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http://www.glassdoor.com/employers/blog/employer-branding-best-practices/

When candidates come to your door they’re coming in with an impression of your company. It’s based on what you, the recruiter or HR professional, have shared with them. It can come from conversations they have had with family, friends, colleagues and others in their network or online research. Either way candidates are walking in with ideas as to what the job entails and what your company has to offer.

The big question is: are candidates getting a complete picture? Finding great employees is hard work but building and maintaining a great brand can make it easier. Discover a handful of best practices for managing your company’s public perception among candidates.

Develop An On-going Working Relationship With Marketing

As Jeremy Langhans, manager of global talent acquisition at Expedia recently said, his role has become more like that of a digital marketer than that of a traditional talent acquisition and HR professional. Your company’s brand is no longer just about what your customers think but it also encompasses what employees and job candidates think too.

Brand, or in essence company culture, are increasingly becoming important to the investment community as it can be seen as an indicator of internal and long-term health of the company. James Heskett, a Baker Foundation Professor Emeritus at Harvard Business School and author of The Culture Cycle, has been quoted in the Harvard Business Review as saying “effective culture can account for 20-30 percent of the differential in corporate performance when compared with “culturally unremarkable” competitors.”

HR, recruiters and marketers should work to identify similarities and difference between customer brand and employer brand. The more understanding of what stands out as your company’s overall brand, the more cohesive message both parties can distribute. In addition, conversations should address how both teams can work together to build the brand, what channels can help disperse the message to target audiences, and what tools can be used to measure and track engagement and receptiveness to the brand.

Promote The Good, Fix The Bad

Marketers know that if you have a product that’s receiving negative feedback from consumers, it won’t sell. Entrepreneur.com reports that 80 percent of consumers said they changed their minds about purchases based on negative information they found online. However, the Wall Street Journal also reports that people are more influenced by positive online reviews than negative ones.

Bottom line: it’s critical to take account of positive and negative feedback about your employer brand. This means not only listening to what your employees have to say but also what’s been said online and throughout social media.  This audit of feedback can help to understand what really resonates about your brand and what needs to be fixed.  If key parts of your employee value proposition permeate beyond the HR, recruiting and marketing team, keep finding ways to promote and encourage those aspects. If you are receiving strong signals that something at your company is not working, fix it and fix it fast. If you try to aggressively push out your employer brand and it includes fixable problems, those problems will only become more obvious. As a result, your brand and your recruiting funnel could be at risk.

Make Your Employment Brand A Team Sport

Effective employer branding is not just about the voice and opinion of one HR person, it is about collective story telling. From the CEO on down, everyone at the company has the opportunity to shape and influence your company’s perception. While ideas on how to build the brand may stem from senior leaders with the help of HR, recruiting and marketing, successful execution is dependent on all those who help to share their work experiences and engage with the company.

For example, more and more employers are asking for their employees to share reviews about their work experiences on Glassdoor. Not only do the reviews shed light into life within the office walls, but it can also offer valuable feedback on whether your employer value proposition is resonating with the employee base.

Also encourage employees to grow and connect with their online networks.  By asking your employees to share job openings with their friends, colleagues and followers, it can help improve your talent pipeline.  You can also invite them to share interesting news about your company such as an exciting new product or service or a company milestone – again, this can help lend support in attracting talent.

Understand The Lifecycle Of Your Employer Brand

It’s important to recognize that what makes up your employer brand is reflective of more than the current employee population. Former employees, job candidates who received or didn’t receive a job offer, contractors, interns  and others  all shape what people know and think about your company.

Many focus heavily on the up front branding opportunities – the opportunities that can lure in new employees. Interview experiences and treatment of employees when they resign, get fired or when their project completes are some of the key moments that can influence what a person feels and says about that employment experience.  In other words, do all those that come into the employment fold, leave with a good impression? Would they recommend the company to a friend?

Make sure to identify the opportunities of interaction between all employees from the moment they consider whether to apply for a job to when they no longer work for the company. Take note of what you do to engage and your responsiveness. Create programs which allow all types of employees, current and former, to connect and share with each other. As Deloitte points out, “an alumni program can be a smart investment… alumni can be valuable customers and advocates. You’ll be glad you kept up with them when they end up in the position of being able to buy your products and services.”  Deloitte also notes that, “the networking benefits of an alumni program can be an important part of your employee value proposition. For the most sought-after employees, it’s a proven recruiting tool.”

Key Takeaways

When it comes to effective employer branding, HR and recruiting should not take the effort on alone. Cross collaboration with marketing and across the entire employee base are needed if the efforts are to come together strategically and be executed on across all fronts. While it is cliché to use the term ‘think outside the box’ when it comes to employer branding it’s exactly what you must do – you must be aware of what’s working and what’s not in and outside of the ‘box’… or in this case the office walls.

http://blog.hubspot.com/insiders/recruit-modern-marketers

A marketing talent war has begun. Organizations that have been slow to evolve don’t know it yet, but the battle is brewing among forward-thinking agencies, publishers, corporations and media companies.

The prize?

Tech-savvy, hybrid marketers who are capable of building and managing fully integrated campaigns that produce real business results. These next-generation professionals excel in digital marketing disciplines of analytics, automation, content, email, mobile and social.

As the hybrids emerge, legacy corporate silos will crumble and traditional-minded marketers will become irrelevant.

But, these modern hybrid marketers are a rare breed.

Attract the Unicorns

In his blog post, 50% of All New Marketing Hires Will be Technical, Scott Brinker, president and CTO of ion interactive, states, “There’s a real scarcity of technical professionals, even more so for those with passion and aptitude for marketing.”

Brinker says, “There will be enormous competition for those unicorns, not just from other marketing departments, but from marketing software vendors, consulting firms, agencies, and a whole new bumper crop of start-ups, all of whom need this talent in pursuit of their missions.”

So what can your organization do to attract talent? In short, think like modern marketers, and put inbound marketing strategy and technology to work.

1. Map skills gaps

Start by identifying the skills needed for a modern marketing team, and then rate your staff and agency partners. Consider these core areas:

  • Coding/programming
  • Copywriting
  • Data analysis
  • Email marketing
  • Event planning/production
  • Graphic design
  • Lead management/nurturing
  • Mobile strategy
  • Paid search management
  • Public relations
  • Search engine optimization (SEO)
  • Social media
  • Strategic planning
  • Video production/editing
  • Website management

2. Define candidate personas

Profile career candidates the same way you would buyer personas. Ask yourself:

  • What matters to them when researching career options?
  • Where do they go for information and resources?
  • What are their primary concerns and questions?
  • What is their educational background and career experience?
  • How do they evaluate companies?
  • What do they value, and how do they make career decisions?

3. Adjust brand positioning

Think of your organization as a career destination, not a steppingstone. Hubspot’s Culture Code, which has nearly 1 million Slideshare views, is a great example of positioning a brand to attract talent.

Intrinsically motivated professionals, who are essential to your success, value companies and careers with purpose.

4. Create candidate-focused content

Are you publishing blog posts, ebooks, photos, videos and more targeted at career candidates? If not, you should be. These content assets are the ideal way to tell your company story and engage prospective employees in your brand.

5. Build landing pages with profiling questions

Shift away from the standard online forms and job listings, and use landing pages with lead forms to capture candidates. The forms should be tied to a back-end contact management system, which maintains updated records for each candidate.

Here’s an example of the PR 20/20 career opportunities page, which is built on a HubSpot landing page. We’re still evolving the format and fields, but our goal was to gain greater insight into candidates, and connect their responses to contact records in HubSpot for scoring and nurturing.

Which leads us to the next step!

6. Score and segment candidates using behavior-based signals

Once you gather profile information, you can activate a candidate scoring system (similar to how you would setup lead scoring), which gives preference, or greater weight, to specific skills, education and experience.

But don’t stop there.

By integrating marketing technology into your recruiting process, you can use behavior-based signals to impact candidates’ overall ratings. Did they view the “about” page? Did they click on the “careers” page recommended reading links? Are they following the company on Twitter and Facebook?

Segment the most engaged candidates into priority lists, and move on to step 7.

7. Activate automated email workflows

Nurture your career candidates. Use marketing technology to set up automated emails that provide them with valuable resources, and offer you additional touchpoints to monitor their engagement and interest.

The candidate-focused content you created in step 4 fuels the nurturing emails. Watch open and click rates, and be sure that you’ve accounted for these interactions in your candidate scoring formula.

Your best candidates are going to be the professionals who meet the obvious skill/education/experience requirements, but also demonstrate a desire to continually advance their knowledge and capabilities, and engage with your brand.

By applying inbound marketing strategy and technology to your recruiting process, you will give your organization a distinct advantage when competing for top marketing talent.

http://resources.dice.com/2012/05/23/hiring-millennials-tips/

 

To reach millennials we HAVE to use the channels they're already using... SOCIAL MEDIA!

 

It’s a sellers’ market for fresh technology talent. There was a time that the lowest of lowest entry-level positions was all that would be offered. That’s changed. Now being aware that their skills are in high demand, and knowing they can connect with people in many ways beyond just phone and email, today’s crew of young tech workers are more empowered than previous generations.

Listen 2 them!These Millennials (a.k.a. Generation Y), defined as people born anywhere from 1980 to 1999, have access to technology, communications, and publishing that simply wasn’t available decades ago. As a result, they have demands for career and lifestyle that are often different than older generations.

“Employers that better understand what motivates and retains Millennials will be able to secure the top talent, keep them happy and productive and also make sure they are not snatched up by competitors,” said Razor Suleman, founder and chairman of Achievers, in a report by Forbes.

While salary is important to Millennials, it’s often not the primary motivation (source: “Class of 2012” study by Achievers and Experience, Inc).

“Once a salary meets their basic needs, Millennials still desire progression and growth, along with challenging and interesting work that piques their interest,” said Suleman.

To find out what it takes to draw in this highly sought-after community, we asked recruiters and anyone hiring young talent what they believe are the “must-adopt” recruiting techniques for hiring Millennials. Here are our favorite responses:

TIP #1: Engage in social media.

To reach millennials we HAVE to use the channels they’re already using… SOCIAL MEDIA!“Engage with Millennials on the platform they use the most: social networks. By creating and maintaining Facebook, Twitter, and Google+ company profiles, you open the door to new potential employees by giving them an opportunity to easily get to know your company, its products, and services. Also, it provides them a way to interact and network with your company’s employees,” said Kat Krull (@Resunate), Associate Marketing Manager at Resunate.

Richard Dedor (@RichardDedor), Community Manager at VaynerMedia, said that they connect with candidates through “off-the-cuff conversations,” said Dedor. “You have to be there [in social media], and be responsive and engaging.”
TIP #2: Put a real name and face behind the corporate social media accounts

Gen Y? Podcast your jobs!Tip #1 is a requirement for Millennial engagement. And with that requirement comes the need to engage with real people, not corporate identities, said Paul McDonald (@BuildASignHires), Talent Acquisition Manager for BuildASign.com. “[For example,] if you have a corporate Twitter account for hiring, call out explicitly who those followers are interacting with. It makes for a more personal connection, which Millennials appreciate.”

McDonald probably knows what he’s talking about. In the two years he’s been with his firm, he says he’s hired more than 250 employees, most of them Millennials.
TIP #3: Have a “why”

Provide a career path of empowerment, self-discovery and perpetual learning.This catch-all envelops an entire corporate brand, philosophy, and attitude toward staff and others that extends well beyond a paycheck. Ultimately, a Millennial wants to know why they should take this job. How will it help them with their overall goals?

“Millennials need a challenge, a sense of purpose, and also a dash of vanity,” said Justin Sherratt (@justinsherratt), CEO of Gawoop Inc., makers of Sortbox.

“We found one of our best while he was still in university. Part of our offer to him was that we would help him network and move on if/when he outgrew us (advancement). We made it clear that our company helps people get jobs (social good). And we also made sure that we were working with cutting edge systems and software (training). These three combined far outweighed salary and perks at that time,” Sherratt said.
TIP #4: Make sure your website and social identities are up to date

Get visual with your job descriptionsOne of the old maxims of job searching is “make sure your resume is up to date.” The same holds true for organizations looking to attract talent at any and all times. If your company plans to have a blog and be on Facebook, Twitter, and YouTube, then you need to keep them and your corporate website up to date.

“You don’t, as the employer, need to be everywhere they might expect, but at least show that you’re up to date and connected in their stream,” said Ian McAllister (@ianrmcallister), founder and professional CV writer at CV4.biz.

Nothing screams “we don’t care about our company” than a blog that hasn’t been updated in a year or a Twitter stream that doesn’t even have a personalized Twitter avatar. If you can’t demonstrate that you care, how can you expect a potential new employee to care?
TIP #5: Keep selling your company and follow up

Make sure your candidate has an amazing uxperience. One of the best recruiting resources is word of mouth.“The old mantra that the company holds all the cards in the employment landscape is rapidly deteriorating,” said Samuel Barnes (@Samuel_Barnes), Director of Talent Acquisition for ZanderMax Technologies. “We now have a candidate-centric market on our hands, which means that companies must: sell Millennials on why they should join, what their career progression will be, and most importantly, translate how they’ll make an impact on not just the company, but the world.”

All of this company selling has to be done with rapid-fire communications. “Millennials have rarely faced delays in communication or the acquisition of information,” said Stacia Argoudelis (@staciargoudelis), Area Director of Academic Coaching Institute.

Adapt their communication style and respond quickly, or as Barnes warned, even an excellent employment opportunity can “slip through the cracks.”
TIP #6: Be respectful of all recruits, including the ones that didn’t make the cut

Always acknowledge they applied.“It’s particularly important that you maintain good relationships with Millennial recruits – regardless of whether they get the job or not – as they’ll be the first to tell their friends and family about their experience. Make it a good one, and you can turn recruits into recruiters,” said McDonald of BuildASign.

In an experiment, Gerry Crispin (@gerrycrispin), Co-founder of CareerXroads Colloquium, applied for jobs at the 100 of the best companies to work for. Only 32 percent of the companies alerted him when the position was filled. That means 68 percent did nothing. “That’s a bad candidate experience,” said Crispin.

 
TIP #7: Recruiters should expect and prepare for repeat business from Millennials

Listen to what people want. Telecommute, shorter work day, paid time off.Millennials are more project-oriented than they are company-loyal. If they lose interest on their current assignment, they’ll move on to something else. The frequency that Millennials change jobs is both a challenge and an opportunity for recruiters, explained Charles Caro, Executive Director at Rebounders United.

“Recruiters must use more inbound marketing techniques to build long-term relationships and relationship opportunities instead of more traditional outbound marketing techniques,” said Caro.
TIP #8: Build relationships with Millennials before they enter the market

Build a lucrative internship program“Identify the good technical students in their freshman and sophomore years and provide them with summer internships until they graduate,” advised Sandi St. John (@SandiStJohn), Director of Recruiting of Asynchrony Solutions, a division of Schafer. “You may have some additional training or ramp-up time but they will more than likely prefer to take a permanent job at a place they already know. Creating this up-front relationship will ‘secure’ a future hire.”
TIP #9: Live the company brand and culture

Be true to your brand… they’ll see it!Culture, which could be discussed in a book of its own, is critical for Millennials. If your corporate culture is suffering, unfortunately one simple tip in an article isn’t going to change anything.

Regardless, whatever your company brand or culture is, you must “be honest and genuine about the employer brand that you present to them,” said Gaurav Shah (@gauravshah), Group MD & CEO of the DeGroup and CMD and CIO of IndiaSocial Fund. “If the employer doesn’t live up to those presented brand values, they just simply quit. Loyalty comes only with living by those brand promises.”
TIP #10: Show what it’s like to work in your office

Make recruiting the 1st part of onboardingOne way to promote your company brand and culture is to simply show what it’s like to work in your office. You can do that one of two ways:

Invite potential hires to spend time in your office: At Asynchrony, they invite potential candidates to spend anywhere from an hour to half a day just to sit with their developers. It gives them a good idea what the working environment is like, and gets them excited about working there, explained Asynchrony’s St. John.

Shoot a “day in the life” video of your office: Create something very professional like what Rackspace does or hand out Flip cams to hiring managers and ask them to shoot short videos of people doing their job.

A video acts as a first level filter, allowing candidates to pre-interview their potential employer, and that will either repel or attract potential hires to actually apply, said Will Staney (@willstaney), Director of Talent Acquisition for SuccessFactors.

The other bonus of shooting “day in the life” videos is that candidates who watch these videos are far more knowledgeable when they come in for an interview, Staney said. If you ask them what influenced them to apply for the job they often refer to the culture picture that was created by the videos.

 

TIP #11: Accept failure

Project based internships. A win-win! We learn – they learn!Millennials are attracted to entrepreneurial environments that have a culture that accepts failure as part of the learning and innovation process.

Self-identified Millennial Richard Dedor of VaynerMedia said that it’s important to have “a culture where you absolutely believe and buy into the attitude that failure is okay, and we are going to try and try and try. It’s entrepreneurship and control of the future that my generation wants. Give it to them.”

At the Interop conference last year, I spoke with Google’s Vinton Cerf about Google’s culture of accepting failure.

 

TIP #12: Offer flexible work options

Work-flex benefits“Millennials don’t want to fit their lives into an inflexible job,” said Sara Sutton (@flexjobs), CEO of FlexJobs, “They’d much rather have the ability to blend their work and personal lives together in a way that makes sense for them.”

That flexibility can take on many forms such as telecommuting from home, a flexible schedule with non-traditional hours, or a Results Only Work Environment (ROWE).

“Gen Y want to build parallel careers with flexibility to balance ‘the other things’ in their lives. In short, they want what their parents are just now achieving,” said Sahar Andrade (@SaharConsulting), Executive Director of Sahar Consulting.
TIP #13: Offer training in the “cool” offices

SSell a lifestyle, not a job.ince so much IT and development work is location agnostic (hence the popularity of telecommuting) it’s an attractive perk to send employees to the best company office locations for the first one to three months of the job.

“It’s like a ‘study abroad’ program for professionals,” explained Zachary Dearth (@BostonZachD), Recruiting Manager for Randstad Technologies who has found that pitching the ability to work from a client’s international location in Rome is helping to get some of the better talent on board.
TIP #14: Build a community

Showcase opportunities to contribute, connect, and grow!This last tip bookends the very first tip in this article – to actually engage on social channels like Facebook and Twitter. Once you’re comfortable with social engagement, the next big step is to create a community where those interested can have open and frank discussions in a comfortable online/offline space with hiring managers and employees.

“Participants can share applicable news, post openings, offer advice, make introductions, describe company culture, set expectations for the hiring process, and build credible relationships. Once these relationships are established, job seekers have the know-how to make better choices when applying – they have insight into the company and the role they’re applying for,” said Lauren Smith (@Ascendify), Director of Marketing for Ascendify.
CONCLUSION: Millenials want the same things as other generations, but prioritize differently

We don’t focus on hiring Millennials. We focus on hiring people.While we do talk about Millennials being unique and demanding more, overall they truly want the same things as previous generations, said Steve Guine (@SGHRC), Project Staffing Manager at SGHRC. They may just prioritize differently.

“While this group grew up during a time of almost unprecedented technological achievement,” said Guine, “I think what makes this group more special is the fact that they have watched their parents and loved ones in their careers as they grew up and internalized some valuable lessons. This generation will not be married to the firm, as with the previous workforce, but rather spend more time with their family or in pursuits which bring them personal satisfaction. This, I feel, is the reason work-life balance takes center stage, as opposed to money.”

http://www.tlnt.com/2012/11/01/9-ways-hr-recruiting-technology-will-evolve-in-next-4-years/

Soon enough, we’ll have an idea of what the next four years at the White House will look like.

But technology is a bit harder to predict — and four years can have a dramatic difference in the products and services available for recruiters, HR professionals, and employers.

How will HR and recruiting technology evolve over the next four years?

1. Millennials will dictate evolution in HR Tech

Most of the 10 million Millennials entering the job market during the next three years will expect a far better candidate experience than today’s. This more-demanding “customer” of human resources dictates that HR technology be upgraded to initiate timely candidate interaction and utilize social media as a communication tool. Essentially, rather than the cold shoulder being given candidates now, evolving HR tools will deliver a digital handshake and a virtual smile.

– Mark Babbitt

2. Embrace social media, digital technology, online video hiring

With more and more applicants spending increasing amounts of their online time using social media, HR technology will find new ways to use the social space to find great candidates. Social media will be used to find a larger and more connected talent pool of candidates for companies looking for particular skill sets. While online video will be embraced as a better way to get to know these tech-savvy candidates faster and more personally than the traditional phone screens.

– Josh Tolan,

3. Video & crowdsourcing will impact HR technologies

Because HR is always looking to lower hiring costs, HR technology trends will shift toward techniques that not only work, but also save money. Two dirt cheap techniques that are kicking up the recruitment space are the use of video and crowdsourcing in the recruitment sphere. Video allows employers to explain a lot of information to job seekers in a more engaging format that can also promote their brand. Crowdsourcing is basically a ton of free help in creating and promoting a job. Stay tuned.

– Rob Kelly

4. A shift toward social performance

The talent management industry isn’t currently keeping up with the demands of employees who want user-friendly performance management platforms. Social Performance is slowly seeing adoption across the workforce, and this will continue in the next three years since it’s easy to use and deploy–not only HR, but for every leader and manager–in order to drive autonomy and results. It’s also ideal in meeting the need for HR processes to be continuous, and allows for more informal feedback in real-time.

– Morgan Norman

5. Force HR to grow to a highly strategic organization

HR Technology is making our lives as HR practitioners much more efficient — even in spite of the huge learning curve that most professionals face in adapting to new technology. As HR Tech continues to collect and display metrics, more and more businesses will be able to make strategic business decisions as a result of these findings — not just from C-Level conversations that leave HR out.

– Joey Price

6. Social capabilities integrated into the platforms

When a candidate applies for a position, a HR manager or hiring manager will see the application and their social profiles as an integrated aspect of their application. For example, it will show what company the candidate worked at, the recommendations they received while at that position from his or her LinkedIn profile, recent tweets, and Facebook wall posts.

– Sudy Bharadwaj

7. More advancements in technology, but focus on people will prevail

Technology has an important place in recruiting, but it cannot entirely replace human interaction. Technology will continue to enable quick and cost-effective recruiting through applicant tracking, screening, evaluating, and communicating. Smart hiring managers will use technology to their benefit, but recognize the need for in-person meetings and phone calls to discover who the candidate behind the computer is.

– Michele St. Laurent

8. Technology determining fit will Be critical

The ubiquity of a professional persona and the amount of structured and unstructured data surrounding it has created a massive problem determining signal from noise. The ability to create intelligent applications that leverage these data to quickly determine intent and fit will be critical to the success of any new recruiting technologies, otherwise there can only be incremental improvement to legacy systems.

– Michael A. Morell

9. Employer value proposition, branding will be real recruiting difference

It will become much more like CRM and less tailored to the application of active job seekers. Employer value proposition and branding will be the real difference makers and the technology will evolve to support this. It will enable talent acquisition leaders to engage with a community of talent via multiple channels.

http://www.tlnt.com/2012/11/01/9-ways-hr-recruiting-technology-will-evolve-in-next-4-years/

As all employers quickly learn, there’s a world of difference between a worker who’s correctly matched to their job and their organization, and one who is not.

But how do you find and match the right people to the right jobs? By including, in your comprehensive people strategy, a well-structured recruiting and selection program. The key to successfully developing such a program is to follow a proven recruiting process for the positions you need to fill. Resist the temptation to omit steps, because shortcutting the process can shortchange your results. Here’s what you’ll need to do:

 

1. Develop accurate job descriptions. Your first step is to make sure you have an effective job description for each position in your company. Your job descriptions should reflect careful thought as to the roles the individual will fill, the skill sets they’ll need, the personality attributes that are important to completing their tasks, and any relevant experience that would differentiate one applicant from another. This may sound fairly basic, but you’d be surprised at how many small companies fail to develop or maintain updated job descriptions.

2. Compile a “success profile.” In addition to creating job descriptions, it’s important to develop a “success profile” of the ideal employee for key positions in your company that are critical to the execution of your business plan. These might include such positions as team leaders, district managers and salespeople. For example, let’s say you currently have 20 salespeople. Within that group, you have four that are top performers, 12 that are middle-of-the-road and four that aren’t quite making the grade. If you could bump the number of folks in the top group from 20 percent to 33 percent, that could have a dramatic impact on your company’s performance.

To accomplish that goal, you need to profile everyone in the sales group to identify any skills and attributes that are common to the top group but missing from the other groups. Using this information, you’ll be able to develop a profile to help you select the candidates most likely to succeed in that position. Remember, you can’t tell if you’ve found a match if you’re not matching candidates against a specific profile.

3. Draft the ad, describing the position and the key qualifications required. Although some applicants will ignore these requirements and respond regardless, including this information will help you limit the number of unqualified applicants.

4. Post the ad in the mediums most likely to reach your potential job candidates. Of course, the Internet has become the leading venue for posting job openings, but don’t overlook targeted industry publications and local newspapers.

5. Develop a series of phone-screening questions. Compile a list of suitable questions you can ask over the phone to help you quickly identify qualified candidates and eliminate everyone else.

6. Review the resumes you receive and identify your best candidates. Once you post your ad, you’ll start receiving resumes…sometimes many more than you anticipated. Knowing what you’re looking for in terms of experience, education and skills will help you weed through these resumes quickly and identify potential candidates.

7. Screen candidates by phone. Once you’ve narrowed your stack of resumes to a handful of potential applicants, call the candidates and use your phone-screening questions to further narrow the field. Using a consistent set of questions in both this step and your face-to-face interviews will help ensure you’re evaluating candidates equally.

8. Select candidates for assessment. Based on the responses to your phone interviews, select the candidates you feel are best qualified for the next step in the process.

9. Assess your potential candidates for their skills and attributes using a proven assessment tool. A resume and phone interview can only tell you so much about a job applicant, so you’ll need a dependable assessment tool to help you analyze the core behavioral traits and cognitive reasoning speed of your applicants. For example, a good test will provide insights as to whether the individual is conscientious or lackadaisical, introverted or extroverted, agreeable or uncompromising, open to new ideas or close-minded, and emotionally stable or anxious and insecure.

The success profile you created for each position will help you determine which behavioral traits are important for that position. For example, you would expect a successful salesperson to be extroverted. On the other hand, someone filling a clerical position might be more introverted.

These assessment tests can be administered in person or online. Online testing and submission of results can help you determine whether the applicant should be invited for a personal interview.

10. Schedule and conduct candidate interviews. Once you’ve selected candidates based on the previous steps, schedule and conduct the interviews. Use a consistent set of 10 or 12 questions to maintain a structured interview and offer a sound basis for comparing applicants.

11. Select the candidate. Make your selection by matching the best applicant to the profiled job description.

12. Run a background check on the individual to uncover any potential problems not revealed by previous testing and interviews.

13. Make your offer to the candidate. The information you collected during the interview process will provide you with important insights as to starting compensation levels and training needs.

Additional Pre-Recruiting Tips

Before you start the hiring process, determine your strategy relative to how people fit into your organization. What is your process for making sure they’re a good fit with your company’s culture? Decide whether your approach to the cultural question should include a second interview. Also, who else, if anyone, do you involve in the interviews to help make this selection and judge the candidate? Your goal is to have a plan that will help you determine whether you have a qualified applicant who will fit into your company’s culture.
In addition, decide whether you’re going to conduct pre-employment testing. How much is it worth for you to know an individual’s strengths and weaknesses, not just as a hire/don’t hire test, but as a coaching tool to help you determine their training needs and the best approach to maximize the person’s productivity? Pre-employment testing is often overlooked, when it could be a very valuable tool. For example, if you find an applicant who fits the job description and appears to be the person you want to hire, pre-employment testing can help you determine how to work with them more effectively and move them along in your organization.

If you want your business to attract and retain good clients, your comprehensive people strategy must include a recruiting and selection strategy that attracts and retains quality employees. Following a well-thought-out, structured process will help you best match the right people to the right jobs in your company.

Read more: http://www.entrepreneur.com/article/76182#ixzz2nDzJi1CD

Due to increasing competition many employees succumb to the pressure job change at regular intervals. It is important for a company to spot the problem and find solutions to ensure that they can retain their employees. We discuss the various challenges faced by employees and also the retention strategies adopted by various pharma companies.

Being happy and satisfied at work is a rare combination. For the employee, it not only gives the feeling of being worthy but also helps him/her give their best to the company. However, there are a few problems being faced by employees today in terms of compensation, a healthy work environment, a support team and many more that ultimately lead to attrition. Being a highly organised and knowledgeoriented industry, pharma sector requires employees who are highly skilled and talented; the loss of an employee may affect the company negatively.
Core of the problem
As globalisation has kicked in and a number of MNCs have entered the Indian pharmaceutical industry space, resulting in increased exposure for the employee. This in turn has increased the expectation an employee has from an organisation. Due to these expectations, a number of issues have come to the surface. “Though there is ample skill available in the market, the sole problem of finding the right candidate for the right job still remains. Pharmaceutical companies today are not able to find the best candidate for their positions due to the same reason,” informs D G Rajarshi, Managing Consultant, Pharma Resource.
The production or R&D experience required for one company may not be the same everywhere, and hence, it is important that the candidate is extremely specialised in his/ her field. Due to which it is also important that recruitment is done after a close look at the candidate’s profile.
Inspite of being aware of this a number of companies rush through the process of recruiting a fresher. “At the entry level, companies are in a hurry to recruit people as they believe they can train the employee as per their requirements, so whichever is the quickest recruitment they go ahead with that. But in my opinion the entry level recruitment is the most crucial of the lot. As the employee is a beginner it is important to ensure that the candidate is hired for a department he/she has an inclination towards; only then will they be in a position to produce the desired results. Today, manpower is available and India is churning up a lot of qualified graduates, but the required importance to technical skill is not given; the focus should be technical skills and not soft skills. It is only when the outlook towards this changes, will the entry level problems wash away,” explains Rajarshi.
One of the topmost problems being faced besides entry level recruitment is the increasing attrition rate. Several factors aid to this; right from the work environment, promotional avenues, compensation, etc. Another factor is redundancy; with fast developing technology even the most experienced people in the industry are overpowered by the feeling of being redundant as they do not have access to the latest upgradation programs and lack training. “The work environment also plays a major role. The work environment of a company depends on the culture of the particular company, which varies from one company to the other. It is found that most of the new recruits tend to compare the work culture of the current company with that of their previous one. As no two companies can be the same; there is always a difference and this comparison forces people to get into a shell and not produce the desired results, or sometimes even think of a job change,” says Rajarshi.
Also, companies in the pharmaceutical sector do not involve the family as much as the other industries do. Motivation from within the home is very poor. “A few challenges are also being faced in terms of sourcing profiles for unique positions, ie, bio analytical, FDA auditing skills, lack of good communication skills, lack of domain knowledge, frequent job changes by candidates – low on employer stickiness and absorbent salary expectations at senior levels and more offer drops,” informs Suresh Anubolu, Chief Human Resources Officer, GVK BIO. Though these factors play a vital role in making an employee leave an organisation, there are various ways in which these can be worked upon and exits can be restricted.

 

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