Five Strategies to Effective Recruiting in a Candidate Driven Market

This is part one of our five-part series about effective recruiting in a candidate driven market.

By: Edna Nakamoto and Jessica Barrett

5 strategies to effective recruitingRecruiting today is not the same as it was even a few short years ago. The market is candidate driven, meaning the talent you’re seeking is receiving multiple offers at a time, being contacted by recruiters regularly, and in the position to change employers easily when their work stops being fulfilling. If you or your team are looking at making your recruiting more effective as you navigate these market changes, or are just jumping into recruiting, join us for our five-part series about effective recruiting in a candidate drive market.

Strategic Planning and Determining Need
Determining staffing needs can at times be some of the more critical decisions employers are faced with. There can be the tendency to automatically back-fill a termination, or add to staff based on a recent increase in workload. The key to successful staffing lies in a strategic plan based upon a clear assessment of long-range business goals, existing skill set, trends in work volume, and evaluating your skills gap. Planning appropriately will ensure you are well positioned to hire the right person for the position and the team.

Assessing NeedAssessing Need
It can be common to want to replace someone immediately upon their exit, but this is an ideal time to step back and assess the true needs of the team and the department. Whether a vacancy is open because of a resignation or termination, or, you are considering adding a new position, there are several things you’ll want to assess first.

  • Does the department still require this role? Take a look at the work that was being done. Could the accountabilities of that role be dispersed among the existing team members without placing an unfair burden on them? Analyze the work hours, part-time and full-time status of the current associates, and any potential changes in status some may be looking to make before determining the status of the position you are looking to fill. Are there any existing team members voicing a desire for growth or a change in responsibilities?
  • Consider the existing workload of the team and the department. What are the trends that the department experienced throughout the last twelve months? Is this the optimal time to be filling the position, or should it wait? What changes in the business can you anticipate in the next six to 12 months? Does the department have this role budgeted appropriately? Now is a good time to work with your compensation analyst to assess on-going budget requirements for this role, especially if you are adding a new position.
  • Is there an available and qualified recruiting staff in place to assist in filling this position? Do you have high-quality recruiting software in place? For example, if you’re preparing for upcoming seasonal hiring, systems like TAM can be up and running in a week.
  • Is there staff available to train and mentor a new employee at this time? If you don’t onboard someone well, you run the risk of losing them too soon.

Evaluating Position
Once it is determined that a vacancy should be filled, there are still some questions to answer before proceeding. Start by assessing the following:

  • Especially in the case of a replacement, review the position to make any potential changes to tasks and responsibilities that need updating or eliminating, perhaps as a result of a change in technology or systems now being used, or new skills or expertise needed to fulfill the expectations of the role.
  • Analyze the core competencies of the team and the department as a whole. What core skills are missing? Are there any skills that could be used in the near future?
  • Are there any expected changes coming within the team or department that may affect this position?
  • Work with your compensation analyst to ensure that the role is properly classified.

job descriptionsCreating a Job Description
Before you can begin recruiting to fill your position, it’s imperative that you have a quality job description prepared. There can be a tendency to be overly restrictive and not think about those items that are showstoppers versus “nice-to-have’s”. Overall, one of the most critical elements of a job description are the core competencies. These are used to establish expectations and requirements of the position, create interview questions, and evaluate the performance of that position. In addition to core competencies, there are several key things that a job description must have:

  • Job Title. These should be consistent throughout your department and organization.
  • Company Name. Especially for those organizations with several divisions or entities, you will want to be very clear about which vertical this position will be aligned with.
  • Location. This is critically important for organizations with multiple divisions and locations.
  • Travel Requirements. Don’t sugar-coat this, be sure that your potential new hire knows exactly what he/she can expect as it relates to the percentage of travel this role will require.
  • Work Hours. Indicate whether or not this position is full-time or part-time, the shift, beginning and ending times, and days of the week that this position requires.
  • Working Conditions. Describe the environment that he/she will be working in.
  • Years of Experience. Indicate the minimum number of related years of experience required to qualify for this position.
  • Reporting Structure. Include to whom this person will report, and the job titles of those people who will report (if any) to this person.
  • Overview. Provide a brief description of what the department responsibilities and accountabilities are.
  • Essential Functions. Describe the main duties and responsibilities required to be completed and performed by this person, with or without accommodation.
  • Skills. List the skills and abilities included in this position, to include safety, managerial/supervisory levels, working relationships, and corporate/team and personal objectives.
  • Requirements. Explain the knowledge, experience, and educational background required to qualify for this position.
  • Pay. Indicate whether or not this position is an hourly or salaried position. You may also want to include any additional benefits provided.
  • Compliance. If you are an EEO employer, this must be indicated on each job description. You will also want to include language as it relates to diversity and Affirmative Action.
  • Physical Requirements. To be compliant with the Americans with Disabilities Act (ADA) you’ll want to be especially thoughtful about how physical requirements are worded so that you are not improperly exclusionary. As an example, requiring employees to have the ability to “stand”, that language would be exclusionary if the position requires the employee to use a cash register since a simple accommodation would be to provide a stool.

key performance indicatorKey Performance Indicators
If you’re a larger organization with a recruiting team, before beginning the recruiting process, you will want to establish some Key Performance Indicators (KPI’s) to measure the results and evaluate your success against them.

  • Determine which KPI’s are important for the recruiting function and for the business.
  • KPI’s should be included in each recruiter’s performance plan.
  • The recruiting process is commonly measured on the following: Time to Fill (TTF), Cost Per Hire (CPH), Quality of Hire (QOH, evaluated by hiring manager based upon time to productivity/retention).
  • Be sure to continuously re-evaluate KPI’s to make sure they are in line with corporate and economic changes.
    Once you have successfully gone through these steps and answered these important questions, you are ready to begin the recruiting process. In Part Two of this series on recruiting, we will take a look at recruiting strategies, resources, and processes.

To learn more about how TAM can assist you in creating a quality candidate experience, contact us today!

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Three Strategies for Staying in Compliance with Wage and Paid Sick Leave Changes


Business cartoon showing businessman with therapist and saying, 'my industry has probably transformed again just since we started this session'.Several states throughout the nation continue to experience significant change as it relates to employment. As of July 1, 2016, still more changes will be going into effect, and employers will need to be ready. These changes, affecting minimum wage and paid sick leave (PSL), can be expected to continue throughout the country.

In response to concern over the need for a living wage, State and municipalities are raising minimum wages and creating  their own PSL laws. A great example is Continue reading

Biggest Isn’t Always Best – Choosing the Right Applicant Tracking System for Your Business

dog doorThere are times when we assume that bigger is, of course, better. A bigger house, a bigger car, a bigger office. Through experience, we come to learn that bigger is definitely not always better. Just like a bigger house isn’t necessarily the best fit for a single person, or a sports car the right choice for a family of eight, your Applicant Tracking System (ATS) isn’t necessarily the better fit, just because it’s the biggest option on the market.

In the world of Applicant Tracking Systems, there are three different profiles companies generally fit into:
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6 Must Follow Steps for Compliant Background Checks

background checks TAM and GoodHire recently joined forces to present a webinar on background checks. They discussed the FCRA requirements that result in the most claims and how to comply, the role and requirements of the EEOC, when and how to use employment credit checks and drug screening, and how ban-the-box laws affect background checks.

In addition to reviewing relevant state laws and consulting with legal counsel, here are six must follow steps to create compliant employment screening policies for your business.

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Do popular interview questions actually work?

panel interviewThroughout the years, several popular interview questions have surfaced as the “most common”, many of which are regularly used by companies and businesses to assess whether or not a candidate is right for the job. It’s easy to default to these popular questions we’ve always used because they’ve been around for years, and they’re what everyone expects and prepares for. But are those questions really effective? Let’s unpack that question by taking a closer look at a few common interview questions:

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3 Important Questions to Ask About Employment Credit Reports

CreditWhen New York City passed the nation’s most severe restrictions on employment credit reports in 2015, it joined 11 states and several other cities that limit the practice. Similar legislation is pending in 17 other states and at the federal level.

Even in places that have passed bans, though, exemptions exist. That’s because, despite the controversy, employment credit checks play an important – and in some cases required – role in due diligence around hiring.

The Controversy
A 2012 survey from the Society of Human Resource Management found that 45% of employers run employment credit reports to reduce or prevent theft, while 22% run them to reduce legal liability for negligent hiring.

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9 Recruiting Resources You Won’t Want to Miss

recruiting resources
As a recruiter, it’s easy to get so buried in the weeds at times that we forget there are thousands of other people out there having the same challenges and asking the same questions. Indecisive hiring managers, frustrating candidates, too many requisitions to fill, and not enough hours in the day. The good news is that in those moments when you come up for air, or at least another cup of coffee, there are resources available to not only support you, but to remind you that you are never in this recruiting gig all alone.
There are some fantastic sites and blogs out there that if you’re not already familiar with, are worth your time to check out. The following list is made up of resources that provide a world of information on recruiting and Human Resources, but not in the most traditional way, which is just one of the many things that make them so enjoyable. Continue reading

The Reality of Glassdoor – Have you seen what your employees are saying about you?

5-25 imageYears ago, companies could hide behind their impressive buildings and stock earnings, leaving potential employees wishing for a glimpse behind the marble-tiled foyer to find out how it might feel to be one of “them”. Knowing someone who worked there might be the lucky break that could give them the inside scoop they needed to find out bits of knowledge regarding salaries, corporate culture, and advancement opportunities.  This would sometimes be all the first-hand information available to a job-seeker before deciding to interview with a company they admired from afar.

Those days are over.

Not only are companies more purposely transparent through the use of websites and a heavy social media presence, but because of sites like Glassdoor, a TAM Integration Partner, their current and past employees have the opportunity to share anything they care to about things like pay, benefits, working conditions, hours, growth potential, and leadership. (see below information on the upcoming Glassdoor webinar)

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California Leads Nation in Gender Pay Reform

equal payFor over fifty years there have been laws in place requiring equal pay for men and women doing the same job. Even so, discrepancies in pay still persist. In California, where the new equal pay law, the Fair Pay Act, went into effect the first of the year, data introduced into legislation shows women being paid 84 cents for every dollar made by their male counterparts.

The Fair Pay Act, voted in with virtually no opposition, aims to make it harder for employers to require employees to do the same work, but pay some workers less because of job titles. Now, companies will be required to really take a look at each position, and the work required, and assess pay based upon the work actually being done. Rather than justifying pay with job titles, employers will need to thoroughly assess job responsibilities and requirements.

This new law may be most beneficial to those in positions typically classified as laborers such as housekeepers. In this example, a housekeeper commonly does the same work as a custodian, but because of their job title, is paid a lower rate.

Pay inequality may exist due in large part to the fact that people don’t know they’re being under paid. Within most companies, the culture is such that discussing pay is strictly prohibited. The Fair Pay Act prevents employers from terminating or punishing workers who discuss their pay with coworkers.

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Is Your Online Employment Application Applicant Friendly?

Digital tablet pc showing online job application form

You’re confident that you have a great company culture. Your current employees are happy and retention is at an all-time low. Why, then, are you struggling to get enough applicants to fill your open positions?

More than likely, the problem is with your online application process.

Imagine a candidate coming to your site ready to apply. They’ve already done their research, been on your social media sites, checked out Glassdoor reviews, and visited your website. After thirty minutes of trying to navigate a system that asks multiple choice or yes/no questions, many of which don’t feel like a fit, and then requiring them to both download a resume and enter in the exact same information into separate fields, the candidate becomes frustrated and gives up. This is especially true when the candidate has the option of applying to several other companies.

Too often, companies are asking would-be applicants to work through a complicated or confusing online application that is time-consuming, has technical problems or glitches, and asks for a tremendous amount of information.

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