Increasingly, corporate clients ask us to vet internal candidates by creating a panel of external peers. In the past, companies used retained firms to do this, at great expense, or tasked unwitting contingency firms that sent a confused message to the candidate market.
Our project-based model solves their problem nicely. Our research recruiters go to market and assemble a panel of peer candidates to provide a reference point for our client’s hiring committee. Our client then decides if they want us to recruit some or all of those in the panel.
The results represent a market survey of a discrete talent niche, and can be used to inform compensation, title, management scope, and diversity considerations. ~
For those of us involved in corporate recruiting, relocation is always an issue in landing a new hire. Relocations for career change dropped 10% in the last reported year, according to a Wall Street Journal report. This represent a reversal of previous trends. The big change in worker mobility is surprisingly due to strengthening in the US economy as well as social changes, making candidates less interested in relocation.
During the Great Recession, recruiters knew that potential candidates were often too insecure to leave their current job. Mobility ebbed to the lowest levels seen in decades. Gradually, the economy entered recovery, and we all witnessed increased worker confidence regarding the relocation proposition.
So why the recent downturn?
• In a strong economy, workers don’t need to relocate to get a new opportunity, especially if they are located in market hubs that favor their skills.
• In competitive markets, workers are well compensated where they are, since employers want to keep them
• Families are more complex, according to a new report by the respected Pew Research Center. Women are contributing more to family income, making relocation decisions tougher. Younger fathers are saying they are more involved in family matters. Separation and divorce rates motivate former partners to remain in proximity for ongoing parenting.
• Relocation assistance has fallen off as companies realize employee tenure has fallen off. Expected tenure has changed the employee perspective, creating reluctance to uproot lives for what might be a short-term gain.
Our firm is entering its twenty-fifth year of global recruiting. We’ve seen these changes up-close. Skilled recruiters on the agency or corporate side need to factor these new motivators into their search strategies to improve their odds in filling open positions.
LinkedIn has become a resourceful tool for recruiting talent, it makes us wonder how recruiters survived before it came along in the mid 2000’s. The ease in which you can put in what you are looking for and receive a list of individuals that might be a fit for your position… sounds like a dream! As most people within HR and Recruiting have a lot on their plate, it’s an easy stress-free way to reach out to people.
So, you send InMails or connection requests. Then you wait… and wait… and wait… to see who, if anyone responds.
A few things you may think about while you wait.
What am I going to do if no one responds to my InMail? Where did those messages go? Did they go to a personal email account that is not checked? Did the person even get an alert they have a message?
Think about the last time you did this, how many InMails did you send and how many responses did you get? Would you say your return is less than 10%? What about the other 90%, how do you get to them? Three little words….. CALL THEM DIRECTLY!
When people say “It’s not about the money”, it might actually be true. The average tenure of a restaurant manager is only four months and four days. That time period is not even long enough for the manager to reach their six month review or raise. If money is not the only deciding factor, then why do many restaurant managers leave?
A large factor in management turnover is poor onboarding and training procedures. Statistics show that 28% of restaurant companies have no employee handbook, 43% have no training manual, and 52% offer no safety training. New managers are often thrown into a position they are not ready for because the person that was filling that position previously has abruptly vacated the position. Managers quickly become overwhelmed by the stresses, long hours, and high pressures of the position that they are not fully trained to handle. This leads to burnout, and the “revolving door” effect we see so much with restaurant managers.
I spent eighteen years in management with my last restaurant company. It was a company with a great onboarding and initial training program, as well as ongoing training each month. I was better prepared to handle the day to day challenges that naturally come with this high stress position. As a result, I always felt like I had the knowledge to do the job that was expected of me. I never had the strong urge to leave my job as many of my colleagues in other restaurants did.
Many restaurant companies boast of industry leading compensation packages, as well as world class benefits. While I believe those items to be very important for attracting top class talent, I believe a comprehensive orientation and onboarding process, as well as a ongoing training program, is the best way to retain and get the best out of your restaurant managers.
Training employees, restaurant training, hospitality training, employee burnout, recruitment, revolving door, employee training, importance of employee training, restaurant employee training, hospitality employee training, training employees in the hospitality industry, training employees in the restaurant industry
A tight job market can cause problems for your recruiting efforts. Low Unemployment Bad for Recruiters
How can great economic news and low unemployment be bad news for employers and recruiters? In periods of low unemployment, like today’s job market, there is a smaller pool of qualified candidates to choose from. This means more competition for recruiters and companies to hire those qualified candidates. There are even instances where recruiters have found themselves competing with one another for the same candidate. This type of competition results in more choices for the candidate to choose from, and it makes it harder for the recruiter to make sure his offer is the one the candidate accepts.
What’s a recruiter to do?
What can the recruiter do to make sure they can deliver the best candidate in a timely fashion to the employer?The following are strategies to operate in this tight job market:
1. Positive experience. The candidate needs to have a good experience during the hiring process. A well-designed and executed job portal is one of the first things that the candidate sees. Keeping the lines of communication open with the candidate, keeps them involved and motivated. Job candidates see good communication during the hiring process as an indication of how the company treats and values their employees. Keep the interview short and to the point. Lengthy interviews can discourage candidates and gives them the opportunity to seek employment elsewhere.
2. Don’t overlook candidates. Some candidates are highly qualified but interview poorly. These candidates are generally introverted, shy, or nervous. They may not know how to present themselves in an interview. Offering them some tips as to appearance and suggestions about how to conduct themselves is a great way to help them prepare for their interview with the employer. It would also be useful to alert the company about issues like this so that the interview can be more social and not so much like an interrogation. The company may have to overlook social awkwardness to gain this “gem” of a candidate who may have the experience they need for the position.
3. Optimize available time. Using a Candidate Tracking System is a great way to focus on what is needed to get that candidate to the finish line in a timely fashion. By keeping the process moving forward, you show the candidate that you are organized, and this can prevent them from looking at other offers during the selection process. This also helps to free up time, so the recruiter can focus on finding new candidates and forming relationships with both the candidates and the employer.
4. Relationships are key to success. Successfully placing someone in a position is a great way to get recommendations from that person for future candidates. They probably know someone who may be looking for a new position in the near future or is unhappy where they are. This is a great source of future business. The same holds true on the other side of the coin. An employer you have successfully helped with a hire is much more likely to use you again and recommend you to other companies.
5. Know your audience. The baby boomers (born between 1946-1964) and their work attitudes are nearly gone. It is the Millenials (born between 1980-2002) and Gen Xer’s (born between 1965-1979) that are the ones who you should be concentrating on. They have different views from the previous baby boomer generation on what is important to them in the workplace. The characteristics of this group that are important to consider include:
They are more responsive to texts than phone calls, at least initially. Save the phone calls for later contact.
They are very interested in benefits, working conditions, and company culture. Offering mentoring programs would be an attractive lure for them. Salary is important to the Millenials and Gen Xers, but so are these additional factors in getting their acceptance of your offer.
They are more open to changing jobs. Gone are the days of staying with one firm forever. If it is to their advantage to change jobs, they will. Determine what their goals and expectations are for the job you are recruiting them for. Do they see it as a long-term position or a short-term position? It will save embarrassment with the employer later if this is made clear to them from the beginning.
They are more open to contract work. The employer may not have considered this at first, but it may be advantageous for both the candidate and the employer if the need is urgent but not necessarily long-term.
6. Understand what the hiring manager is looking for. What are the specifics of the job? Is this clearly spelled out in the job description? Knowing what is needed for the vacancy is key to finding the best candidate. This information is necessary to communicate what the hiring manager expects from the candidate. This will prevent problems later in the hiring process by giving the candidate a more precise picture of what the job will entail.
7. Be honest with the hiring manager. Make sure the hiring manager knows the level of difficulty involved with finding a good candidate and the time frame needed to do so. Giving them assurances of a quick resolutionwhen you know that is unlikely, may get you this job, but make it unlikely you will get a call for their next vacancy. Honesty is the best policy when dealing with the client.
This year’s low unemployment rate can be difficult for recruiters and employers. Do you give up? Lower your expectations and accept inferior candidates? No, you choose a proven team to get you through the difficult times and make sure you get the candidates you want.
Mankuta | Gallagher can help you find the best candidates for your positions. Weovercome the obstacles a tight job market throws up at us. We have a pipeline of well qualified and well-vetted candidates that anticipates your needs.
Organization research is a bland name for something so interesting.
Organizational studies are kind of like the economics of an industry or company. They analyze agents of influence and assess large-scale patterns that can be used for things like recruiting top talent and benchmarking.
Organization research harvests a vast amount of insight – the ways that information can be used are just as expansive.
Talent mapping. HR departments can put organization research to good use. Organization research helps recruiters spot talent in relation to potential recruiting needs. This research can reveal where top talent spends their time online, or what’s attracting them to companies. This information offers a chance to cultivate a relationship with prospects, so you’re prepared when an opening comes up.
Supply chain analysis. A global scope of your industry can reveal weak links in your supply chain both leading up to and beyond your link in that chain.
Corporate structure analysis. Understanding how your partnering companies, or even your competition, operate can be insightful. Organization research can let you know how many levels of management are between different positions in a company. This allows for more efficient communication, and it can help you exploit their vulnerabilities.
The more you know about how your competition is performing, the more you know about what your team needs to accomplish. Organization research grants your strategists information to help set performance benchmarks as compared to your competition, or the industry as a whole.
Sales territories. Organization research includes identifying sales territories within industries. Businesses can use this research to target regions with little or no competition.
Product offerings. If you want to know what products and variations of products are selling, guess where you can find the answers: organization research!
Compliance group growth. Organization research can shed light on trends in compliance groups. Understanding these patterns offers strategic compliance information so your team’s prepared to meet laws and regulations your business might face.
Organizational research as a recruiting tool
Recruiters need to have their finger on the pulse of a wide range of industries. Not only do recruiters generate organization research, they know how to use it.
Business Development Recruiting, Manufacturing Recruiting, International Recruiting, Process Development Recruiting, Financial Recruiting, C-Level Recruiting, VP Recruiting, Vice President Recruiting, Director Level Recruiting