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Top Talent Trends: Recruitment in 2018

Change doesn’t wait for the New Year. Throughout 2017, talent acquisition faced major disruptions, including the entrance of Google for Jobs into the hiring mix and artificial intelligence gaining momentum in recruiting. The speed of transformation is expected to continue through 2018, and agile organizations that stay ahead of the curve with new technologies will have the talent advantage. Read on to learn about the major issues and trends on the horizon for the recruitment landscape next year.

A Focus on Diversity Hiring

While diversity has been on the radar for a long time, recent incidents underscore the importance of accelerating change across industries. In August, a Google engineer was fired after sharing a memo that said “biological causes” explained why women weren’t equally represented in tech. Additionally, the sexual harassment scandals cascading through multiple industries highlight, among other things, the importance of gender diversity in leadership.

Research increasingly shows workplace diversity improves business outcomes. A 2014 analysis by management consulting firm McKinsey & Company found the most gender-diverse companies outperformed less diverse organizations by 15 percent, while the most ethnically diverse companies outperformed less diverse businesses by 35 percent.

The first step to improving diversity and inclusion within any organization is awareness. Most busy hiring managers are open to a diverse workforce, but improvements only occur when they commit to using job posting language known to draw more diverse candidates, and when they counter unconscious bias with blind assessments in the early stages of recruitment.

Dynamic Employer Branding & Recruitment Marketing

You’ve polished your employer brand with a strong career page that shares your company culture and mission, and offered rich content that gives authentic, behind-the-scenes views into your business. Now what? You can’t assume quality candidates will discover your company’s appealing culture and mission without effort.

Just as business marketing shares your company story and builds relationships with customers, recruitment marketing shares your employer brand and nurtures relationships with candidates. This is an ongoing process that includes everything from employee testimonials shared on your company’s Facebook page to job fairs to job postings. Tech advances, such as machine learning and geofencing, are fueling a rapid shift from broad to fine-tuned tactics that help organizations decide whom to reach out to, as well as where and when to reach out.

Tailored Perks

Of course, a limitless buffet of perks that employees can choose from is not realistic. But the tight talent market of the past few years is expected to continue into the foreseeable future and companies can distinguish themselves as top employers with benefits that don’t break the bank. Perks growing in popularity according to the Society for Human Resource Management’s (SHRM) 2017 Employee Benefits Survey include free coffee, financial advice, and standing desks.

According to the SHRM survey, benefits related to employee wellness in the office and beyond the office appeal to candidates. More companies are offering health savings accounts, health fairs, wellness tips, and in-office programs, such as meditation and exercise classes.

Increasingly, companies that want to attract Millennial workers and younger are also offering to help paying off student loans after a few years of commitment to the organization.

Job Boards Evolve

This year, Google for Jobs launched to help candidates search for work. The service simplifies search for job seekers by using machine learning to improve candidates’ search results based on prior searches and geography. The tech giant is currently partnering with LinkedIn, CareerBuilder, Monster, Glassdoor, Facebook, and other smaller job boards. When job seekers want to apply, they are directed to the original job board. It is unclear if these partnerships will last or if Google will eventually have candidates apply through Google.

Notably, Google did not partner with Indeed, the internet’s largest job board. Indeed, along with the other job board sites, will have to innovate and differentiate to stay competitive now that Google’s in the mix.

AI Recruiting Assistants

Among the most prevalent candidate complaints are the lack of communication from busy recruiters and hiring managers. AI chatbots and AI recruiting technology are expected to grow rapidly over the next few years to help address this issue. For example, HR tech company FirstJob has a tool called Mya that asks candidates questions based on the job requirements, and answers candidate questions 24/7 on various platforms, including Facebook and Skype. Mya can answer questions about the hiring company and keeps job seekers up to date about where they are in the hiring process.1

Rather than answering basic questions repeatedly from multiple candidates, the AI tool can offer answers, and recruiters can focus their energy on interviews and job offers, where person-to-person interactions are most important.

Innovative Assessments

Time-consuming, overly-broad, and impersonal candidate assessments can negatively impact your candidate experience and, therefore, your employer brand. Many companies are now incorporating gaming and job simulations into their talent assessments. Gamification helps organizations ensure candidates excel in critical skills for any given role, while also giving candidates a greater sense of engagement in the hiring process.

The pace of change in recruitment technology and candidate expectations is accelerating. This is challenging for companies of every size. It is helpful to understand that not every innovation is the right choice for every organization. But leveraging even one or two cutting-edge hiring strategies can pay lasting dividends in improved talent acquisition at your company.

Interested in exploring new trends in recruitment? Contact Hudson.

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Source

1 Zielinski, Dave. "Recruiting Gets Smart Thanks to Artificial Intelligence." Society for Human Resource Management. Web. 13 Feb 2017.

 
 
 

Three Tips for Leading a Multinational Team to Success

The way we work together is changing. Globalisation, expansion into new markets and flexible workplaces require diverse teams of people working together: virtual teams, cross-border teams, matrixed organisations.

Working with people you do not see – or who live in a different time zone, or think, talk, feel or act differently from you – can make even simple tasks difficult.

From my discussions with managers, most see the value of diversity to avoid group think. However, when it comes to working together, it is often easier to see how we are different, rather than how those differences can be harnessed.

With the rapid growth of Asian multinationals, we need leaders for the new workplace – leaders who can connect with a broad range of employees across time zones, locations, cultures and backgrounds.

At Hudson, we have identified the five crucial traits of leadership as: Vision, Action, Impact, Connection and Drive. Of these, to bridge gaps across teams, we emphasise the importance of the leader’s Connection to the team.

This means that leaders need to show social intelligence, embrace and leverage diversity across perspectives and cultures, and foster positive emotions in others.

Here are three tips to harnessing Connection as a leader, despite geographical and cultural barriers.

Build trust with your team

In his book The Speed of Trust, Stephen Covey emphasises the importance of connection between leaders and the people they manage.

“If you think your leaders don’t care about you, you’ll tend not to trust them…If they think you don’t care, they are going to view everything you do with scepticism, suspicion and distrust.”

Typically in Asian culture, trust is built starting with character – a personal level of trust, while in Western culture, trust tends to start with competence – a professional level of trust.

For leaders emerging onto the global scene, you need to start building trust at both levels by looking out for your employee’s personal and professional well-being.

For example, several years ago, my role scope changed from leading Hudson’s TM business in Singapore to leading in Asia. I knew that my new role began with Connection – building personal trust. I needed to understand the diverse people in those businesses: how they thought, what was important to them, how they would communicate with me and how I should communicate with them. Only after establishing personal trust could I then build professional trust and sell the vision ahead.

Seek to understand the cultural differences

The most challenging aspect managing a multinational team can be in understanding just what the cultural differences are.

Often, leaders are aware that there are cultural differences, but have no idea exactly where these differences may lie.

I’ve worked with an American company in China that had this struggle. We helped the company understand where the cultural differences were, and help overlay that with corporate culture (what the company stands for with its customers and employees). Overtime, the phrase ‘this is China and we do things differently here’ became less used, and was eventually removed from the corporate vocabulary.

As you come to know the working culture and dynamics of your various teams, it may be that you will have to utilise different way of engaging with different groups.

Try to find out what each location and team responds to best, as well as their motivations and what they find rewarding.

Unify under a corporate culture identity

While respecting the local culture and contextualising is important, organisations still need a cultural identity that unites employees throughout each location.

At Hudson, despite our multiple locations across Asia Pacific, one of many factors that bring us together is that we have a culture of celebrating each other’s success.

Each quarter we hold an internal awards ceremony where we are able to nominate and cheer on our team members. The winners of these awards also go on to the annual ceremony (where we fly our winners).

This helps us not only celebrate high performers, but creates a culture where we encourage our nominees and award winners to meet and get to know one another.

Having a corporate culture of ‘the way we do things around here’ can help to alleviate tensions with different country cultures.

For example in Chinese culture, a senior manager may be reluctant to approach a junior staff member for a casual conversation, whereas in Australian culture this is far more accepted. If the company culture is one of transparency and openness among all levels of staff, that can help people avoid ‘walking on egg shells’ for fear of misunderstanding the cultural differences.

I know that doing these things are not always easy. It takes time and consistency to build trust. It’s not always simple to understand cultural differences, or to unite those differences under a single organisational culture.

However, as leaders, it’s essential that we make the effort to try – rather than make excuses – so we can improve our Connection skills and ultimately give our teams the best opportunities to work together effectively and achieve our goals.

Find out more about how you can assess and develop leadership capability in your organisation. Contact us

 
 
 

Best Practices in Talent Acquisition Reporting and Metrics

Talent acquisition metrics, analytics and reporting are all crucial to successful recruiting. But for many busy HR professionals, understanding, analyzing and using recruitment metrics to improve their businesses can be overwhelming and more than a little confusing. As a result, many organizations collect and report metrics because they know they should, but they stop short of extracting insights that can improve hiring.

While scores of valuable recruiting metrics exist for specific industries, for C-suite hiring, or for large-scale talent acquisition, there are a few core metrics that benefit all companies. Read on to learn the best practices for these key recruiting metrics:

Time to Hire and Time to Fill – These two important metrics are similar, but not synonymous. Time to fill measures the amount of time between when a position opens and when someone is hired and accepts the role. It is a broader metric that sheds light on how well your overall recruiting operation functions, from job listings to employer brand to the application process. It can also indicate your organization needs to improve its talent pool so you have strong candidates to turn to the moment a job opens.

Time to hire measures the time between when a promising candidate is identified and enters the hiring funnel, and when they accept an offer. Separating out this time period can draw attention to important candidate touchpoints that may be taking too long. For instance, your company can use video interviews to make scheduling faster and easier early in the recruitment funnel. When the hiring process drags on you risk losing the best candidates to other opportunities. Keep in mind, you don’t want to go too far the other way and rush the recruitment process, because then you risk mis-hires.  

The Cost of Open Roles – It varies by position, but daily revenue loss for open roles can add up quickly. Yet often this figure stays out of sight and out of mind. Proactive HR departments calculate the cost to the company of vacancies in most positions and share the information with key players. The metric serves as an important motivator for hiring teams and the decision makers who provide staff and resources for recruiting.

Candidate Loss Rate – Tracking the number of candidates who drop out of the hiring process—and at what point—can show where your company can do better. If large numbers of people begin your online application, but don’t finish, you likely need to streamline the questions and requirements. You may discover your career page has a high bounce rate that indicates your employer brand needs a refresh. Or you may find a drop off of strong candidates between the first and second interview, which could indicate shortcomings in the candidate experience.

New Hire Retention Rates – Similar to the metric above, tracking the number of new hires who leave their roles within weeks or months of starting can reveal problems in the hiring process. It could indicate the day-to-day job didn’t truly match the job description, or your ideal candidate profile was slightly off. It could also indicate a weak onboarding process, which should give new hires the tools and support they need to get off to a strong start.

Recruiting metrics and analytics are powerful tools. When you dive into the data, you’ll actually discover clarity about big and small recruitment changes that will lead to better hiring. 

Need help with your recruiting analytics? Contact Hudson

 
 
 

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Hudson is a global talent solutions company. We help transform the workplace and unleash the full potential of organizations and individuals. Our expert team and proprietary tools provide you with unique insights and services that help you maximize your success. Across 20 countries, we deliver a range of recruitment, talent management and recruitment process outsourcing solutions to get you and your business where you want to be.