QUESTION :
What do you think are the advantages of Work From Home Policy of a Company ?
RAGHAV :
Many companies have realized the need to provide better work options to its employees. The following article captures the top 10 benefits of WFH Policy.
Happy Reading
Raghav
Founder HRinIndia
Indias Biggest HR Network
www.hrinindia.in
#
HR Guru & Strategist
Bangalore, India
9880080321
---------------
You want to work from home, but your boss might not support the idea. Don’t blame your boss — it’s a lot of change. Don’t make the mistake of telling your boss that you’ll be happier, and therefore more productive, working from home. Your boss won’t care about your state of mind. Instead, spend a little time researching telecommuting statistics that your boss can care about. In short, show your boss how telecommuting will improve or help business.
#1: Your place is cheaper than theirs
Office space doesn’t come cheap. Rented office space runs the extremes, but with an average of $33 a square foot (per year), it adds up. According to Innovisions Canada, organizations can eliminate one office for every three telecommuters. Just a few money-saving examples should encourage any manager to consider your proposal:
· AT&T reduced office-space costs by 50%.
· IBM saved $56 million a year after reducing office space by 2 million square feet.
· Merrill Lynch saves $5,000 to $6,000 a year for each office it eliminates.
· Georgia Power saves $100,000 a year after reducing office space.
· The March 2008 issue of The Teleworker reports that Dow Chemical’s administrative costs dropped 50% and it attributes 1% of those savings to telecommuting.
Realistically, you’re just one person, but you could start a trend. The movement has to start somewhere. If it’s good for big business, why not yours?
#2: Your productivity will increase
It’s hard to convince some managers that you’ll be more productive at home. Seeing your little bobblehead lends comfort, albeit false security. Just because your boss can see you doesn’t mean you’re working. If your word won’t get the job done, try statistics:
· According to a 2008 survey by Computing Technology Industry Association (CompTIA), 67% of respondents said their organizations were productive thanks to part-time and full-time telecommuting.
· In the March 2008 issue of The TeleWorker, American Express claims its telecommuters produce 43% more business than officer workers.
· A survey by the Massachusetts Division of Energy Resources and the Massachusetts Highway Department reported an improvement in productivity: 82% to 87%of telecommuting employees felt they were more productive; 96.7% to 100% of supervisors reported increased productivity for their telecommuters.
Then there’s the creative aspect, which is hard to quantify. Frankly, some of us get more work done between 3:00 AM and 5:00 AM than those at the office working 8:00 AM to 5:00 PM. Now, this is more about you than the business, but it won’t hurt to let your employer know that you often work those extra hours, if you do.
The word is out: Telecommuting employees spend more time working when they’re not commuting and interacting with co-workers.
#3: Employee retention will go up
Threatening to quit if you can’t work from home is a bad idea; few of us are indispensable. However, if you have a long commute, working from home is a reasonable request. If you’re a valued employee, working from home a few days a week is preferable to losing you to a company that’s closer to home.
In CompTIA’s 2008 survey, 37% of respondents said telecommuting improves employee retention. Another 39% said they have access to more qualified personnel, who don’t always live within commuting distance, thanks to telecommuting.
A recent study by The Journal of Applied Psychology found that stress due to tense relationships at work is a major factor in the decision to quit a job. These people aren’t hard to get along with, they just don’t like office politics. Telecommuting, at least part-time, can reduce that stress and keep key people from leaving your organization. That kind of give and take has the added bonus of building company loyalty.
#4: You’ll increase your billable hours
Anyone who bills clients directly knows how difficult it is to differentiate billable tasks from non-billable interruptions. When other people have access to you, they access you! At the end of the day, how much time did you actually spend on billable tasks? At home, you have fewer interruptions and that adds up to more billable hours. That means more revenue, quicker solutions, and more time for new clients, which means more money.
#5: You’ll be running with the crowd
Everybody’s doing it. Robert Half Technology surveyed 1,400 CIOs and found that 47% offered more flexible schedules, including telecommuting, to improve job satisfaction and build loyalty. Here are a few more national statistics from WorldatWork:
· 12.4 million U.S. workers telecommute at least one day a month.
· The number of employees who telecommute one day a month increased 25% from 2004 to 2005.
· WorldatWork estimates that 100 million U.S. workers will telecommute by 2010.
#6: Your relationships will improve
The study by The Journal of Applied Psychology mentioned earlier found that telecommuting helped improve the relationships between supervisors and staff. In a telecommuting environment, everyone works hard to stay in touch. They see each other less, but they often communicate more efficiently and effectively than people sharing the same office space.
#7: It’s the green thing to do
Being green isn’t just trendy, it can save your company money. A study commissioned by the US Consumer Electronics Association (CEA) reported that telecommuting saves 9 to 14 billion kilowatt-hours of electricity per year — the equivalent of one million U.S. households. That equates to energy savings for your company. How much will of course depend on the company’s size and the number of employees who are telecommuting. The study also estimated that 3.9 million telecommuters reduce fuel consumption by about 840 million gallons and carbon dioxide emissions by nearly 14 million tons. While that won’t change your department’s bottom line, with today’s gas prices, your boss might decide to start telecommuting too!
Traffic isn’t just about fuel and emissions. The Texas Transportation Institute concluded that gridlock (traffic) cost $78 billion annual, or 4.2 billion lost hours. Instead of sitting in traffic, you could be working, if you worked at home.
#8: Politicking will go down
It’s hard to share gossip from a home office. Yes, there’s always e-mail, IM, and phone calls, but it just isn’t the same. You might not be prone to participating in office politics or gossip, but sharing the same space with those who are affects your attitude and even your work. Nothing zaps productivity and morale like gossip and rumors. A home office can filter (protect you from) the undesirable aspects of sharing space with miserable human beings. If this is a problem, believe me, your manager already knows it. Showing sensitivity to t
he issue and wanting to separate yourself from it is admirable and professional.
Warning: Not every boss will agree with you. Some believe you should be above such shenanigans and you will appear petty if you even hint at such problems. Know your boss before you put this one on the table.
#9: You’ll be more accessible
In an episode of Seinfield, George napped under his desk. Everyone thought he was very busy because he was never available. He was really just asleep. If you’re not in your office, maybe you’re in the copy room, or a conference room, or the library — there are many places to hide at work.
If your boss calls your home office and you don’t answer, just where are you? Realistically, you could be busy with a biological call, letting the dog in, letting the cat out, and so on. The point is, you can’t hide at home for very long. You must return a voicemail or e-mail quickly because your boss knows you’re not in the copy room, a conference room, or the library. You’re at home, and your boss knows where you live.
Not only are you more accessible to your boss and co-workers, you’re more accessible to clients. Business hours and time zones don’t limit you. (On second thought, maybe you might want to keep that benefit to yourself.)
#10: It’s a weather-proof arrangement
In January 1994, my employer shut down for a full week after Mother Nature dumped about 20 inches of snow on the region. Depending on where you work, this might be an important issue. Weather won’t disrupt your commute across the hall.
Source : techrepublic.com
Author : Susan Harkins
Friday, October 24, 2008
Saturday, October 18, 2008
How will a company benefitted by SAP HR ?
QUESTION :
Raghav Sir,
Can you please let me know how a company can benefit from implementing SAP with particular reference to SAP
RAGHAV :
A good question.
A classical example of how Jet Airways was benefited implementing SAP is given in the below mentioned article. To give a brief introduction about ERP - wikipedia defines Enterprise resource planning (ERP) as the planning of how business resources (materials, employees, customers etc.) are acquired and moved from one state to another.
An ERP system supports most of the business system that maintains in a single database the data needed for a variety of business functions such as Manufacturing, Supply Chain Management, Financials, Projects, Human Resources and Customer Relationship Management.
An ERP system is based on a common database and a modular software design. The common database can allow every department of a business to store and retrieve information in real-time. The information should be reliable, accessible, and easily shared. The modular software design should mean a business can select the modules they need, mix and match modules from different vendors, and add new modules of their own to improve business performance.
Ideally, the data for the various business functions are integrated. In practice the ERP system may comprise a set of discrete applications, each maintaining a discrete data store within one physical database.
If you wish to know how Jet Airways benefitted by SAP HR click here :
www.hrudaya1.blogspot.com
Happy Reading !
Raghav
Founder HRinIndia
Indias Biggest HR Network
www.hrinindia.in
raghav@hrinindia.in
#
HR Guru & Strategist
Bangalore, India
9880080321
Raghav Sir,
Can you please let me know how a company can benefit from implementing SAP with particular reference to SAP
RAGHAV :
A good question.
A classical example of how Jet Airways was benefited implementing SAP is given in the below mentioned article. To give a brief introduction about ERP - wikipedia defines Enterprise resource planning (ERP) as the planning of how business resources (materials, employees, customers etc.) are acquired and moved from one state to another.
An ERP system supports most of the business system that maintains in a single database the data needed for a variety of business functions such as Manufacturing, Supply Chain Management, Financials, Projects, Human Resources and Customer Relationship Management.
An ERP system is based on a common database and a modular software design. The common database can allow every department of a business to store and retrieve information in real-time. The information should be reliable, accessible, and easily shared. The modular software design should mean a business can select the modules they need, mix and match modules from different vendors, and add new modules of their own to improve business performance.
Ideally, the data for the various business functions are integrated. In practice the ERP system may comprise a set of discrete applications, each maintaining a discrete data store within one physical database.
If you wish to know how Jet Airways benefitted by SAP HR click here :
www.hrudaya1.blogspot.com
Happy Reading !
Raghav
Founder HRinIndia
Indias Biggest HR Network
www.hrinindia.in
raghav@hrinindia.in
#
HR Guru & Strategist
Bangalore, India
9880080321
Thursday, October 16, 2008
Please let me know more about emerging Trends in HR Outsourcing
Question :
Raghav can you please let me know about the latest in emerging HR Outsourcing trends in India.
Raghav :
It is glad that you have asked a very good question. HROutsourcing is a very big business in the US and in India it is yet to catch up. Please go through the article and the link to understand the progress in this regard.
Happy reading
Raghav
Founder HRinIndia
Indias Biggest HR Network
www.hrinindia.in
raghav@hrinindia.in
#
HR Guru & Strategist
Bangalore, India
---------
Article :
With the growing market there are a number of vendors available who cater to the diverse needs of various markets and provide HR services, including staffing, payroll, benefits administration, training, employee relations, and compensation. Consequently, what started in the 1980s as a simple payroll outsourcing has exploded into a $32 billion a year business involving all facets of HR. In just four years, one HR services provider--Exult--has grown from a start-up with a handful of people to an established company with 1,500 employees and more than $400 million in annual revenues. Other big players include Accenture HR Services, ADP, Fidelity, Hewitt, and Convergys.
To read further click here : http://tinyurl.com/4kbsbb
Author : Sanjib dutta
Source : www.icmrindia.org
SPONSORED LINK
For professional advise on HR policies / practices get in touch with us -
Sowmya
sowmya@ravinaconsultants.com
www.ravinaconsultants.com
No.429 Mahaveer Tuscan, Hoodi,
Whitefield Mahadevapura PO
BANGALORE, KARNATAKA 560048
India
9880080321
Raghav can you please let me know about the latest in emerging HR Outsourcing trends in India.
Raghav :
It is glad that you have asked a very good question. HROutsourcing is a very big business in the US and in India it is yet to catch up. Please go through the article and the link to understand the progress in this regard.
Happy reading
Raghav
Founder HRinIndia
Indias Biggest HR Network
www.hrinindia.in
raghav@hrinindia.in
#
HR Guru & Strategist
Bangalore, India
---------
Article :
With the growing market there are a number of vendors available who cater to the diverse needs of various markets and provide HR services, including staffing, payroll, benefits administration, training, employee relations, and compensation. Consequently, what started in the 1980s as a simple payroll outsourcing has exploded into a $32 billion a year business involving all facets of HR. In just four years, one HR services provider--Exult--has grown from a start-up with a handful of people to an established company with 1,500 employees and more than $400 million in annual revenues. Other big players include Accenture HR Services, ADP, Fidelity, Hewitt, and Convergys.
To read further click here : http://tinyurl.com/4kbsbb
Author : Sanjib dutta
Source : www.icmrindia.org
SPONSORED LINK
For professional advise on HR policies / practices get in touch with us -
Sowmya
sowmya@ravinaconsultants.com
www.ravinaconsultants.com
No.429 Mahaveer Tuscan, Hoodi,
Whitefield Mahadevapura PO
BANGALORE, KARNATAKA 560048
India
9880080321
Can you please let us know some Best HR Policies ?
Dear Raghav - Can you please let us know some Best HR Policies ?
Raghav :
I found the following interesting. Try them it should work.
People are our strength . The Group therefore invests time in people as well as tasks related issues. It aims to create teams that produce "success" and "productive harmony". Some of the People initiatives are:
• Discipline –
Consistent effort to create a work environment, where positive supervisory interactions encourage employees to develop and practice self-discipline. A strict guideline has been formalized so that whenever an act of indiscipline is noticed, The Fuctional Head initiates appropriate action. This however does not consist of the unpleasant task of “chiding employees” instead the act of indiscipline is addressed through counseling that encourages problem solving without over formalizing the procedure - an act The Group strongly believes in.
• Counselling –
Encouragement of counseling at workplace to enable problem solving both personal and professional. The HR department organizes open houses wherein employees share and discuss their frustrations and problems. This enhances the capacity to deal with problems by generating appropriate alternatives.
• Wellness Programme –
Group Medical Insurance and Personal Accident Insurance benefits for all employees. Apart from this Xenitis Staff enjoys a free Medical Check-up for themselves and their family members from time to time.
• Regular Meetings –
Spending time with employees, understanding their changing preferences, creating a challenging environment and addressing unacceptable behaviors immediately. Overall to ensure effective communication and openness in the team.
• Encouragement of knowledge enhancement –
Promoting Self Development Assistance Scheme wherein the employees are encouraged to apply for study courses particularly in the areas relevant to The Group's business.
• Regular performance reviews –
Regular Performance reviews help supervisors feel more honest in their relationships with their subordinates and feel better about themselves in their supervisoral roles. Subordinates are assured clear understanding of what's expected from them, their own personal strengths and areas for development that enhances a solid sense of their relationship with their supervisor.
• Encouragement of flexible work arrangements –
The Group tries to ensure that maximum benefits of the flexible work arrangements like Flex time, Telecommuting and Job Sharing can be reaped both by the employee and itself.
• Management Skills Development –
In an effort to augment the management skills, The Group sponsors a series of seminars focused on change management, innovation, and customer service. This stimulates infusion of good management ideas, practices, and innovations from outside and improve administrative effectiveness, productivity, and systems. This also stimulates innovative thinking.
• Reward Program –
The Group endeavours to recognize employees, individually and in teams, for their contributions in support of organizational objectives.
The Reward programmes have been put in place so that The Group's strategic goals can be accomplished.
It emphasizes reward outcomes that improve customer service, eliminate waste, or simplify processes.
It continuously strikes a balance in awarding individual and team accomplishments, communicating the importance of team participation and team successes.
Source : www.xenitisgroup.com
SPONSORED LINK
For professional advise on HR policies / practices get in touch with us -
Sowmya
sowmya@ravinaconsultants.com
www.ravinaconsultants.com
No.429 Mahaveer Tuscan, Hoodi,
Whitefield Mahadevapura PO
BANGALORE, KARNATAKA 560048
India
9880080321
Raghav :
I found the following interesting. Try them it should work.
People are our strength . The Group therefore invests time in people as well as tasks related issues. It aims to create teams that produce "success" and "productive harmony". Some of the People initiatives are:
• Discipline –
Consistent effort to create a work environment, where positive supervisory interactions encourage employees to develop and practice self-discipline. A strict guideline has been formalized so that whenever an act of indiscipline is noticed, The Fuctional Head initiates appropriate action. This however does not consist of the unpleasant task of “chiding employees” instead the act of indiscipline is addressed through counseling that encourages problem solving without over formalizing the procedure - an act The Group strongly believes in.
• Counselling –
Encouragement of counseling at workplace to enable problem solving both personal and professional. The HR department organizes open houses wherein employees share and discuss their frustrations and problems. This enhances the capacity to deal with problems by generating appropriate alternatives.
• Wellness Programme –
Group Medical Insurance and Personal Accident Insurance benefits for all employees. Apart from this Xenitis Staff enjoys a free Medical Check-up for themselves and their family members from time to time.
• Regular Meetings –
Spending time with employees, understanding their changing preferences, creating a challenging environment and addressing unacceptable behaviors immediately. Overall to ensure effective communication and openness in the team.
• Encouragement of knowledge enhancement –
Promoting Self Development Assistance Scheme wherein the employees are encouraged to apply for study courses particularly in the areas relevant to The Group's business.
• Regular performance reviews –
Regular Performance reviews help supervisors feel more honest in their relationships with their subordinates and feel better about themselves in their supervisoral roles. Subordinates are assured clear understanding of what's expected from them, their own personal strengths and areas for development that enhances a solid sense of their relationship with their supervisor.
• Encouragement of flexible work arrangements –
The Group tries to ensure that maximum benefits of the flexible work arrangements like Flex time, Telecommuting and Job Sharing can be reaped both by the employee and itself.
• Management Skills Development –
In an effort to augment the management skills, The Group sponsors a series of seminars focused on change management, innovation, and customer service. This stimulates infusion of good management ideas, practices, and innovations from outside and improve administrative effectiveness, productivity, and systems. This also stimulates innovative thinking.
• Reward Program –
The Group endeavours to recognize employees, individually and in teams, for their contributions in support of organizational objectives.
The Reward programmes have been put in place so that The Group's strategic goals can be accomplished.
It emphasizes reward outcomes that improve customer service, eliminate waste, or simplify processes.
It continuously strikes a balance in awarding individual and team accomplishments, communicating the importance of team participation and team successes.
Source : www.xenitisgroup.com
SPONSORED LINK
For professional advise on HR policies / practices get in touch with us -
Sowmya
sowmya@ravinaconsultants.com
www.ravinaconsultants.com
No.429 Mahaveer Tuscan, Hoodi,
Whitefield Mahadevapura PO
BANGALORE, KARNATAKA 560048
India
9880080321
Recruiters Transition from Consulting to Corporate Jobs
Moving from Consulting to Companies !
One of the greatest bug that bites anyone who is into recruitments in consulting companies is to move to Corporate. Obviously there are many cases of recruiters moving from consulting firms to corporate corridors !
Understandably corporate firms give more benefits besides offering job security. Basically the content of the job remains the same - as they used to work in staffing companies.
How to Move ?
The next big question is how to make a transition from Consulting firm to Corporate Job ?
There are many ways you can explore and explain few :
Talk :
By virtue of having worked with your clients you must have established good contacts in the Industry. Try talking to them about your ambition of moving to their company and explore if there exists any opportunity in them ! Just in case the company where your contacts are working do not have any job openings in recruitments ask them if they can suggest any other company that is seeking to hire recruiters !
Most of the companies surely wish to hire aggressive recruiters from leading search firms - they are becoming favorite hunting ground for them to source recruiters from recruitment companies.
Apply :
Keeping your ears to the ground will help you out in reaching your dream job in corporate company.
Have more questions go ahead and mail to askhrinidia@gmail.com
Raghav
Founder HRinIndia
Indias Biggest HR Network
www.hrinindia.in
#
HR Guru & Strategist
Bangalore, India
9880080321
One of the greatest bug that bites anyone who is into recruitments in consulting companies is to move to Corporate. Obviously there are many cases of recruiters moving from consulting firms to corporate corridors !
Understandably corporate firms give more benefits besides offering job security. Basically the content of the job remains the same - as they used to work in staffing companies.
How to Move ?
The next big question is how to make a transition from Consulting firm to Corporate Job ?
There are many ways you can explore and explain few :
Talk :
By virtue of having worked with your clients you must have established good contacts in the Industry. Try talking to them about your ambition of moving to their company and explore if there exists any opportunity in them ! Just in case the company where your contacts are working do not have any job openings in recruitments ask them if they can suggest any other company that is seeking to hire recruiters !
Most of the companies surely wish to hire aggressive recruiters from leading search firms - they are becoming favorite hunting ground for them to source recruiters from recruitment companies.
Apply :
Keeping your ears to the ground will help you out in reaching your dream job in corporate company.
Have more questions go ahead and mail to askhrinidia@gmail.com
Raghav
Founder HRinIndia
Indias Biggest HR Network
www.hrinindia.in
#
HR Guru & Strategist
Bangalore, India
9880080321
Thursday, October 2, 2008
What is RPO and how to frame SLA for RPO services ?
What is the SLA (Service Level Agreement) for RPO ( recruitment process outsourcing ) ? What are the precautions and guidelines for framing a SLA ?
Shrinking workforce, work-visa caps, recent expansion of economy coupled with general frustration with the results and costs associated with traditional recruiting models on the part HR leadership prompted demand for innovative ideas when it comes to talent acquisition and retention. Attracting and retaining talent is undoubtedly one of the top items on any executive’s priority list. One the most talked-about answers to this challenge is Recruiting Process Outsourcing (RPO). It has become one of the hottest buzz words and fastest growing areas of Human Resource Outsourcing (HRO), with HRO in turn representing as a sub-set of outsourcing initiatives within the broader Business Process Outsourcing (BPO) industry.
In a recent corporate buyer survey, close to 75% of respondents indicated that they have either recently engaged a talent acquisition provider or are actively involved in sourcing. This tremendous acceptance rate is clearly indicative of the next phase in RPO maturity. While there is still lack of commonly-shared definitions and standards, most decision-makers no longer need to be sold on the benefits of outsourcing the recruitment function as a concept. Despite some differences with traditional transaction-focused outsourcing models, recruiting outsourcing has been gaining ground not only in executive board rooms but also in the minds of hiring managers as a way to let their organizations concentrate on expanding the core competencies while outsourcing such resource-intensive and often difficult tasks as finding and retaining the right people.
Nowadays, some of the key challenges are in selecting the right vendor to partner with amongst a sea of companies claiming to be RPO providers as well as in coming up with common definitions for RPO and figuring out the standards and expectations. How do you navigate the RPO field full of providers claiming to be the most efficient, cost-effective and reliable partner?
Reviewing a potential vendor holistically is crucial. You have to look at their delivery capabilities, scalability, experience with requirements similar to yours, cultural fit and check references. Luckily some of the methods and lessons can be derived from other, slightly more mature BPO disciplines. As with any other outsourcing engagements, a successful RPO initiative is characterized by clear rules of engagement and consistent quantitative assessment of objectives and delivered results. Although most of the companies realize that need, often RPO engagements fail to establish a well-defined Service Level Agreements (SLA’s).
If you want to succeed in implementing an RPO, you must define Key Performance Indicators (KPI) in accordance to the scope of services being outsourced, establish a Service Level Agreement that would spell out the expected results for each KPI, and then monitor execution of the SLA on a frequent basis.
While the classic definition of Recruitment Process Outsourcing implies transferring the entire talent acquisition and retention function to an outside provider, some organizations choose to only outsource a sub-set of recruiting processes. Each company defines what a successful RPO engagement is based upon their unique needs. However, some common metrics such as “time-to–hire”, “cost per hire”, “Recruiting Cost as % of Revenue” are used across the board. Although all of these measurements are examples of KPI’s applied to track the HR function, they can not always be directly used to measure the success of PRO initiatives. A company entering in an RPO engagement should have clear objectives that are in line with the degree of control that company is willing to release to an outside party.
Applying the “end-goal” per-placement/per-hire KPI’s is absolutely fair when a provider has full control over the entire lifecycle, but other, more granular indicators should be used when you engage a RPO shop for something like phone screening prospective candidates or data cleansing. Let’s review some examples of applying appropriate metrics to track RPO progress depending on the degree of control given to an outside vendor.
As an example, Workforce Source acts as full-function recruiting department for a rapidly growing DC-based provider of electronic prescribing services designed to meet the needs of the physicians. “Time-to-hire”, “Cost per Hire” indicators are being used along with other KPI’s to see how Workforce Source stacks up against the other recruiting options: internal and contingency staffing agencies.
However, Workforce Source often gets engaged by organizations seeking help in sourcing and phone-screening candidates either for major staff expansion initiatives or for more tactical reasons. Once a candidate has been qualified as a fit by a WFS recruiter, he or she gets submitted to the client’s internal recruiter, and that recruiter is responsible for taking the candidate through all the remaining phases of the recruitment lifecycle (hiring manager interviews, reference background checks, offer negotiation, acceptance and on-boarding). Is reasonable to apply the “time-to-hire” and other end-goal measurements access the RPO provider’s performance? The answer is not really. Since the RPO provider in this case has no control over the entire lifecycle, a better set of indicators of their performance would be “Time-to-Qualified submission”, “Cost per Qualified Submission”, “Number of Qualified Submission per a Period of Time”.
Internal recruiters definitely play a key role in providing prompt and objective feedback on all presented candidates, and are expected to render an objective judgment in such subjective area as candidate qualification assessment. It’s definitely a challenge. Therefore, it’s extremely important to define specific assessment criteria and allowable deviations, such as experience, education, pay range, location/relocation requirement, citizenship limited, etc. It’s also important to measure internal recruiter’s buy-in and performance by introducing another KPI – “Time-to-Feedback”, which is usually the average amount of time elapsed between the time of candidate submission by the RPO vendor and fully-completed feedback submission returned to the vendore by the internal assessor.
Obviously, an experienced recruiter instinctively uses most of the above-described criteria anyway; however including them all explicitly in well formulated Service Level Agreement will help avoid unpleasant surprises and negative perceptions on both sides In recent years, SLA’s have become the standard in most of the IT outsourcing engagements. However, HRO still lags behind when it comes to putting firm service level expectations in place.
Oftentimes, it seems the HR managers are more focused on the immediate cost savings and run a risk of a wrong sourcing selection by going after a vendor who can offer the cheapest rate for a full-time equivalent basis. While trying to reduce costs, the buyers actually often overpay even compared to all the payroll and infrastructure overheads associated with the in-house option. SLA’s are meant to capture and summarize productivity and performance expectations, escalation and response procedures, communications and negotiation process which leads to openness, understanding between customer and RPO provider and effectively used to constantly monitor the overall success.
RPO Service level agreements are very simple in concept: they are agreements between an outsourcer and customer on numbers and often on the quality of the people to be hired. They are developed before the RPO engagement starts and may also contain incentives for the provider. They are almost always negotiated, rather than simply imposed by either party.
For example, an SLA might say that the RPO provider will present 15 pre-screened candidates matching client’s open job orders per week for each full-timer recruiter assigned to the account, or that standard turnaround time should not exceed 48 hours from the time of receiving a completed job requisition. It is important to understand that an SLA is a two-way agreement, and the client certainly carries some responsibilities as well.
As an example, the assigned recruiter or hiring manager might be required to provide feedback in a particular format and within a certain timeframe. While the SLA’s are meant to be very quantitative documents, they need to be flexible enough to allow for a certain degree of adjustment given that each assessor is characterized by his or her own personal style and standards.
SLA's guide the planning and sourcing efforts and help HR leaders establish processes to create robust talent agency. By knowing where growth will occur and what types of people organization is looking for, RPO provider can focus sourcing efforts and competitive intelligence activities to get the optimal results.
For example, one client collected and analyzed the SLA’s from across the company and saw a clear trend toward hiring more SAP functional analysts. In partnership with a training outsourcer, they proposed instituting an intensive training program for their current business analysts who were familiar with legacy systems. This was highly successful and lead to a reduction in recruiting costs, as well as helped avoid some planned layoffs. Only a handful of SAP analysts needed to be recruited from outside.
SLA’s outline customer satisfaction. If the agreements are properly negotiated, they, in effect, contain the ingredients of satisfaction. RPO provider and HR manager who have decided what success and quality look like will most likely find that they can quickly determine if things have worked well or not and where improvements need to happen.
SLA’s can be used as a way to compensate and manage RPO Providers. When a portion of RPO provider’s compensation is based on meeting the goals of the SLA, the day-to-day management of RPO provider becomes one of coaching them to success rather than that of monitoring activity. RPO providers will do the best they can to excel to maximize their margins. This approach ensures that providers focus on delivering results that clients see as the priority in their business.
An SLA typically contains multiple sections or sub-documents designed to fully describe the entire PRO engagement via a set measurable objectives and goals. Below is a list of sections comprising a typical RPO SLA’s:
Objectives and needs assessment
Scope Statement
Pricing and Cost Estimates
Organization Chart
KPI’s, measurements and metrics
Work schedules and communication
Response and Escalation Procedures
The Objectives section is really meant to be a roadmap for the engagement. It is very helpful when it comes to discussing Provider scalability.
The Scope Statement outlines the general areas of responsibility granted to the provider. It also typically spells out methods and sources to be used, sourcing and screening processes and candidate submission procedures.
The Pricing and Cost Estimates related the cost or services to the cost per KPI. Depending on the scope of work, this could be either cost per resume, cost per qualified submission, or cost per hire.
The Organization Chart shows the key players on each side, with their respective responsibilities and roles clearly defined and assigned.
The sections on KPI’s, measurements and metrics contain non-monetary performance measurements, such as the expected volume of submissions from a single resource per a period of time, and turnaround times on both ends. It also establishes the frequency and protocol for on-going performance monitoring.
The Work Schedules section describes expected hours of operation and cross-team communication procedures. The Response and Escalation section is a logical extension of the communication plan. Its objective is to establish a process for issue.
Given that the RPO market is getting saturated with providers whose claims can not be validated immediately, time spent in ascertaining, negotiating and monitoring is a solution is definitely time well-spent. If not done correctly, an outsourcing solution can not only be a costly proposition, but more importantly, can lead a lot of missed opportunities to acquire key human resources. “War for Talent” is definitely on and no organization can afford not to have a battle plan.
By Stan Anapol (sanapol@workforcesource.com)
Shrinking workforce, work-visa caps, recent expansion of economy coupled with general frustration with the results and costs associated with traditional recruiting models on the part HR leadership prompted demand for innovative ideas when it comes to talent acquisition and retention. Attracting and retaining talent is undoubtedly one of the top items on any executive’s priority list. One the most talked-about answers to this challenge is Recruiting Process Outsourcing (RPO). It has become one of the hottest buzz words and fastest growing areas of Human Resource Outsourcing (HRO), with HRO in turn representing as a sub-set of outsourcing initiatives within the broader Business Process Outsourcing (BPO) industry.
In a recent corporate buyer survey, close to 75% of respondents indicated that they have either recently engaged a talent acquisition provider or are actively involved in sourcing. This tremendous acceptance rate is clearly indicative of the next phase in RPO maturity. While there is still lack of commonly-shared definitions and standards, most decision-makers no longer need to be sold on the benefits of outsourcing the recruitment function as a concept. Despite some differences with traditional transaction-focused outsourcing models, recruiting outsourcing has been gaining ground not only in executive board rooms but also in the minds of hiring managers as a way to let their organizations concentrate on expanding the core competencies while outsourcing such resource-intensive and often difficult tasks as finding and retaining the right people.
Nowadays, some of the key challenges are in selecting the right vendor to partner with amongst a sea of companies claiming to be RPO providers as well as in coming up with common definitions for RPO and figuring out the standards and expectations. How do you navigate the RPO field full of providers claiming to be the most efficient, cost-effective and reliable partner?
Reviewing a potential vendor holistically is crucial. You have to look at their delivery capabilities, scalability, experience with requirements similar to yours, cultural fit and check references. Luckily some of the methods and lessons can be derived from other, slightly more mature BPO disciplines. As with any other outsourcing engagements, a successful RPO initiative is characterized by clear rules of engagement and consistent quantitative assessment of objectives and delivered results. Although most of the companies realize that need, often RPO engagements fail to establish a well-defined Service Level Agreements (SLA’s).
If you want to succeed in implementing an RPO, you must define Key Performance Indicators (KPI) in accordance to the scope of services being outsourced, establish a Service Level Agreement that would spell out the expected results for each KPI, and then monitor execution of the SLA on a frequent basis.
While the classic definition of Recruitment Process Outsourcing implies transferring the entire talent acquisition and retention function to an outside provider, some organizations choose to only outsource a sub-set of recruiting processes. Each company defines what a successful RPO engagement is based upon their unique needs. However, some common metrics such as “time-to–hire”, “cost per hire”, “Recruiting Cost as % of Revenue” are used across the board. Although all of these measurements are examples of KPI’s applied to track the HR function, they can not always be directly used to measure the success of PRO initiatives. A company entering in an RPO engagement should have clear objectives that are in line with the degree of control that company is willing to release to an outside party.
Applying the “end-goal” per-placement/per-hire KPI’s is absolutely fair when a provider has full control over the entire lifecycle, but other, more granular indicators should be used when you engage a RPO shop for something like phone screening prospective candidates or data cleansing. Let’s review some examples of applying appropriate metrics to track RPO progress depending on the degree of control given to an outside vendor.
As an example, Workforce Source acts as full-function recruiting department for a rapidly growing DC-based provider of electronic prescribing services designed to meet the needs of the physicians. “Time-to-hire”, “Cost per Hire” indicators are being used along with other KPI’s to see how Workforce Source stacks up against the other recruiting options: internal and contingency staffing agencies.
However, Workforce Source often gets engaged by organizations seeking help in sourcing and phone-screening candidates either for major staff expansion initiatives or for more tactical reasons. Once a candidate has been qualified as a fit by a WFS recruiter, he or she gets submitted to the client’s internal recruiter, and that recruiter is responsible for taking the candidate through all the remaining phases of the recruitment lifecycle (hiring manager interviews, reference background checks, offer negotiation, acceptance and on-boarding). Is reasonable to apply the “time-to-hire” and other end-goal measurements access the RPO provider’s performance? The answer is not really. Since the RPO provider in this case has no control over the entire lifecycle, a better set of indicators of their performance would be “Time-to-Qualified submission”, “Cost per Qualified Submission”, “Number of Qualified Submission per a Period of Time”.
Internal recruiters definitely play a key role in providing prompt and objective feedback on all presented candidates, and are expected to render an objective judgment in such subjective area as candidate qualification assessment. It’s definitely a challenge. Therefore, it’s extremely important to define specific assessment criteria and allowable deviations, such as experience, education, pay range, location/relocation requirement, citizenship limited, etc. It’s also important to measure internal recruiter’s buy-in and performance by introducing another KPI – “Time-to-Feedback”, which is usually the average amount of time elapsed between the time of candidate submission by the RPO vendor and fully-completed feedback submission returned to the vendore by the internal assessor.
Obviously, an experienced recruiter instinctively uses most of the above-described criteria anyway; however including them all explicitly in well formulated Service Level Agreement will help avoid unpleasant surprises and negative perceptions on both sides In recent years, SLA’s have become the standard in most of the IT outsourcing engagements. However, HRO still lags behind when it comes to putting firm service level expectations in place.
Oftentimes, it seems the HR managers are more focused on the immediate cost savings and run a risk of a wrong sourcing selection by going after a vendor who can offer the cheapest rate for a full-time equivalent basis. While trying to reduce costs, the buyers actually often overpay even compared to all the payroll and infrastructure overheads associated with the in-house option. SLA’s are meant to capture and summarize productivity and performance expectations, escalation and response procedures, communications and negotiation process which leads to openness, understanding between customer and RPO provider and effectively used to constantly monitor the overall success.
RPO Service level agreements are very simple in concept: they are agreements between an outsourcer and customer on numbers and often on the quality of the people to be hired. They are developed before the RPO engagement starts and may also contain incentives for the provider. They are almost always negotiated, rather than simply imposed by either party.
For example, an SLA might say that the RPO provider will present 15 pre-screened candidates matching client’s open job orders per week for each full-timer recruiter assigned to the account, or that standard turnaround time should not exceed 48 hours from the time of receiving a completed job requisition. It is important to understand that an SLA is a two-way agreement, and the client certainly carries some responsibilities as well.
As an example, the assigned recruiter or hiring manager might be required to provide feedback in a particular format and within a certain timeframe. While the SLA’s are meant to be very quantitative documents, they need to be flexible enough to allow for a certain degree of adjustment given that each assessor is characterized by his or her own personal style and standards.
SLA's guide the planning and sourcing efforts and help HR leaders establish processes to create robust talent agency. By knowing where growth will occur and what types of people organization is looking for, RPO provider can focus sourcing efforts and competitive intelligence activities to get the optimal results.
For example, one client collected and analyzed the SLA’s from across the company and saw a clear trend toward hiring more SAP functional analysts. In partnership with a training outsourcer, they proposed instituting an intensive training program for their current business analysts who were familiar with legacy systems. This was highly successful and lead to a reduction in recruiting costs, as well as helped avoid some planned layoffs. Only a handful of SAP analysts needed to be recruited from outside.
SLA’s outline customer satisfaction. If the agreements are properly negotiated, they, in effect, contain the ingredients of satisfaction. RPO provider and HR manager who have decided what success and quality look like will most likely find that they can quickly determine if things have worked well or not and where improvements need to happen.
SLA’s can be used as a way to compensate and manage RPO Providers. When a portion of RPO provider’s compensation is based on meeting the goals of the SLA, the day-to-day management of RPO provider becomes one of coaching them to success rather than that of monitoring activity. RPO providers will do the best they can to excel to maximize their margins. This approach ensures that providers focus on delivering results that clients see as the priority in their business.
An SLA typically contains multiple sections or sub-documents designed to fully describe the entire PRO engagement via a set measurable objectives and goals. Below is a list of sections comprising a typical RPO SLA’s:
Objectives and needs assessment
Scope Statement
Pricing and Cost Estimates
Organization Chart
KPI’s, measurements and metrics
Work schedules and communication
Response and Escalation Procedures
The Objectives section is really meant to be a roadmap for the engagement. It is very helpful when it comes to discussing Provider scalability.
The Scope Statement outlines the general areas of responsibility granted to the provider. It also typically spells out methods and sources to be used, sourcing and screening processes and candidate submission procedures.
The Pricing and Cost Estimates related the cost or services to the cost per KPI. Depending on the scope of work, this could be either cost per resume, cost per qualified submission, or cost per hire.
The Organization Chart shows the key players on each side, with their respective responsibilities and roles clearly defined and assigned.
The sections on KPI’s, measurements and metrics contain non-monetary performance measurements, such as the expected volume of submissions from a single resource per a period of time, and turnaround times on both ends. It also establishes the frequency and protocol for on-going performance monitoring.
The Work Schedules section describes expected hours of operation and cross-team communication procedures. The Response and Escalation section is a logical extension of the communication plan. Its objective is to establish a process for issue.
Given that the RPO market is getting saturated with providers whose claims can not be validated immediately, time spent in ascertaining, negotiating and monitoring is a solution is definitely time well-spent. If not done correctly, an outsourcing solution can not only be a costly proposition, but more importantly, can lead a lot of missed opportunities to acquire key human resources. “War for Talent” is definitely on and no organization can afford not to have a battle plan.
By Stan Anapol (sanapol@workforcesource.com)
Wednesday, October 1, 2008
What are the Best Recruiting Techniques ?
Question :
Please let me know according to you what are the best recruiting techniques to be adopted in the pursuit of talent acquisition.
Answer :
There are no golden principles which guarantee the candidate joining the company after picking up the offer. However i found the following article pretty interesting and may help you out in doing your best !
The Best of Lou Adler's Recruiting Rules
By Lou Adler, October 1, 2008
I’ve discovered a few critical recruiting principles over the past 30 years placing hundreds of top performers in staff, management, and executive positions. For marketing purposes, I call these Lou’s Recruiting Rules. If you learn and implement these twelve techniques from now on, on every search, you’ll call them lifesavers. Here’s my list of rules that will take you to the upper echelon of recruiters anywhere in the world:
1. Maintain Applicant Control.
Stay the buyer from first contact to offer extension and acceptance. When you start selling, you lose. This is the essence of applicant control. Most recruiters don’t have a clue as to what this means. They talk too much, don’t know how to use questions to uncover the candidate’s motivating needs, they over-sell, and they under-listen. This might be okay for placing average candidates, but it won’t work for top performers. For these people changing jobs requires a series of give-and-take information exchanges. Applicant control starts by using the first call to ask if the person would be open to talk about a possible career opportunity. Use the subsequent phone screen and follow-up interviews to look for voids and gaps in the candidate’s background. This provides you the insight needed to position your job as something worth pursuing. If it is, the candidate will begin to sell you, attempting to prove she’s competent. This is applicant control. You lose this tremendous advantage once you start selling. You’ll need to attend one of our recruiter training programs to understand how to establish and maintain applicant control regardless of the situation, but these articles will get you started.
2. Sell the Next Step, Not the Job.
Don’t start your initial discussion with a complete description of the job and why it’s wonderful. This is an unsophisticated sales tactics. As a result, most top candidates will say they’re not interested. Instead, ask the candidate if she’d be interested in talking a few minutes about a possible career opportunity. Be vague about the title and get the candidate to describe a little of her background. Withholding information is a good way to maintain applicant control and keep the process moving along. Next, after giving the candidate a 30-second impactful overview of the job, ask her if she’d be interested in a more detailed 30-minute discussion. If this conversation goes well, suggest an interview with the hiring manager to learn even more about the job and the team. Keep the process moving along this way, getting concessions at each step with an offer to provide more information to address any concerns the candidate might have. You’ll increase your end-to-end placement rate (# of people initially contacted to make one placement) by 50-100% by parsing out critical nuggets of information rather than providing it all at once. (Specific “how to” details are covered in Recruiter Boot Camp.)
3. Define the Job, Not the Person.
Traditional job descriptions that emphasize skills, experiences, background, and academics are not job descriptions, they’re people descriptions. A job description describes in some detail exactly what a person will be doing, not the skills a person needs to have. We call this type of job description a performance profile. It lists the primary 6-8 performance objectives the person is expected to achieve during the first year. Clarifying expectations upfront has been shown to increase on-the-job performance and reduce turnover. “Job shock” is a common problem when a person discovers that the work required to be performed is not the work described or promised. It’s caused by not defining the performance expectations upfront, assuming everyone knows them.
4. Don’t Use Wal-Mart Advertising to Attract Tiffany Customers.
Boring advertising only attracts average candidates. The best candidates with multiple opportunities won’t apply to a job that leads off with a list of skills, some pie-in-the-sky overview of your glorious company, or a req number. Instead, have a unique title and describe some of the important projects the candidate would be focusing on. Rather than a long list of skills and “must-haves,” describe how these skills will be used on the job. For example, “Use your BSME and advanced powertrain design skills to lead the development of our new 100mpg electric car,” instead of “Must have a BSME and 5-10 years transmission and powertrain experience.” (Send in a creative ad to enter our 2008 Outrageous Ad Writing Content. Here are the rules and some background information.)
5. Be Found.
Ads must be found using Google or a job board aggregator like SimplyHired. This requires some search engine optimization and reverse engineering to get to the top of the job listing. If your ad isn’t found, it won’t really matter how compelling it is. Reverse engineering is the process of finding your ad using terms a typical candidate would input on either Google or SimplyHired (e.g., jobs software sales Chicago). Even better, if you combine all similar jobs in a talent hub, you’ll be more easily found, you’ll reduce your advertising expenses, and you’ll attract more top performers. (Attend our Sourcing Summits for more on how to use search engine marketing to optimize your recruitment advertising and how to use talent hubs.)
6. Follow the 80/20 Rule when Recruiting Passive Candidates.
Referred and pre-qualified candidates are 25 TIMES MORE VALUABLE than a name or resume you found using some clever Boolean search string. First, consider that the callback rate of a referred person is at least 2-3 times greater than a cold call. Second, recognize that the likelihood that a cold-called candidate is qualified, appropriate, and interested in your job is at best a one-in-ten shot. The secret for success in recruiting passive candidates is to spend 80% of your time calling pre-qualified people who have been referred to you by another strong person. If you spend more than 20% of your time cold calling, you’re wasting it. By calling pre-qualified referred candidates, you only have to make 10 or so calls to get 2-3 sendouts vs. 50 or more cold calls. Of course, for this process to work you’ll need to obtain 2-3 great referrals on every call you make. (You’ll want to attend our Advanced Sourcing and Recruiting course to master this critical skill. In the interim here are some articles on how to improve your networking efforts right away.)
7. Measure 1st Impression at the End of the Interview.
More hiring mistakes take place in the first 30 minutes of the interview than at any other time. This is a result of overvaluing your first impression, which is often made in 5 minutes or less. People who make good first impressions tend to be asked easier questions, with the interviewer looking for facts to prove the candidate is qualified. People with weaker first impressions are initially assumed to be incompetent or a bad fit, with the interviewer asking tougher questions looking for facts to prove the candidate is not qualified. It’s always best to wait 30 minutes before making any yes/no assessments, using this time to collect objective evidence. Then at the 30-minute mark, or later, ask yourself if the candidate’s first impression will help or hinder on-the-job performance. When first impression is assessed this way, you’ll discover that many people with a great first impression aren’t top performers, and many of those who initially appeared somewhat weak, were really just a bit nervous. (Here are some other ideas on how to reduce the impact of first impressions on assessment accuracy.)
8. Use the One-Question Performance-based Interview to Recruit and Close.
Here’s a kick in the head: the primary purpose of the interview is to look for voids and gaps in the candidate’s background, and you can do it with just one question! Done properly, not only will you more accurately assess competency, but you’ll also create interest on the part of the candidate if she sees your job opening as a stretch move. This will help reduce compensation needs, minimize the risk of a counter-offer, and allow you to maintain applicant control. (Read this article for the quick version on how to do this.) A big plus: you’ll have all of the evidence you’ll need to overwhelm a hiring manager who thinks your candidate doesn’t have the right stuff. (To become a top recruiter you’ll need to send your hiring managers to our special training course just for them.)
9. No 2s!
Our 10-Factor Candidate Assessment Scorecard guides the interviewer through ten great predictors of on-the-job performance using a 1-5 ranking system. A Level 2 is someone who is competent to do the work, but not motivated. If you go out of your way to not hire Level 2s you’ll only be hiring people who are both competent and motivated to do the work required. “No 2s” is the best kept secret for not hiring underperformers. To pull this off you need to prepare a performance profile and look for examples of where the candidate has a proven track record of doing this work well and if she is still motivated to do so. If you’re going to use behavioral interviewing, make sure the example chosen to demonstrate motivation is comparable to real job needs.
10. No No’s!
When a candidate says “Not interested” when first contacted, it’s usually caused by a lack of information, the recruiter over-selling the job, or lack of time. Overcoming these problems is pretty easy – don’t pay attention, and diplomatically persist. Alternatively, never ask a question that can be answered by “Not interested” or “No.” This is a part of the applicant control Rule 1 described above. If you somehow got a “No,” you can still recover by suggesting to the candidate that maybe you rushed things a bit, and then rephrase your opening remarks to something like this: “Would it make sense to talk 5-10 minutes on the chance the job I’m handling represents a significant career move?” Don’t be surprised if at least 75% say yes. You’ll need to become a Certified Performance-based Hiring recruiter to master this.
11. Get 100% Acceptance Before Making Any Offer.
You should never make an offer formal until the candidate has told you with 100% certainty that she’ll accept it on the spot. When candidates tell you they have to think about it, or accept it and later renege, it’s generally due to an unsophisticated, rush-to-close process behind it all. While you want candidates to think about every term and condition in an offer, it’s best to do this before you finalize it. You do this by testing every aspect of the offer before making it formal. For example, start the testing process by asking the candidate if she wants to be on the short list. Then ask how this job compares to others she’s considering. Test the comp range, benefits, and other aspects of the offer the same way. The form of this test goes something like, “If we could offer you this, do you want to be considered a finalist?” If you gain approval, test the start date by asking when she could start if the offer was finalized in the next few days. Then, before you make the offer final, ask if she’ll sign it within 24 hours and stop considering other opportunities. If the answer is no, don’t make the offer. Of course, if you want to know what to do if the candidate says no anywhere along the way, you’ll need to attend Recruiter Boot Camp Online. Here are some articles on negotiating offers to get you started.
12. Move Slowly, as Fast as Possible.
Top performers need to time to evaluate any new job, primarily to consider the strategic impact of the move in comparison to the tactical issues. For example, top people might be willing to give up compensation for a faster growth path, but this won’t be done instantly. It takes at least a day or two to ponder these trade-offs. While the recruiter needs to push the process along, you risk losing the deal if you push too hard. If you maintain applicant control, create a sense of urgency, and add in some competition, you can accelerate the decision making, but be careful not to break the space-time continuum. Using a solution selling process is the key to uncovering needs, addressing concerns, comparing options, and closing the deal. Our recruiter training programs have embedded this concept into every step. Here’s an article that highlights how to pull this off.
Recruiting the best is a science, not an art. It can be a logical, commonsense business process that can be learned, applied, and scaled throughout a company. You’ll be half-way there if you follow these 12 rules from now on, on every search. You’ll be 100% there if you get everyone else in your company to follow them, too.
Source : http://www.adlerconcepts.com/
©2008 The Adler Group, All Right Reserved
Please let me know according to you what are the best recruiting techniques to be adopted in the pursuit of talent acquisition.
Answer :
There are no golden principles which guarantee the candidate joining the company after picking up the offer. However i found the following article pretty interesting and may help you out in doing your best !
The Best of Lou Adler's Recruiting Rules
By Lou Adler, October 1, 2008
I’ve discovered a few critical recruiting principles over the past 30 years placing hundreds of top performers in staff, management, and executive positions. For marketing purposes, I call these Lou’s Recruiting Rules. If you learn and implement these twelve techniques from now on, on every search, you’ll call them lifesavers. Here’s my list of rules that will take you to the upper echelon of recruiters anywhere in the world:
1. Maintain Applicant Control.
Stay the buyer from first contact to offer extension and acceptance. When you start selling, you lose. This is the essence of applicant control. Most recruiters don’t have a clue as to what this means. They talk too much, don’t know how to use questions to uncover the candidate’s motivating needs, they over-sell, and they under-listen. This might be okay for placing average candidates, but it won’t work for top performers. For these people changing jobs requires a series of give-and-take information exchanges. Applicant control starts by using the first call to ask if the person would be open to talk about a possible career opportunity. Use the subsequent phone screen and follow-up interviews to look for voids and gaps in the candidate’s background. This provides you the insight needed to position your job as something worth pursuing. If it is, the candidate will begin to sell you, attempting to prove she’s competent. This is applicant control. You lose this tremendous advantage once you start selling. You’ll need to attend one of our recruiter training programs to understand how to establish and maintain applicant control regardless of the situation, but these articles will get you started.
2. Sell the Next Step, Not the Job.
Don’t start your initial discussion with a complete description of the job and why it’s wonderful. This is an unsophisticated sales tactics. As a result, most top candidates will say they’re not interested. Instead, ask the candidate if she’d be interested in talking a few minutes about a possible career opportunity. Be vague about the title and get the candidate to describe a little of her background. Withholding information is a good way to maintain applicant control and keep the process moving along. Next, after giving the candidate a 30-second impactful overview of the job, ask her if she’d be interested in a more detailed 30-minute discussion. If this conversation goes well, suggest an interview with the hiring manager to learn even more about the job and the team. Keep the process moving along this way, getting concessions at each step with an offer to provide more information to address any concerns the candidate might have. You’ll increase your end-to-end placement rate (# of people initially contacted to make one placement) by 50-100% by parsing out critical nuggets of information rather than providing it all at once. (Specific “how to” details are covered in Recruiter Boot Camp.)
3. Define the Job, Not the Person.
Traditional job descriptions that emphasize skills, experiences, background, and academics are not job descriptions, they’re people descriptions. A job description describes in some detail exactly what a person will be doing, not the skills a person needs to have. We call this type of job description a performance profile. It lists the primary 6-8 performance objectives the person is expected to achieve during the first year. Clarifying expectations upfront has been shown to increase on-the-job performance and reduce turnover. “Job shock” is a common problem when a person discovers that the work required to be performed is not the work described or promised. It’s caused by not defining the performance expectations upfront, assuming everyone knows them.
4. Don’t Use Wal-Mart Advertising to Attract Tiffany Customers.
Boring advertising only attracts average candidates. The best candidates with multiple opportunities won’t apply to a job that leads off with a list of skills, some pie-in-the-sky overview of your glorious company, or a req number. Instead, have a unique title and describe some of the important projects the candidate would be focusing on. Rather than a long list of skills and “must-haves,” describe how these skills will be used on the job. For example, “Use your BSME and advanced powertrain design skills to lead the development of our new 100mpg electric car,” instead of “Must have a BSME and 5-10 years transmission and powertrain experience.” (Send in a creative ad to enter our 2008 Outrageous Ad Writing Content. Here are the rules and some background information.)
5. Be Found.
Ads must be found using Google or a job board aggregator like SimplyHired. This requires some search engine optimization and reverse engineering to get to the top of the job listing. If your ad isn’t found, it won’t really matter how compelling it is. Reverse engineering is the process of finding your ad using terms a typical candidate would input on either Google or SimplyHired (e.g., jobs software sales Chicago). Even better, if you combine all similar jobs in a talent hub, you’ll be more easily found, you’ll reduce your advertising expenses, and you’ll attract more top performers. (Attend our Sourcing Summits for more on how to use search engine marketing to optimize your recruitment advertising and how to use talent hubs.)
6. Follow the 80/20 Rule when Recruiting Passive Candidates.
Referred and pre-qualified candidates are 25 TIMES MORE VALUABLE than a name or resume you found using some clever Boolean search string. First, consider that the callback rate of a referred person is at least 2-3 times greater than a cold call. Second, recognize that the likelihood that a cold-called candidate is qualified, appropriate, and interested in your job is at best a one-in-ten shot. The secret for success in recruiting passive candidates is to spend 80% of your time calling pre-qualified people who have been referred to you by another strong person. If you spend more than 20% of your time cold calling, you’re wasting it. By calling pre-qualified referred candidates, you only have to make 10 or so calls to get 2-3 sendouts vs. 50 or more cold calls. Of course, for this process to work you’ll need to obtain 2-3 great referrals on every call you make. (You’ll want to attend our Advanced Sourcing and Recruiting course to master this critical skill. In the interim here are some articles on how to improve your networking efforts right away.)
7. Measure 1st Impression at the End of the Interview.
More hiring mistakes take place in the first 30 minutes of the interview than at any other time. This is a result of overvaluing your first impression, which is often made in 5 minutes or less. People who make good first impressions tend to be asked easier questions, with the interviewer looking for facts to prove the candidate is qualified. People with weaker first impressions are initially assumed to be incompetent or a bad fit, with the interviewer asking tougher questions looking for facts to prove the candidate is not qualified. It’s always best to wait 30 minutes before making any yes/no assessments, using this time to collect objective evidence. Then at the 30-minute mark, or later, ask yourself if the candidate’s first impression will help or hinder on-the-job performance. When first impression is assessed this way, you’ll discover that many people with a great first impression aren’t top performers, and many of those who initially appeared somewhat weak, were really just a bit nervous. (Here are some other ideas on how to reduce the impact of first impressions on assessment accuracy.)
8. Use the One-Question Performance-based Interview to Recruit and Close.
Here’s a kick in the head: the primary purpose of the interview is to look for voids and gaps in the candidate’s background, and you can do it with just one question! Done properly, not only will you more accurately assess competency, but you’ll also create interest on the part of the candidate if she sees your job opening as a stretch move. This will help reduce compensation needs, minimize the risk of a counter-offer, and allow you to maintain applicant control. (Read this article for the quick version on how to do this.) A big plus: you’ll have all of the evidence you’ll need to overwhelm a hiring manager who thinks your candidate doesn’t have the right stuff. (To become a top recruiter you’ll need to send your hiring managers to our special training course just for them.)
9. No 2s!
Our 10-Factor Candidate Assessment Scorecard guides the interviewer through ten great predictors of on-the-job performance using a 1-5 ranking system. A Level 2 is someone who is competent to do the work, but not motivated. If you go out of your way to not hire Level 2s you’ll only be hiring people who are both competent and motivated to do the work required. “No 2s” is the best kept secret for not hiring underperformers. To pull this off you need to prepare a performance profile and look for examples of where the candidate has a proven track record of doing this work well and if she is still motivated to do so. If you’re going to use behavioral interviewing, make sure the example chosen to demonstrate motivation is comparable to real job needs.
10. No No’s!
When a candidate says “Not interested” when first contacted, it’s usually caused by a lack of information, the recruiter over-selling the job, or lack of time. Overcoming these problems is pretty easy – don’t pay attention, and diplomatically persist. Alternatively, never ask a question that can be answered by “Not interested” or “No.” This is a part of the applicant control Rule 1 described above. If you somehow got a “No,” you can still recover by suggesting to the candidate that maybe you rushed things a bit, and then rephrase your opening remarks to something like this: “Would it make sense to talk 5-10 minutes on the chance the job I’m handling represents a significant career move?” Don’t be surprised if at least 75% say yes. You’ll need to become a Certified Performance-based Hiring recruiter to master this.
11. Get 100% Acceptance Before Making Any Offer.
You should never make an offer formal until the candidate has told you with 100% certainty that she’ll accept it on the spot. When candidates tell you they have to think about it, or accept it and later renege, it’s generally due to an unsophisticated, rush-to-close process behind it all. While you want candidates to think about every term and condition in an offer, it’s best to do this before you finalize it. You do this by testing every aspect of the offer before making it formal. For example, start the testing process by asking the candidate if she wants to be on the short list. Then ask how this job compares to others she’s considering. Test the comp range, benefits, and other aspects of the offer the same way. The form of this test goes something like, “If we could offer you this, do you want to be considered a finalist?” If you gain approval, test the start date by asking when she could start if the offer was finalized in the next few days. Then, before you make the offer final, ask if she’ll sign it within 24 hours and stop considering other opportunities. If the answer is no, don’t make the offer. Of course, if you want to know what to do if the candidate says no anywhere along the way, you’ll need to attend Recruiter Boot Camp Online. Here are some articles on negotiating offers to get you started.
12. Move Slowly, as Fast as Possible.
Top performers need to time to evaluate any new job, primarily to consider the strategic impact of the move in comparison to the tactical issues. For example, top people might be willing to give up compensation for a faster growth path, but this won’t be done instantly. It takes at least a day or two to ponder these trade-offs. While the recruiter needs to push the process along, you risk losing the deal if you push too hard. If you maintain applicant control, create a sense of urgency, and add in some competition, you can accelerate the decision making, but be careful not to break the space-time continuum. Using a solution selling process is the key to uncovering needs, addressing concerns, comparing options, and closing the deal. Our recruiter training programs have embedded this concept into every step. Here’s an article that highlights how to pull this off.
Recruiting the best is a science, not an art. It can be a logical, commonsense business process that can be learned, applied, and scaled throughout a company. You’ll be half-way there if you follow these 12 rules from now on, on every search. You’ll be 100% there if you get everyone else in your company to follow them, too.
Source : http://www.adlerconcepts.com/
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