the opening.

Remember, what gets measured gets done. Set some recruitment metrics and see if you can improve your results.


When you pay a recruiter, what are you REALLY paying for?

by Veronica Blatt

Our guest blogger is Deon Haar of Source Junction in Brisbane, Australia. Source Junction is a boutique firm that manages clients’ use of recruitment agencies, across Australia and internationally, with main specialisations in Accounting & Finance, I.T., Pharmacy and Sales & Marketing. Deon has been a member of NPA for 16 years, with 6 years as area leader for Queensland, Australia.

Speaking with a potential new client on Friday, I was asked why it was “so expensive to just have an email sent with a resume attached.”

This was a great opportunity for me to trot out my ever-favourite ‘Diamonds’ analogy.

Diamonds are a scarce resource; they are found by exploration companies who buy vast pieces of land, because their research shows there could be diamonds in there. Equipment is bought and transported. Raw materials are mined, crushed and screened; diamonds are discovered and sorted. They are then shipped and sold to retailers, who buy them, insure them, and hold them as inventory in fancy retail stores which demand high rents, overseen by staff who are paid to be there for whenever you decide you want a diamond.

That’s why, when you go into a store and ask for a 1ct teardrop diamond, the assistant shows you 5 or 6 on a pretty little leather pad, and 10 minutes later you’ve spent anywhere from $2,000 to $10,000. You’re not just paying for 10 minutes of help from a retail assistant, you’re paying for ALL the work and expenses that caused that diamond to be RIGHT there, WHEN you needed it.

Recruitment is very similar, and great candidates are rare.

In our agencies, we have teams of salaried people, whose sole job is to get to know our candidate pools; to learn their career goals and aspirations, what they can bring to roles and organisations, what roles they see for themselves next, where they will and won’t go, and what sort of packages and benefits they want. We do that so that WHEN you decide you need someone great for your team (or have the need forced on you), we know who to talk to and present your opportunity to, in order to deliver what you want.

When you pay a recruiter, you’re not paying for someone to send you an email with a resume and some notes attached, you’re paying for everything that went into making sure that candidate was there, and the right person for you, WHEN you needed them.


Relationships and Recruiting

by Veronica Blatt

Our guest blogger is Pam Robison of J. Gifford Inc. in Tulsa, Oklahoma. J. Gifford Inc. is a small, quality conscious firm providing highly individualized recruiting services to clients on a local, regional, national and international basis. The firm’s recruiting activities are focused on professional, technical and managerial placement, as well as contractor and international staffing for clients. Pam is a member of the NPAworldwide Board of Directors.

I’ve been in the recruiting industry for nearly 20 years now. I actually “stumbled” into this career after deciding to leave a large US-based manufacturer during a downtime in the industry. For 2 of my 17 years there, I was the human resource manager where one of my responsibilities was recruiting. Back in those days we would network as much as possible to gain referrals. We also placed ads in local papers and sat back waiting to receive resumes by mail. It wasn’t really much different when I began full-time recruiting in 2001, except technology had advanced to the point of website job postings and email. The advances in technology certainly helped reduce the lag time between the posting of a job and receiving responses from potential candidates. Read the rest of this entry »


The 14 Pitfalls We See Most in Recruiting

by Veronica Blatt

Today’s blogger is Ryan Winemiller, with TopFunnel, the automated sourcing platform that is enabling talent teams to attract and engage the most qualified candidates with a single click. TopFunnel’s suite of products helps teams unlock their talent pipeline with solutions built for streamlined sourcing, pipeline development, and fully automated scheduling. TopFunnel is an NPAworldwide Endorsed Program.

Pitfall #1: You require a pre-interview test or case study right after you’ve reached out to a potential candidate

Remember, when sourcing candidates via outbound recruiting it’s your job to sell the candidate on the position, not the other way around. If a test or case study is part of your interview process, save it until later on in interview rounds for outbound candidates.

Pitfall #2: Your messages sound inauthentic

While it is essential to paint the available opportunity in good light, you must also remember that this isn’t a sales prospect. Differentiate yourself in a crowded marketplace by being personable, and most importantly authentic. Read the rest of this entry »


What Is the Definition of a Successful Recruiter?

by Veronica Blatt

Today’s guest blogger is Laura Schmieder of Premier Placement Inc., specializing in manufacturing especially engineering, operations, supply chain, sales and marketing roles globally. She currently serves on the NPAworldwide board of directors.

I’ve been pondering off and on for years “the meaning of success,” especially during the awards season. How do they decide the Best Actor, Best Picture, Best Director? It’s all a bit subjective, because it certainly isn’t determined by box office sales OR the profits made once a movie goes out for distribution. It shouldn’t be popularity – how many tickets are sold or logins for streaming. It should be a performance that so moves you that you think about it for a very long time, at least in my opinion! Subjective decision.

What is the definition of a successful recruiter? Read the rest of this entry »


Recruitment Stats to Get You Thinking!

by Dave Nerz

Here are a few recruitment stats I found interesting:

Best Day to Post

The number one day for hiring managers to post opportunities is Monday, so be on the lookout at the beginning of the week for new job postings. Professionals who are among the first 25 to apply to a role are 3x more likely to land the job, so being an early applicant gives you a clear advantage. Read the rest of this entry »