Improve the Candidate “Shopping” Experience

I’ve written before about my passion for the candidate experience…quite a bit, actually. As a board member for the Talent Board, you’ve hopefully witnessed my advocacy for candidates; Of course I also offer kudos to employers who are taking strides toward improving the journey from stranger to employee.

However, let’s take it up a level and talk about the overarching strategic level of the candidate experience. Yes, it’s about thank-you notes and avoiding miscommunication, but it’s so much more. The entire process begins long before anyone opts into communication from you or applies for a position.

When shopping for a new dishwasher, people read online reviews, walk the aisles of Home Depot, Google different brands, ask friends on Facebook, and have at-home discussions with anyone else whom shares dish duty. And this is an appliance. What about when they are making a career change? Let’s assume their priorities are straight and care more about their job, personal brand and impact on the world than a dishwasher’s decibel levels.

So what does that mean? As candidates become increasingly more like consumers, they shop around, scour websites – employers and sites like – vet opportunities, compare and ask meaningful questions. Research shows that candidates use approximately 12-18 sources of information before they apply.

So employers, heed my warning: BE READY. Don’t assume that you can throw together an attractive job ad and it will suffice. Candidates already know about the organization and have (very) likely done major research.

The term Recruitment Marketing comes into play here. When people are looking for a new position, they need compelling language everywhere they turn. Don’t shut the door on quality talent by lacking the right kind of messaging on your website; be sure to include clear employer brand language, employee stories, job-specific explanations, helpful career resources and more. And be sure to do the same on all social media profiles and across all other available platforms.

Data from SmashFly states that 74% of candidates drop off of the apply process. For one reason or another these consumers – uh, candidates – weren’t sold yet on your employer brand, weren’t engaged by the application process or weren’t ready to apply yet. Can’t you just hear them say, “Moving on….”?

So, think through your recruitment marketing strategy with a strategic lens to decide if candidates will even be interested in making the candidate journey with you.

Run these three tests:

Is it Helpful?

Put yourself in the shoes of the candidate. You want someone to help you understand the opportunity. Don’t be cryptic or hard to find. Use informative language when explaining your EVP (Employee Value Proposition); make frequently asked questions easy to answer on their own. Don’t lose people because they think you don’t care enough to help.

Is it Inviting?

Are you front-and-center, inviting people to learn more about you as an employer? Do you seem open and welcoming to queries about your workplace culture, job path opportunities or other burning questions? Don’t appear like that dark haunted house on the hill. Be so lit up that you’re transparent. And transparency is a whole different story.

Is It Engaging?

Are you offering ways to invite potential and current candidates to engage with the organization? Are there forums, videos, Q&A sessions, or open dialogue with team members? Do you have a cool newsletter that outlines the day-in-the-life of an employee in your organization? Is there another way for potential candidates to show interest and learn more without applying immediately, like joining a talent network?

Last fall, SmashFly researched and evaluated every 2015 Fortune 500 organization’s career site for 13 recruitment marketing practices. Of those companies, SmashFly found that 57% used employee stories on their career sites through either text or video. This practice should continue to grow, and employee stories should be used to engage and nurture potential candidates in social media and in your talent network.  People listen to people over brands, which is why employee stories speak so much more to candidates!

Is your social media presence one that makes people want to engage with you and be part of the family? Don’t get sucked back into that archaic one-way communication where you simply spit out messages. Everything goes both directions these days. Open up those channels, engage and learn from what you are hearing along the way.

Lastly, because I am a tech geek, I highly recommend capitalizing on the technology that can improve your entire methodology. Recruitment Marketing Platforms like SmashFly track the candidate experience in every recruiting touch point and effort, from before employers know the candidate to after they opt-in to receive additional communication or apply for a job. Let data do some of the work! This way you can see what’s working, what’s not, where people are dropping off and how to mitigate just that. It’s always better to track and measure the candidate experience than simple guess, which is where technology like a Recruitment Marketing Platform can really offer insight and facilitate change.

Whether you personally like shopping or not, that’s what people (e.g., candidates!) are doing every day. Be the place people want to visit – and buy from.

This post is sponsored by SmashFly. All thoughts and opinions are my own. For more content like this, follow SmashFly on Twitter, LinkedIn, YouTube and SlideShare.

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Dee Ann Turner of Chick-fil-A Talks About The Evolution of HR

In this Corner Office article, Cyndy Trivella, Events Manager with TalentCulture, spoke with Dee Ann Turner, VP Corporate Talent with the iconic brand, Chick-fil-A. In addition, Dee Ann is the author of the acclaimed book It’s My Pleasure: The Impact of Extraordinary Talent and a Compelling Culture. They talked about the evolution of HR and the impact on how employment and culture, technology, employer branding, and the challenges associated with talent acquisition have all been affected. In keeping with our theme, this article will highlight the perspective and experience of someone who has made the move to the “corner office.”

Cyndy: I had the immense pleasure of speaking with one of the smartest people working in the field of human resources. Dee Ann Turner knows HR inside and out. She worked her way up the corporate ladder and learned great lessons along the way, which she has been able to incorporate into her current role as VP of Corporate Talent.

Cyndy: Dee Ann, you are certainly a role model for any person aspiring to become an HR professional. You’ve seen so much in your 30 years and with that the evolution of the HR function. When you compare hiring today versus 30 years ago, how has culture and productivity been affected by the practice of hiring people as contingent workers more so than ever before in our history?

Dee Ann: This shift to more of a “free agency” staffing model has been developing for over a decade. This has had both positive and negative effects on culture and productivity in the workplace. Culturally speaking, the use of contingent workers can help create an opportunity for the workforce to expand and contract based on work demands without impacting the job security of full-time employees. That scenario can be a positive for morale and the culture. However, the culture can be negatively impacted when a large percentage of work is performed by contingent workers unsure of their future. This can be particularly stressful to both full-time and contingent workers if they do similar work but hold a different employment status. Both parties become concerned about the perceived inequity. In the midst of the distractions inherent in these situations, productivity can suffer.

Communication of expectations is the key for both the contingent worker and full-time employee. The communication needs to address expectations of, not only, the contingent workforce, but of the full-time staff as well to dispel the concerns of inequity. Be sure that the contingent worker has some trade-offs for their flexible contract. An organization employing contingent workers should only expect full commitment to the work contracted, not necessarily the kind of commitment to the organization that a full-time employee exhibits. People are generally only as loyal to you as you are to them. A predominate sense of loyalty strengthens the culture.

Cyndy: Excellent points. There are definitely pros and cons to contingent hiring and it’s important that the company dispel rumors and perceptions. Again, drawing on your years of experience, what evolutions and advancements in technology and philosophy have been game-changers for HR in the past 10 years?

Dee Ann: Without a doubt the biggest technology game changers are the advancements in self-service benefits and data management, web enabled interviewing, the impact of social media on recruiting and branding, and robust applicant tracking systems.

Philosophical game changers include the rise of the millennial generation, which has impacted the company culture significantly from work hours to workplace design to dress codes and more, increased litigation and regulatory requirements, and adequate succession planning with the exit of baby boomers, and a less populous Gen X.

Cyndy: I agree. Technology is a real game changer for HR. I believe it reduces the administrative burden of the duties and allows HR to be the contributing department that it is. I’ve one last question. Let’s talk about one of my favorite topics… employer branding. What do you believe are the best practices for building an employer brand?

Dee Ann: The first step is to assess and understand the current employment experience. What’s good? What is not so good? What do employees tell others? How do employees advocate for the company? Where do employees find fault with the company?

Secondly, decide who you want to be as an employer. What is your key competitive advantage over other companies? What attributes do you want to define the employee experience at your company? How does the employment experience tie to the company brand, mission and overall organizational business strategy?

Thirdly, communicate who you are. Innovatively communicate in diverse ways who you are as a brand, organization and employer. Develop a message that even in just a few words communicates the opportunities you offer and what your employee value promise is.

Lastly, assess again what you have created. Measure the impact of the employment brand on attracting and retaining exceptional talent.

Cyndy: A very sound strategy, Dee Ann. More companies need to understand what’s working and not within the organization and find effective ways to eliminate inefficiencies or capitalize on the findings. Thanks for spending time with me and for sharing your perspective with us. Congratulations on the success of your book… well deserved!

Dee Ann: Thank you. It’s been an enjoyable conversation.

Be sure to catch the next interview with Brian Carter, author of The Cowbell Principle, at The TalentCulture Corner Office.

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HR Technology: A Revolution For The World Of Work

HR (specifically talent management) is an art and a science. Achieving the right balance between the two should be the goal of every global leader.

HR is an art because, at its heart, it’s about people – in all their messy glory. It’s about hiring the right people, and then inspiring and enabling them to deliver stellar performance.

HR is a science because there are ways to measure talent, skills and compatibility that can take some of the guesswork out of the process and dramatically increase the odds of success.

The science side of this equation is where you find most of the technology juice and action these days. In fact, technology companies are coming up with innovations that knock my socks off (not that I make a habit of wearing socks but you catch my drift).

The core of many of these advances is sophisticated software algorithms that identify talent and match it to an organization’s needs. Suddenly your pool of hires is literally global and social. And most of the costly and time-consuming preliminary screening is taken care of by the software or social application. Hey – maybe it’s even in the cloud. You’re just dealing with the cream of the crop, the best potential people matches for your job openings. This kind of sorting is a HR and leadership dream come true.

Other new technology can help pinpoint team players based on core traits and personality matching. There are some very talented people who don’t play well with others. You may well want them in your company, but not in a team-based, project-based capacity. And natural team players who bring enthusiasm and cooperation to the game are invaluable, even if some of their skill sets may not be world-class. Being able to determine if a candidate is team worthy before you hire can save a lot of talent management heartache, recruiting and leadership training budget later.

There’s new HR technology that allows the application process to be completed on mobile devices or tablets. This is a fantastic tool when you need talent ASAP. And software can find any red flags – such as obnoxious social networking behavior – that may well be a disqualifier. (Hint #1 to everyone — yes, every GENERATION not just millennials– watch what you post anywhere, it’s all accessible for all eternity. Hint #2: drinking too much at happy hour and tweeting is not always a smart career move if hiring managers are testing out your judgment skills)

How about finding talent that isn’t even looking for you? The cherished “passive job seeker”. New software and social platforms can discover the best and brightest, taking the most die hard recruiter, head hunter out of the picture, and allowing HR or your hiring teams to establish an immediate dialogue with a star. This software alone has the ability to change the HR equation. Imagine being able to browse on-line for fabulous talent the way you do real estate or shoes? You might discover someone who ignites your imagination and leads to creating a position just to get this star on board.

The HR technology landscape is ever-evolving. It’s very exciting, but there’s a caveat: in embracing the science, never forget the art. Technology is not infallible. Remember the human dimension. The best HR practitioners and leaders know their organizations and culture brand on a visceral level.Finding talent can be made a lot easier by these fantastic technologies, but finding the“right fit” transcends even technology.

A version of this post was first published on


photo credit: MIT+150: FAST (Festival of Art + Science + Technology): FAST LIGHT — Light Drift via photopin (license)

Managing By Influence: How To Lead In The New Workforce

Influence is everywhere: we’re in the midst of an election displaying the best and worst. Have at it, talented people, enjoy the show. Meanwhile, from where I’m sitting, it’s a game-changing year in talent management, too. What we’ve been speculating about isn’t in future tense anymore. It’s now. So let’s talk about telling people what to do.

If you winced at that phrase, I agree with you. Effective management, particularly in the realm of talent, is no longer about the ability to directly convey an order and have it spread and waterfall from Point A to Departments B through Z. And there are four key reasons why you can’t expect to wear a crown and be taken seriously in 2016:

  • The workscape is flat.
  • The work culture wants to be real.
  • Globalism isn’t just global, it’s intrinsic.
  • Big Data is much bigger than we are.

Flat As A Universe

Look at the workscape: We’re in the era of flat. Our preference for a work culture that values transparency, authenticity, and emotional leadership refutes our faith in top-down parroting — whether it’s directives or party line. It’s not enough to tell the VPs and let them quarterback down through the ranks. For one thing, there aren’t the same kind of ranks (refer to point #1).

Further, intrinsic to the nature of a flatter organization is not only its own need for transparency (need-to-know is the enemy of creative collaboration), but something else: sovereignty. As teams consolidate towards the pursuit of their own goals, they realize that to function successfully as a micro-organization, they best act independently, supporting their own priorities.

So how do we know it’s working? With analytics that can measure globally and flexibly, you don’t want a central motor that only wants to gauge itself. Moreover, the flatter the field, the harder it is to see it all. So analytics are best aimed circumferentially. And given the 24/7, we need a 360º view in real time, and there’s simply too much available data to ignore.

The Paradox

Decentralized, separately matrixed, each team setting its own functionality and priorities, the flatter structure creates a new paradox. It requires more communication, and more clarity, not less — just of a far more persuasive ilk. So how do you convince everyone to share the mission, and work in support of each other as well as the whole? How do you better align separate teams and their priorities with organizational mission?

You can’t do it by selling — which, as was recently and very aptly pointed out, negates authenticity. While it was discussed in terms of sales, the field of talent involves similar marketing strategies, from employer brand to social. So stats like “98 percent of sales reps with more than five thousand LinkedIn contacts will achieve quota” (Sales Benchmark Index) are more than telling.

What the new and most vital skill every manager in this environment needs is influence. It’s not about persuading, it’s about engaging. It’s not about isolated efforts, it’s about more collaboration than ever before. It’s closely tied to the rise of social, and given that social is the new normal, it’s also the new normal. Present-casting: check. It matters more than ever before, and it’s going to keep mattering.

A version of this post was first published on Forbes on 2/1/2016

4 Reasons Leaders Hire In 3D

It’s time leaders got smart about hiring. We have to make sure they do. I know for certain that—as you read this—a lot of creative people are trolling for jobs. People who would completely shake up a company culture in awesome, unthought-of ways, if simply given the chance. But, as my friends all know, unless they have four degrees, years of experience and invented the iPad—it feels like they may well just be talented voices crying in the wilderness.

Our social business culture talks a lot about Mark Zuckerberg and Steve Jobs and Bill Gates and Meg Whitman. Don’t get me wrong, I’m including myself here. Smiles. I’ve posted here before about Mark Z. But have leaders really learned the most important lesson from their success?

Which is precisely this: the most creative people out there may not be—in fact, often will not be—the ones who do things by the book or who “look like” your traditional employees. They will be the ones who break the rules; who may not have finished college (or even high school); who don’t have the standard resume, wear the standard work clothes, or live the “standard career life.”

They may well be the ones to make your company either a household name . . . or, if you overlook them, an example of bad business acumen.

They may well be the people you look back on in five or ten years and moan about not having taken a chance on. The hearing-impaired Thomas Edison whose resume you trashed. The J.K. Rowling who was too much of a daydreamer. The next Steve Jobs whom you didn’t even consider, because he was homeless.

Real leaders set the standards of creativity. To do this, these leaders think, see, and hire without blinders—in 3D. In Meghan-speak, that means they work hard to comprehend the whole person behind each resume. They find the gold in that nontraditional-looking job applicant. That rare gem of a talented and unique person.

In short, true leaders lead.

It’s amazing, though, how many CEOs and so-called leaders are terrified of stepping outside the traditional resume to hire job applicants. It’s almost as if those 4.0 GPAs and honor society memberships on the CVs create a life raft, so that if the applicant turns out to be a bad hire or adds nothing much to the organization, the hiring team can float safely away from any possible criticism of their choice.

Well, in my book there are four watertight reasons for hiring in 3D:

1) Playing it safe, as a general strategy, is not leadership. Period.

2) 3D vision lets you see “the whole job applicant.” You’re going to end up with someone who’s more than his or her GPA. You’re most likely to end up with someone who “gets” your company’s goals because you’ve taken the time to “get” the applicant’s thinking, skill set, background, passions.

3) 3D intelligence—going outside the box—models behavior that encourages creativity in the whole team. Leaders are always modeling behavior. Are you going to model a limits-bounded, non-risk-taking approach to your product or service, or a forward-looking openness to new ideas?

4) 3D thinking allows leaders to bring in employees whose diversity triggers better thinking company-wide (full disclosure: my last blog post was on the wonders of such diversity).

You may have heard about Kevin Matuszak, a 25-year-old working a Hire-Me campaign to get Applebee’s to make him its online spokesperson. Kevin is definitely creative, passionate and may one day be a “real” leader. But the leader I’m writing about is Applebee’s management.

Not only did Applebee’s leaders respond with humor to Kevin’s very public haunting of it, they suggested to Kevin that he make videos of his campaign. Applebee’s then posted those videos on its own website and shared the #HireKevin love.

Kevin’s career story didn’t end with a job with Applebees. But Applebee’s didn’t close the door with a frown at Kevin’s non traditional career search tactics; they opened the door with a grin. The company chose to play in this new digital ballgame, on its own terms: to get a closer look at this passionate “outside of the box” guy, to test his creativity, to go beyond the resume and look at Kevin in 3D – his whole entire person and personality.

In my view, that’s smart leadership.

A version of this post was first published on

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Where Have All the Mentors Gone?

If each of us is honest, we know mentoring played a role for us in however we define success. Many of us think of our mentors as close friends or even family members. Many of us also think of our mentors as great teachers.

And, if we are lucky, we are able to serve as mentors, too. Lucky because we gain so much when we listen to actual and perceived obstacles to those who place their trust in us – and help them overcome these barriers.

But why do we see less formal and informal mentoring now than we did in the past? This is problematic because mentoring today is so important for developing tomorrow’s leaders.

So, why is there less mentoring? Four (4) reasons:

Formal mentoring programs cost money. Has any of you been given a blank check of recent?

Then, there is the time. We all are stretched out of our minds. Who has time to give more when you are just trying to survive?

Third, many people don’t believe they’re equipped to mentor another when they have deep knowledge, wisdom and experience to share.

Finally, there are fears of the legal risks. Can I keep a mentoring relationship strictly professional? And, if not, am I potentially walking into a discrimination claim if issues arise such as family planning?

We need to find ways to make sure mentoring happens even with these obstacles. The needs of business and its future leaders command it.

But first we need to discuss what mentoring is—and what it is not.   What words pop into your mind when you hear the word “mentor?”

It is coaching not just on skills but how to pivot in the organization.   Yes, that means helping to navigate the political realities

A mentor is not a cheerleader. But a good mentor does provide a safety net for prudent risk taking.

We need to think about the role of gender in mentoring programs. More specifically, some employers match based on gender. This is problematic for two reasons:

First, it stereotypes regarding who will connect with whom. Second, it disadvantages women where there are more men at the top.

Finally, since not every organization has a formal mentoring program, sometimes employees need to ask. Look inside and outside.

And, keep in mind mentoring is a two-way street. When asking, make clear to your potential mentor the benefits of mentoring.

Finally, if you are asked to be a mentor but don’t want to or don’t feel you can be effective, be direct. Do not say “yes” when you want to say “no.” That’s not fair to either of you!

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March Madness: Look Beyond “One Shining Moment” for Lasting Results

This is the time of year when sports fans pay attention to college basketball: The NCAA Men’s Division I Basketball Tournament – a.k.a. “March Madness” – officially kicks off with the “First Four” on March 15 and wraps up with the traditional playing of the song, “One Shining Moment,” at the end of the championship game on April 4.

While no team will enter the tourney with a dominating record, Villanova and Kansas have certainly had great seasons. It’s also interesting to note that the two teams have relied on experienced talent: Villanova has eight juniors and seniors on its 14-member roster, and Kansas has 10 juniors and seniors among its 16 players. In addition, juniors and seniors have served as the top three scorers for both Villanova and Kansas for much of the season.

Not all programs go about team-building in the same manner. Take the University of Kentucky and its head coach John Calipari, who is famous for targeting what are called “one and done” high school stars – blue-chip athletes who play at Kentucky during their freshman year, then leave for the NBA. Last season, however, Kentucky came to the tournament with a perfect record but lost in the Final Four to a far more experienced Wisconsin squad. And while Duke won the championship last year primarily with freshman superstars, the two prior winners – Connecticut and Louisville – were led by upperclassmen.

This demonstrates that winning schools don’t always build their programs with “elite” blue-chippers. Many prefer high schoolers who perform just under that level but are more likely to play three or four years, to derive longer-term value. Organizational HR/talent management executives should consider a similar approach. Why? Because, in recruitment, there’s a risk in focusing solely on job candidates from the most exclusive and high-profile colleges and universities. Frequently, these candidates join a company to earn some impressive resume bullet points quickly, and then immediately move on to the highest bidder.

For example, I once worked with an HR department which encountered this. Its managers sought graduates coming out of top-tier schools with 4.0 GPAs, and they were thrilled when they landed these grads, thinking they had “won” the recruitment game. But they were wrong. The 4.0 graduates only lasted with the organization for a short time before (to borrow a famous quote from NBA star LeBron James) “taking their talents” elsewhere. Through analytics, I was able to show the department that it was getting more out of its 3.2 GPA college grads because these employees stayed for years while earning superior performance reviews. Within a reasonable period, the same staffers developed as key leaders.

The lesson learned: Vision and analytics must come together to implement a talent management strategy that fosters a “game plan” of lasting, continuous improvement, bringing the following benefits.

Continuity. With analytics, you assess the traits of candidates who are likely to remain with an employer while meeting or exceeding performance expectations. Which schools do they come from? What are their GPAs? What academic and community activities do they participate in? Where did they serve as interns? Then, you deploy analytics to determine which onboarding, training, mentorship and other support programs help these employees succeed. To extend needed continuity, allow analytics to predict when key contributors are likely to retire, so you can plan ahead to replace their skill sets. Thus, you recruit and develop an indefinitely stable and productive workforce.

Investment/ROI. Since you’re not seeking “one and dones,” you’ll reap the rewards of employees that will hopefully stay with your organization for longer than average. While you still need to keep recruiting and remain on the lookout for top talent, you’ll gain the most bang for your recruitment investment, and not waste onboarding and training costs for people that won’t stay around.

Leadership. Once again, pure talent doesn’t automatically translate to a “title.” Plenty of “Cinderellas” make an impact in the “Big Dance” of college basketball, like George Mason’s Final Four season in 2006, or Butler’s back-to-back finals appearances in 2010 and 2011. Leadership has proven essential here, enabling a team to rise above its collective skill level. At your organization, talent management analytics can help you gain a competitive edge via the intangible but still critical component of leadership. First, analytics can identify the common characteristics of leaders, involving factors such as productivity, performance quality, and engagement levels. Then, you accelerate their progress through training. Hence, you nurture an environment in which expectations for everyone – both leaders and the staffers they inspire to do better – are surpassed.

In talent management, there are all kinds of ways to “win the big one.” But do you want to do so through a repetitive, time-consuming – and expensive – “one and done” model? By taking advantage of analytics to align recruitment/development to long-term strategies, your organization will prosper in a lasting, impactful way, at a significantly lowered cost.

After all, why settle for “One Shining Moment” when you can enjoy success – over and over again?

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Talent: Long-Term Perspective Pays Greater Dividends

There are two ways to think about an organization’s talent, one that takes a short-term perspective and another that takes a long-term perspective. In choosing which approach is preferable, it’s important to take a deeper look at the evidence and data.

In the first approach, the focus is on deriving as much value from workers as possible within as short a time frame as possible, knowing that an employee is likely to leave within two years. In the other, the long-term perspective, the focus is on a much longer time horizon, in which an employee is expected to learn, grow and develop into a valued long-time employee and future leader.

As recently as 20 years ago, the long-term perspective was in ascendancy. The idea was that employees would fully commit to an organization and, in turn, an organization would fully commit to an employee. It was a natural symbiotic relationship, in which personal growth led to corporate growth. The goal for many of us was to work at a large Fortune 500 company that offered the best benefits and a guaranteed retirement.

That all changed, as companies began to adopt a mentality of cost-cutting, that employees were largely interchangeable, and that maximum productivity needed to be derived within as short a time frame as possible. This placed a premium on appraising employees according to certain metrics, to measuring every input of an employee to maximize performance.

So what do the numbers say?

The data appear to suggest that the long-term perspective pays greater long-term dividends to the organization. That’s because certain approaches – lifelong learning, or a focus on creativity and innovation – can only be truly fostered by taking a long-term perspective. It is almost impossible for today’s modern organization to emphasize creativity and innovation without simultaneously putting in place the long-term framework for innovation and creativity to thrive.

What does a long-term look at talent mean in today’s modern world?

First of all, it means that corporate values matter. Employees, tired of chasing higher compensation, are attracted to organizations that place a premium on values and mission statements. They want to work at companies that care about the environment, or that enable them to live a certain type of lifestyle. That’s especially true of today’s millennial workers, who have a different perspective on the corporate world than their older co-workers.

It also means that a plug-and-play approach to talent, in which corporations look for ways to outsource talent at competitive levels, can also play a role over the long-term. That’s because today’s employees are working at home in the global gig economy, in which short-term assignments and the freedom to work on different client assignments are actually seen as a positive rather than a negative.

The numbers say that employee performance actually increases in direct correlation with how highly an organization values the work of its employees, and how greatly they assist them in pursuing lifelong learning opportunities. This means that, there is perhaps a counter-intuitive finding: a long-term approach to human capital actually has the potential to yield significant results over the short-term as well.

What are your numbers telling you?

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#WorkTrends Preview: Quicker & Better: The Importance of Speed & Productivity in Recruitment

During this #WorkTrends this week, we are going to address the importance of speed and productivity in the recruiting process.

In a tight labor market with high demand for top talent, speed is critical to landing the best possible talent. According to our guest, Kurt Jones with PeopleFluent, recruiting leaders need to focus on all of the areas in their control to make sure their teams are performing at peak productivity and with a constant sense of urgency.

Guest host Cyndy Trivella and Kurt Jones will discuss:

  • How much wasted time costs an organization
  • Why speed and productivity should be top priorities for recruiters
  • How to capitalize on technology to keep talent pools fresh and accessible
  • How speed positively impacts the Candidate Experience

#WorkTrends Event: Quicker & Better: The Importance of Speed & Productivity in Recruitment

#WorkTrends Logo Design

Tune in to our LIVE online podcast Wednesday, March 9 — 1 pm ET / 10 am PT

Join TalentCulture #WorkTrends Guest Host Cyndy Trivella as she talks about the importance of speed and productivity with recruitment.

#WorkTrends on Twitter — Wednesday, March 9 — 1:30 pm ET / 10:30 am PT

Immediately following the radio show, the team will move to the #WorkTrends Twitter stream to continue the discussion with the entire TalentCulture community. We invite everyone with a Twitter account to participate as we gather for a dynamic live chat, focused on these related questions:

Q1. How does recruiting speed correlate with landing top talent? #WorkTrends (Tweet the question.)

Q2. In what ways can productive recruitment efforts be measured?#WorkTrends (Tweet the question.)

Q3. Is there a connection between speedy recruitment and a positive candidate experience?#WorkTrends (Tweet the question.)

Until then, we’ll keep the discussion going on the #WorkTrends Twitter feed, our TalentCulture World of Work Community LinkedIn group, and in our TalentCulture G+ community. Feel free to drop by anytime and share your questions, ideas and opinions. See you there!

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Gallup’s Profound Discovery: Engagement Is Driven By Good Managers With Rare Talent

“Talent hits a target no one else can hit. Genius hits a target no one else can see.” ~ Schopenhauer

It’s been nearly a year since Gallup announced its stunning finding that engagement in the American workplace had fallen to crisis levels.

In what became the shot heard ‘round the world in business, the research firm revealed that 70 percent of the nation’s working population now admits to being disengaged in their jobs (i.e., content with collecting a paycheck while investing little of their hearts in their work) – and that nearly 1 in every 5 workers is so discontent that they’re perversely motivated to undermine the effectiveness of their bosses and organizations.

All of this profound unhappiness has a primary source, of course, and organizations across the land have scurried to create taskforces, introduce employee satisfaction metrics and experiment with innumerable strategies in their efforts at finding it. Like any problem decades-long in the making, however, no new programs or organization-wide themes are likely to prove effective at creating a sustainable solution.

I’ve always believed, of course, that our shared engagement problem is the direct result of ineffective – even destructive – leadership. More specifically, I’ve shown that human beings have greatly evolved what they need and want in exchange for their committed efforts at work, while our traditional managerial practices have failed to keep up.

Last fall, Gallup helped confirm this assessment when their research revealed that too many people in supervisory roles today, across all industries, lack the requisite ability to manage. Their important revelation was that employee engagement in the 21st Century is largely dependent upon having a good manager.

In a series of discussions I’ve since had with Dr. Jim Harter, Gallup’s Chief Research Scientist, I learned how he and his research team arrived at their conclusion – in addition to five specific talents they now believe characterize the most effective and influential workplace leaders.

The direct and immediate take-away is that some people are naturally imbued with qualities and talents that virtually preordain their leadership success. The surest way of restoring high engagement, therefore, is to only select people with these traits into all future managerial roles.

Managers, Not Organizations, Drive Engagement

“We’ve long had the understanding in business,” Harter told me, “that organizations have an overriding culture – one that’s either highly engaged or not. But when we mapped engagement data down to the team level, we started noticing that engagement – and all performance metrics – varied widely. Our discovery was that culture varies by team. When we got under the hood a little bit, it became more obvious that whatever was happening with a team was directly related to its manager and to the tone they were setting.”

Managers Are Too Often Chosen For The Wrong Reasons

It’s simply undeniable that managers directly affect people’s lives and how they feel about their jobs and organizations,” stresses Harter. “But what we’ve seen over the years is that many organizations haven’t given a lot of attention to selecting managers based on their talents, and that just means they’re left with a random distribution of engagement team-to-team.”

Gallup now estimates that managers account for at least 70 percent of the variance in engagement scores – a direct reminder of what’s at stake every time a new manager is chosen.   Nevertheless, people are predominantly given management positions as rewards for long tenure (often because it’s the only road to higher pay), or because they were successful in a prior job entirely unrelated to management. “I would call decisions like this one of the biggest missed opportunities since modern-day organizations have been around,” says Harter.

The Talents Required To Be A Good Manager Are Extremely Rare

The famous question of whether great leaders are made or born seems to now have a conclusive answer. Gallup believes some people come into the world pre-wired with a rare combination of talents (naturally recurring patterns of thoughts, feelings and behaviors) that enables them as managers to instinctively engage employees, build loyalty and drive high performance.

Gallup has an assessment tool that diagnoses whether someone has all of the talents required to be a great manager. Out of the 300,000 people who’ve taken it so far, only 10 percent had all five “extreme” talents:

  • They individually motivate and inspire employees to take action.
  • They assertively drive outcomes and successfully maneuver through adversity and resistance.
  • They create a culture of clear accountability.
  • They build relationships anchored by trust, full transparency and advocacy.
  • They make decisions based on productivity, not politics.

The research indicates that another 20% of the population has more moderate levels of these talents. Through training and coaching, they’re also assured of attaining a very high level of performance.

If you’re wondering about the prospects of the other 70% becoming excellent managers, the news isn’t too encouraging. “While people, of course, do learn and change, without the inherent talents needed as a foundation,” Harter says, “succeeding as a manager will always be a kind of a struggle – an uphill battle.”

How These Talents Translate Into Behaviors

If you’re trying to determine whether you have the talents of a truly great manager – or want to learn how to identify one during your hiring process – you should know that they not only behave differently, they instinctively lead with both mind and heart.

Here are five ways great managers translate their talents into practices, inspiring uncommon commitment and productivity along the way.

  1. They’re Results Oriented While Concurrently Focused On Developing Every Worker

As a means of inspiring loyalty and high achievement, they demonstrate a consistent commitment to every person’s professional growth and expansion. Rather than use training opportunities as a reward – or delay them until a campaign’s goals are met – they intentionally seek to accelerate the competency and growth of every employee while simultaneously driving performance. Generous, and with an abundance mindset, they willingly share their own hard-earned expertise and know-how. They understand that by pro-actively developing people, they inherently build the self-confidence that enables them to scale new heights.

  1. They Intentionally Give Employees A Voice In Decision Making

Seeking to ensure employees feel deeply committed to the team’s mission and tactics, they take time to solicit their feedback – even guidance. Having an orientation like this requires higher levels of self-esteem, an inclination to be inclusive – not to mention an ability to manage without full command and control. But the payback from all of this pulse-taking and transparency is a soaring of engagement and trust. People feel heard and valued, and ultimately treat the success of the business as if they were owners.

  1. They Ensure People Feel Connected And Know How Their Work Contributes To The Team And Organization.

When workers become deeply disengaged and dispirited in their jobs, one consistent contributing factor is the belief that the work they do every day has no real meaning. But highly effective managers fully understand that all human beings need to know that their work matters and has significance. Consequently, they make a practice of reminding employees of the importance of their work and how it directly connects to the teams’ and organization’s success. Their goal is to ensure no one goes home at the end of the week without knowing that all of their efforts and contributions truly made a difference.

  1. They Routinely Make People Feel Valued And Appreciated – Even Nurtured

Feeling valued is essential to the well-being of all people and to the spirit which motivates performance. Many managers, to their detriment, often disregard how important this is to people, how it inspires and why it’s so essential to sustaining high performance. Because it’s human nature to want to do more of anything that gets acknowledged and appreciated, the best managers set aside time at regular and known intervals to thank and praise their people for all performance that meets or exceeds expectations. 

  1. They’re Deeply Caring About The Well-Being Of Every Person They Lead

One characteristic of great managers that accentuates their inherent uniqueness is their motivation to make a meaningful difference in their employees’ lives. They authentically care about seeing their people thrive and succeed, and get to know and understand them individually. They learn their personal stories – and are deeply motivated to ensure their unique needs and aspirations are met. They also seem to intuitively understand the truth in the late poet Maya Angelou’s insight: “A leader sees greatness in other people. You can’t be a great leader if all you see is yourself.”


If it’s not already apparent, the most effective managers seek to influence employees in ways we’ve traditionally believed were soft and even weak in business. They build personal relationships with their people, advocate for their growth – and routinely ensure they feel valued, respected and cared for. Just the idea that they want to make a difference in other people’s lives is a colossal change in our shared leadership paradigm.

Were you to ask any of the people known-to-be disengaged in their jobs today (70% of our society) what they felt was missing at work, it’s almost assured to be some if not all of the things I just mentioned.

So, just imagine what it would be like if every manager in the American workplace shared these same traits and talents. Just think how much greater human potential could be released. One sure hint to the outcome: Gallup has confirmed that great managers contribute 48 percent higher profits than average ones.

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#WorkTrends Recap: Leadership Lessons from Superheroes

During today’s #WorkTrends show, we discussed leadership lessons we can learn from superheroes. #WorkTrends Founder and Host Meghan M. Biro was joined by David Kahn, leadership expert and author of “Cape, Spandex, Briefcase: Leadership Lessons from Superheroes.”

We discussed the superpowers of leaders, briefly touching on the powers of:

  • Accountability
  • Conviction
  • Persuasion
  • Collaboration

and how each plays a role in inspiring and motivating employees, as well as how a focus on developing your own superpowers can be the path to nailing it in the leadership department.

We also spent some time discussing talent management and the following key topics:

  • The ingredients of an effective leader
  • How superheroes can make you a better leader
  • The use of pop culture to enhance talent management initiatives

It was a lively #WorkTrends podcast and Twitter conversation and this is clearly a topic upon which David Kahn is well-versed. Twitter chat participants also had a lot of insights to share on this topic, making for another quick-moving, lively, and extremely interesting #WorkTrends show.

Want to learn more from today’s event? Listen to the recording and check out the highlights below:

The TalentCulture #WorkTrends Show is all new on Wednesday, March 2, 2016, from 1-2 pm ET (10-11 am PT). Join TalentCulture #WorkTrends Show Founder and Host Meghan M. Biro as she talks about both sides of jumping, whether it’s time to leave a job to pursue dreams or if you need to retain top talent with Mike Lewis, author of “When to Jump.”

Join our social communities and stay up-to-date! The TalentCulture conversation continues daily. See what’s happening right now on the #WorkTrends Twitter stream, in our LinkedIn group and in our Google+ community. Engage with us any time on our social networks or stay current with trending World of Work topics on our website or through our weekly email newsletter.

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#WorkTrends Preview: Leadership Lessons from Superheroes

The TalentCulture #WorkTrends Show is all new on Wednesday, February 24, 2016, from 1-2 pm ET (10-11 am PT).

During this #WorkTrends event, we will discuss the superpowers of leaders with author and leadership expert David Kahn, briefly touching on the powers of:

  • Accountability
  • Conviction
  • Persuasion, and
  • Collaboration.

We will also discuss:

  • The ingredients of an effective leader,
  • How superheroes can make you a better leader, and
  • The use of pop culture to enhance talent management initiatives.

David Kahn, Ph.D. is the author of “Cape, Spandex, Briefcase: Leadership Lessons from Superheroes.” He is an experienced researcher and practitioner in leadership and has been speaking and consulting on the principles of company culture, management, organizational behavior and business strategies for almost 20 years. David also writes for where he makes leadership theories and research accessible by adding a twist of pop culture.

#WorkTrends Event: Leadership Lessons from Superheroes

#WorkTrends Logo Design

Tune in to our LIVE online podcast Wednesday, February 24 — 1 pm ET / 10 am PT

Join TalentCulture #WorkTrends Founder and Host Meghan M. Biro as she talks about Leadership Lessons from Superheroes with David Kahn.

#WorkTrends on Twitter — Wednesday, February 24 — 1:30 pm ET / 10:30 am PT

Immediately following the radio show, the team will move to the #WorkTrends Twitter stream to continue the discussion with the entire TalentCulture community. We invite everyone with a Twitter account to participate as we gather for a dynamic live chat, focused on these related questions:

Q1: What can leaders learn from superheroes?  #WorkTrends  (Tweet this question)

Q2: What qualities stand out in great leaders? #WorkTrends (Tweet this question)

Q3: How can pop culture enhance your talent management initiatives? #WorkTrends  (Tweet this question)

Until then, we’ll keep the discussion going on the #WorkTrends Twitter feed, our TalentCulture World of Work Community LinkedIn group, and in our TalentCulture G+ community. Feel free to drop by anytime and share your questions, ideas and opinions. See you there!

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What does it take to be the perfect boss?

Someone asked me recently about my favorite bosses. I thought of several people. Each had an attribute I valued. At the same time, you are not going to find everything in the same person. So my ideal boss would be a composite of these traits.

Respect is key.

One boss I revere for this one trait alone. When we talked about my career aspirations she didn’t blink when it became obvious my needs would not be met by staying with our employer. She showed support for me making the right decision, while supporting me getting my job done at the same time. In contrast I had a supervisor who battered me with baloney about all the ways I could fit my square-peg self into the round-hole of opportunities available to me. When it became clear to him I wasn’t going to fit long-term he told me he regretted having promoted me, as if it was wasted on me.

You could call boss #1’s trait empathy, but I call it respect for two reasons. She respected that I knew what was best for me. Her non-judgmental attitude reflected that she respected I was entitled to have other aspirations. Just because I was working with that particular employer at that time did not make me unwilling to give my all while I was there, simply because I wanted something else eventually.

We are in partnership.

I was pleasantly surprised when one supervisor brought up my development and my career trajectory without me asking. In retrospect I appreciated that he did not try to steer me toward his agenda. He asked good questions and listened to understand. I felt like we were in partnership regarding my career. Compare this to the boss who told me he had an assignment for me in another city, 400 miles away. I would be relocating and starting in February. This was early in my career. I didn’t know I could object, or talk it through. Twenty-five years later I’m still flummoxed by how that was presented to me.

A matter of trust.

I started out as an IT professional. Over time I transitioned to an HR position, while earning my Master’s in HR. Of all my positions in corporate America, this was my favorite. The boss who gave me my first HR job gave me significant autonomy. He noticed what I was good at. He gave me the latitude to address what I thought needed attention. He took the time to get to know me. He observed how I handled myself. He came to trust me.

That is one thing what led him to offer me the assignment. I knew my limits. Within that fence I knew what I could do without asking permission. It was gratifying to be trusted, and have my decisions backed up.

As I said, no one boss is going to have all of the ideal traits of a good supervisor, but if he or she has enough, it can make work a dream.

If you could build your own ideal supervisor, what traits would you include?

About the Author: Mary Schaefer is an empowerment expert, coach, trainer, consultant speaker and writer. Her background as an HR manager keeps her plugged in to what works and what doesn’t in handling the employee/manager relationship in today’s workplace. You can find more of Mary’s articles, and how to work with her here.

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How to Better Use Employee Stories in Your Recruitment Marketing Strategy

For more insights on recruitment marketing best practices employed by the world’s leading organizations, get a free download of SmashFly’s Recruitment Marketing Report Card for the 2015 Fortune 500

This September, SmashFly researched and evaluated every 2015 Fortune 500 organization’s career site 13 unique recruitment marketing practices. The research itself was pretty illuminating (see a snapshot here in the Report Card Infographic), especially as more organizations aggressively invest in better ways to attract, engage and convert candidate leads into applicants.

While I highly encourage you to check out all 13 practices in the report card and use the data to benchmark your recruitment marketing strategy, I want to focus on four best practices I consider crucial to how organizations find and attract the right talent to their organizations.

This will be a four-part series highlighting each integral best practice and how to use it in your recruitment marketing strategy. Up first: Employee Stories.


Employee Stories

Companies are increasingly trying to provide more transparency in their recruitment marketing strategies by leveraging employees and their unique stories in their messaging and on their career sites. Within the 2015 Fortune 500 companies, SmashFly found that 57% used employee stories on their career sites through either text or video. That’s a tremendous stat and probably one of the most encouraging findings in our report. However, that’s only Step 1. Step 2 is utilizing these stories better throughout the candidate experience journey.

As you look through career sites, employee stories are typically grouped together on their own page. A candidate interested in learning more will go to the employee stories page on the site and be able to consume content across various employee types and disciplines. This is great, but the problem is that candidates have to proactively find and choose to consume this content on their own. How can we get better at delivering this content directly to the candidate in their journey?

Employee stories are the best content we own in talent acquisition, and any good content marketer understands that great content should be repurposed four to five different times in your marketing program. So what can we do to repurpose, extend and highlight our employee stories? Here are a few ideas:

  • Job Descriptions: Most candidates that come to the career site will view or search a job. However, very few will complete an application ― 74% drop off based on the most recent SmashFly data. So how do we make job descriptions more compelling? We include our videos and stories in the job description. Only 1% of job descriptions today include a video or image on career sites (found in our 2015 Fortune 500 research), so there’s a huge opportunity to stand out and deliver employee stories at the point that candidates decide to apply for a job position.
  • Landing Pages: Most organizations are leveraging landing pages to deliver relevant content to specific job families and skills (think engineering page for engineering candidates). But while most only include sparse copy and targeted jobs, the most successful ones deliver employee stories and videos, highlighting “Why Work Here as a [CANDIDATE TYPE]?” and focusing on the compelling reasons targeted to that audience.
  • Email Nurture Campaigns: Our research didn’t dive into email nurturing for the 2015 Fortune 500 companies, but this is another area to better leverage your customer stories. Say an engineering candidate joins your Talent Network: What content are you going to deliver to them? First, you should send a “thank you for joining” email and set expectations for what they will receive. But an even better next step? A great video on your engineering team and the interesting projects they are working on.
  • Sourcer/Recruiter Talking Points: Whether in email or in phone calls, your recruiters and sourcers should know your employee stories and use them when talking with candidates. Create messaging for your team to use during these interactions and measure the success of when this messaging is used vs. more generic messaging. I assure you that employee stories will provide better interactions.


Most organizations put a lot of work into creating great employee story videos, but then they regulate them to a page that most candidates don’t see. As employers, let’s proactively get these employee stories in front of candidates at each and every touch point in their journey. This will help give candidates a clear picture of what it is like to work at your organization, providing a better, more personalized candidate experience as they decide on their next career opportunity. In turn, we ensure that we convert more candidates into applicants across our strategy.



Smashfly is a client of TalentCulture and has sponsored this post.

How GE Renews Performance Management: From Stack Ranking To Continuous Feedback

These days, not another day passes without an industry leader announcing that they are done with their inefficient performance review processes. AdobeAccenture and Deloitte all announced that they are changing their performance reviews by getting rid of rankings and implementing frequent performance conversations to enable employee growth. Amazon was chastised because of its suspicious people management practices.

It is of course great news that innovative companies are trailblazing performance management, but the biggest milestone is probably the announcement that General Electric (GE) is reinventing its performance management. Given that GE is the company that made stack ranking popular in the 80’s and 90’s, the commotion this move has created is no big surprise.

Having Thomas Edison as one of its founders, General Electric is an American multinational conglomerate that was founded in 1892. Currently, the company operates in several industries ranging from energy to finance and has 300,000 employees. GE’s size and constant success makes it an important game changer in many areas of business, including company culture and management. Its business practices even made it into popular culture: The industry giant was often mocked by the popular NBC (also owned by GE) show 30 Rock for its ruthless management practices.

Jack Welch, a 20-year chairman and CEO of GE, made stack ranking a widespread people management policy. During this time, several other companies followed suit and applied similar systems within their organizations. However, 30 years into its inception, GE admits that the old system is not functioning very well anymore. With the move, GE is dumping annual performance reviews and performance management system over the next couple of years. It will implement more frequent feedback via an app, and an experimental group will pilot feedback without any numerical rankings.

What does the research say?

In the late 80’s under Welch’s influence, stack ranking became popular as a solution to the performance management system that preceded it. Previously, managers would set goals for their employees, provide feedback about a six or twelve month performance and then rate employees on whether these goals are met or not. Managers would rate employees from 1 to 5.

As managers would have to justify any rating that indicates outstanding or bad performance, they soon developed a habit of giving most of their employees a 3, which indicates average performance. The “rank and yank”“stack ranking” or“vitality curve” was invented in hopes of measuring performance better. With the new system, managers were forced to define their top and bottom performers annually. Compensation decisions were tied to the ranking and bottom performers would have to be fired each year to improve performance.

Recently, HR professionals and influencers realized that this decades-old solution actually creates frustrated employees who dread performance review cycles. One of the main reasons is our human reaction to rankings. Research indicates that our brain is evolutionarily wired to have a “fight or flight” response to physical attacks. The response our brains give to criticism of any kind is the same type of neural response when we are confronted with physical danger.

The second problem of stack ranking is the way it reinforces the wrong kind of mindset about human growth. A research conducted by Carol Dweck, a professor of psychology at Stanford University, revealed that people generally have two different approaches to human learning. The “fixed mindset” argues that people have an inherent capacity that remains the same throughout one’s life. The “growth mindset”, on the other hand, holds that people can learn new abilities and advance the one they already have.

Although few people are usually inclined to either the growth or the fixed mindset, popular performance management practices usually favor the fixed mindset. In a performance management environment where bottom performers are shown the door without providing an opportunity to learn, it is unavoidable that fixed mindset prevails.

One major difference of new performance management systems applied by GE and other companies is their emphasis on the growth mindset. By setting up short-term goals and having ongoing growth conversations that are not tied to compensation, modern workplaces reinforce the notion that anybody can rise to the occasion and learn to be successful professionals.

Reasons for the change

Led by the current CEO Jeff Immelt, one reason for the change at GE is the rise of mobile technology. Head of Human Resources at GE, Susan Peters stated that millennials influenced this decision. Peters admits that millennials are born into the age of technology, and they are used to getting continuous feedback. With social media becoming widespread, millennials’ need for feedback has become a fact of life.

CEB, an advisory services company specialized in business practices, states that the average number of direct reports for a manager has increased from four to seven, which has decreased the time spent on coaching and guiding each employee. Add to that the fast pace of change that has caused many companies to realize that annually set goals might not remain the same for the whole year.

Raghu Krishnamorthy, who is in charge of GE’s Crotonville management training center for a long time, tells that the center is currently focused on aiding GE’s culture change. The center is currently working on helping executives transition from a competitive process to one that is identified by its emphasis on growth. The new mission of Crotonville is to “inspire connection and develop people” instead of the “command and control” system Jack Welch was known for.

The new system

The new performance management at GE involves a mobile app to enable frequent feedback. Called PD@GE, the app provides a platform to define near-term goals for employees. Managers are expected to have frequent conversations, named“touchpoints”, with their employees on how far they are from their goals. The app can provide summaries of these touchpoints when desired. The main aim of the app is to unlock constant improvement.

First adopted by the HR group at GE, the app is currently used by around 25,000 to 30,000 people. Peters estimates 80,000 people will be using the app by the end of this year. While GE hopes to implement the new system throughout the organization by the end of 2016, a small fraction of around 8,000 people are already testing an alternative system with no rankings.

Krishnamoorthy states that the most important element of the new system is continuous conversation, not the mobile app. Feedback conversations are constructed to be positive, and annual salary decisions are much less linked to performance with the new system.

How could that work for your company?

Although GE transforming its legacy performance management system is big news, there are still several challenges down the road. One of these is “shadow rankings”, which means that companies still rate their employees, but more in the background. Since it is difficult to justify compensation decisions with new methods, managers are still resorting to conducting rankings informally. One of the ways to overcome this is to invest in training managers on how to get used to the new system of performance management. Adobe’s Head of Human Resources Donna Morris states they made big investments in training their leaders during their transition, which apparently yielded .

Apart from conglomerates developing their own tools and systems for performance management, there are also an impressive amount of companies opting for external solutions such as Impraise. Impraise is a mobile-first platform that enables continuous feedback conversations between coworkers and managers. Managers can initiate 360-degree review cycles to gain better insights into how well their teams are doing. Employees can also request feedback from their peers or managers to take ownership of their own development.

Whether or not the new system will turn into a success story at GE remains unknown, but at least the conversation around performance management is going in the right direction. People management practices are being criticized and enabling growth in the workplace is becoming a hot topic. The conversation around new and old practices in performance management going is vital to establishing the right mindset for new methods, so that they do not become a mere replacement for old systems.

Photo credit: Bigstock

Is Your Job Preview for Candidates Fact or Fiction?

Let’s just admit it. As recruiters and TA professionals, we may oversell a job role or embroider our corporate employment experience once in a while in order to get that perfect candidate in the door. Sometimes it works and we make a great hire. And, sometimes that great new hire leaves. What if we could avoid this whole scenario by giving candidates a more Realistic Job Preview (RJP) using technology? With video, employers can easily give as much to the job candidate as the candidate gives to you.  RJPs via video can help you pull better-fit candidates through your hiring process right from the start. You deliver a better candidate experience, hiring results and spend everyone’s time more wisely. [easy-tweet tweet=”Adding #video to the hiring process gives candidates a realistic job preview, which adds dramatically to their #candidateexperience.” user=”ellnerellner” hashtags=”#candidateexperience, #TChat”]

3 Easy Ways to Use Video for a Realistic Job Preview
In the past, job previews lived in the realm of verbal communication between recruiters and job applicants. It was an imperfect solution: Difficult and time-consuming for recruiters to deliver the right information over and over, and hard for candidates to gain the real insight they needed about a potential new employer.  With video interviewing technology, the game changes. Recruiters now have the means to provide rich insight to many, many candidates with ease.  Here are just three of the ways you can do it:

  1. Get Your Right-Fit Out There. If you’ve done your homework, you’ve got a good idea of what right fit talent means for your company and for key roles. Don’t keep this information secret! Ask current, successful employees to use your video interviewing solution to talk about what they like to do on the weekends. Put this out to the job candidate marketplace and let them decide: Can you relate to this? If you’re like this, then we want to meet you. What’s extremely important is the authenticity of the video and letting people be themselves. If corporate marketing managed this video and scripted it perfectly, lit it just so and hired an actor to represent the employee, it would not be nearly as powerful in attracting candidates to your company.
  2. Give Candidates the Insider’s Tour. Video is an incredible vehicle for capturing your work environment and the people who work in that environment, talking about their day. Addressing the noise, the clutter, the pressure, the hours – whatever it is about your workplace that causes the churn. Present it authentically and share it openly with candidates engaged in your hiring process. There’s no better way to help your candidates visualize what the work environment is really going to be like — not for the 15-minute tour, but for an eight-hour shift.
  3. Let Candidates Meet the Boss. While it’s true that people work for a company because of its mission and goals, if they don’t mesh well with their direct manager, it’s hard to get past it. If you use on-demand video interviews for screening, ask the hiring manager to deliver the questions to candidates via video. And I don’t mean simply read it! Ask her to add commentary to the question and some background context, so candidates can get a sense of her style. When you can be job specific and use a video from the hiring manager, then you really are building that RJP authenticity. [easy-tweet tweet=”Through full-blown #videointerviewing platforms, let candidates meet the hiring manager to make sound decisions.” user=”ellnerellner” hashtags=”#Tchat, #candidateexperience”]

Break the Ice for New Hires
That feeling of authenticity you’ve given candidates doesn’t have to end with the job offer. Ask your new hires to answer some getting-to-know-you questions via video. Then, circulate that video to the team or department in advance of your new hire’s start date, and he or she can be greeted by others even more warmly.  In the same way that video offers a better RJP, it also can help ease your new hire’s transition.

This NFL Team is Adapting Its Leadership to Engage Millennials

Generational gaps are not nearly as evident in any other industry as they are in professional sports; particularly, in across the National Football League. This is an industry in which, every year, the dynamics of each team changes as eager millennials join the ranks. These teams already have established ways doing things, and now those ways tested.

When San Francisco 49ers head coach, Jim Tomsula, was asked about his position on social media, he responded. “I don’t like it at all. I don’t know anything about it. I don’t do it. I don’t use it.” Leadership of millennials? Fail!

The 49ers average an age of 25.2 years old, so it didn’t take long for Tomsula to change his stance on social media. About a month after his initial statement was made, he began to understand how critical social media would be to the success of his team, as well as his leadership of the rookie millennials.

A recent article, The NFL Team That Is Solving Millennials, recently ran in the Wall Street Journal. It described the various things the San Francisco 49ers are doing differently when it comes to the leadership of millennials.

  • Reverse Mentoring:  Tomsula sets aside time to learn the new apps and latest technology his players use in weekly meetings.
  • Shorter Meetings:  Meetings last 30 minutes instead of 2 hours. They focus more on visuals and interacting.
  • Going Digital:  They no longer print schedules. Now, the players receive digital reminders on their mobile devices

Some 49ers fans and staff are a bit skeptical of the changes being made. They’re thinking, “Why should we cater to millennials?”

Nobody wants to be coddled, and leaders shouldn’t cater to millennials. However, it is 2015 and business should reflect that fact. The world is not going to revert to a time when technology was scarce. It’s here to stay. Technology and the Internet have changed our lives forever, and they will continue to change. Millennials were simply caught in the crossfire and became the blamed for such changes.

In a related blog post, Tim Elmore provides a different point of view. In contrast to Coach Tomsula’s millennials approach, Elmore states that one should “coach as a missionary.” He suggests becoming a pioneer, leaving the comfort zone to study and learn about different cultures. First, study and learn the values of the culture. Then, it’ll be easier to relate to those people and share a message.

Coaches aren’t the only ones who have to make adjustments. I, recently, had the extreme pleasure of hearing five-time NFL MVP, Peyton Manning, give a keynote presentation at a conference. He spoke about an ongoing need to “adapt his leadership to the next generation [of players]” by keeping his expectations, perspectives, and vocabulary fresh. Manning uses the missionary approach; learning first, and then earning the trust and leadership of the millennials.

World renowned leadership expert and author, John C. Maxwell, taught something similar on stage. He spoke about posterity and legacy, explaining that leaders have to pass the baton. Moreover, leaders must pass the baton at “full speed.” They should not be on the sidelines, out of touch with today’s technology. They should be in a full sprint, completely aware of these exponential times in which we live, work, and play.

Coach Tomsula is pushing his leadership to new gears. He knows that millennials (along with the entire 49ers team) can only go to the next level if he achieves higher speeds.

Are you ready to change gears?

Photo credit: Bigstock

#TChat Preview: How Hiring Managers Can Reduce The Cost of Hiring


Last week the TalentCulture team talked about why recruitment should be transparent marketing, and this week we’re going to talk about how hiring managers can reduce the cost of hiring with Nikos Moraitakis, CEO of Workable, a technology startup reinventing hiring for ambitious companies.

A high percentage of mature talent acquisition functions report that they have high-performing relationships with hiring managers. Nurturing these relationships increase a company’s ability to hire qualified individuals efficiently and cost-effectively and meet today’s business needs and tomorrow’s challenges will excel and save potentially millions per year.

Sneak Peek:

#TChat Events: How Hiring Managers Can Reduce The Cost of Hiring

TChatRadio_logo_020813#TChat Radio — Wed, Oct 28th — 1 pm ET / 10 am PT

Join TalentCulture #TChat Show co-founders and co-hosts Meghan M. Biro and Kevin W. Grossman as they talk about how hiring managers can reduce the cost of hiring with this week’s guest: Nikos Moraitakis, CEO of Workable, a technology startup reinventing hiring for ambitious companies.



Tune in LIVE online Wednesday, Oct 28th

#TChat Twitter Chat — Wednesday, October 28th — 1:30 pm ET /10:30 am PT Immediately following the radio show, the team will move to the #TChat Twitter stream, where we’ll continue the discussion with the entire TalentCulture community. Everyone with a Twitter account is invited to participate, as we gather for a dynamic live chat, focused on these related questions:

Q1: What’s wrong with hiring and hiring managers today and why? #TChat (Tweet this Question)

Q2: How can hiring managers help improve the candidate experience? #TChat (Tweet this Question)

Q3: How can technology improve hiring manager performance? #TChat (Tweet this Question)

Until then, we’ll keep the discussion going on the #TChat Twitter feed, our TalentCulture World of Work Community LinkedIn group, and in our TalentCulture G+ community. So feel free to drop by anytime and share your questions, ideas and opinions. See you there!!!

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Engage Passive Candidates: The Three Rules of Recruitment Marketing

Longer job vacancies and slower time-to-fill can derail an organization’s ability to reach business goals, making it imperative to have a robust talent pipeline at the ready to stay well connected to high-quality candidates. Technology, such as a recruitment marketing automation tool, mobile-optimized career sites, and a social media presence, can streamline processes and provide you with pools of warm talent from which to source when your organization is ready.

Three Main Components of Recruitment Marketing

In many ways, recruitment marketing is simply getting in front of the right people, at the right place, at the right time, with the right information. But most importantly, it’s about developing and driving an employment brand so organizations can attract and hire the best and the brightest. There are three crucial tenets of recruitment marketing: consistency, relevance, and authenticity.

  1. Create a Consistent Experience

When establishing a strong employment brand, a focused message that is true to your company’s core mission and values is key. Regardless of the methods of communication, it is important to keep a consistent brand across all channels—from career sites, social media sites, and job listings, to screening and interview questions. Each touch point with candidates is a valuable chance to make an impression with your brand.

As candidates turn to social media more to look for jobs—increasingly so from their mobile devices—it continues to be an important channel for attracting passive candidates. Employers should also have a content-rich presence on social media, in order to reach savvy job seekers and on-the-go-candidates. Statistics show that 88% of job seekers are using at least one form of social media, while 70% of companies have made at least one hire through social media.

  1. Deploy Relevant Content

Engaging with candidates regularly is a vital aspect of recruitment marketing, but what you are communicating is just as important. When it comes to communications directly to candidates, develop tailored messages that speak to their interests based on location, industry, job level, etc. Be clear about what sets your company apart from other employers.

Leverage technology to create talent pools for sourcing candidates to automate this process. Engage and nurture passive candidates who may not yet be ready to apply for a job, but are interested in the company’s employment brand. This not only provides access to a warm pipeline of talent, it also creates a positive image of your company, and keeps your brand top of mind when a candidate begins to shift from being a passive candidate, to one that is ready to take action and apply.

  1. Make It Authentic

Generic descriptions and stock photos are a common practice for career websites, but the lack of your company’s true culture can be damaging. Savvy job seekers want to know what it’s like to work for you, what the office environment is, and who their potential coworkers are before they decide whether to apply for a job. The more realistic, the better.

Through their individual, real-life stories, current employees can support your company’s value proposition and key messages. Leverage those workplace stories and bring them to life. Story-telling, video, and images can be used to craft recruitment marketing campaigns tailored to showcase what you have to offer and convince passive candidates that your organization is one for which they want to work.

Get Started

Job seeking behavior has forever changed, making the old tools and the status quo irrelevant in today’s new era of job seeking and recruiting. Achieving your recruiting goals requires a strategic recruitment marketing plan. The talent is out there— you just need to have to right tools and strategies to find them and keep them connected until you are ready to hire and they are ready to make the leap.

Photo credit: Bigstock

A Microbiome of HR technology We Are

The microbiome discussion had me riveted. One of multiple 10-minute presentations at the TED@IBM event really inspired me, learning about how microbes interact in symbiotic communities. The research shared by Dr. Robert Prill, a computational biologist at the IBM Almaden Research Center who gave this TED talk, specifically talked about microbes and food and how they can tell us if something is good for us or bad for us. This could have profound implications on keeping food production safe worldwide.

At the break, an analyst friend told me about a few HR technology projects he was advising on. Same solution provider – two new implementations and one remediation due to serious data integrity and security issues.

Remediation? Yikes, I thought. Not that surprising; we’ve been in the HR technology marketplace for many years and solution providers can never be all things to all customers, whether they say they’re a true integrated talent management suite provider or stay focused on a best of breed solution.

And then it hit me – wouldn’t it be amazing if we could have a microbiome of sorts for companies buying HR technology? Or for any hardware and software purchases procurement, finance, operations, IT, marketing and sales, human resources and talent acquisition makes?

My inspiration became a realization that we actually already do – a somewhat symbiotic community of business executives, HR buyers, IT, analysts, influencers, vendors and third-party consultants.

Obviously selecting the right HR technology can be a daunting task, whether it’s a new solution or a replacement system. So many things have to be considered in this complex ecosystem relationship — cloud computing, HR data management, talent analytics, best of breed and integrated HR and talent acquisition and management systems, and more.

In our own microbiome, it’s happiest time of the year for many HR and business executives who are now at the 2015 HR Technology Conference & Exposition (second only to vacations and the holiday season). They are busy evaluating and reevaluating their HR technology ecosystems.

There are three simplified selection steps to consider. These aren’t new and many HR buyers and providers alike have shared them for decades, but they’re always worth sharing again. Plus, nearly every software provider in our space will gladly give you a “make the business case” kit.

First, outline your problem and goals. What are the problems with your overall talent strategy today and what are your goals for tomorrow? Your HR technology investment extends beyond the product itself – it’s also about the collective experiences with your vendor that make up your HR and recruiting processes and the systems that enable them all – user experiences, implementation experience, customer experience, compliance experience, data management experience, system integration experience, and much more.

Second, research your solutions. Now that you’ve documented your primary talent strategy problems and goals, it’s time to find the right solution that will enable you to recruit, hire, develop and retain the very best talent. And this is where you can leverage your HR technology microbiome to make better informed decisions – analyst reports, online research, peer network reviews, third-party consultants. In fact, there’s so much information available today that most buyers are well-armed prior to selecting their short list of solutions.

Third, build the business case. The final step in this process is to create the business case for buying and/or replacing the right HR technology for your organization. This includes:

  • Reviewing your current talent processes, metrics and analytics
  • Outlining the benefits of a new HR technology solution (whatever that is)
  • Listing your top vendor contender or contenders (Technical documentation, features, benefits, services and support, ROI (qualitative and quantitative), etc.)
  • Calculating your costs (Software subscription fees, implementation fees, support fees, maintenance fees, customization and/or configuration fees, data integration and management fees, etc.)
  • Identifying your key stakeholders (CHRO and/or Head of Talent Acquisition Other Senior Executives, IT Department Finance/Procurement, etc.)
  • Creating your final compelling presentation (make that magical business case!)

Most of us in the HR marketplace know there are just too many realities and variables that can muck up the works from RFP to purchase to implementation to maintenance. Vendors over-promise and/or under-deliver, internal teams underestimate resources needed, and internal teams and leadership alike change before total cost of ownership is ever realized. I can’t tell you have many times I’ve heard, “Oh, I came on board right after we purchased and implemented [insert provider name here] – and now it’s a beast.”

These bad metaphorical microbes aside, a microbiome of business processes, people and HR technology we are. We’re more informed than ever when it comes to purchasing and implementing the talent technologies we count on to keep our businesses performing well and staying healthy. And that’s definitely good for us.

Happy Buying!

How to Choose an HR Technology Vendor

Everyone knows that HR technology is critical to a winning talent acquisition strategy, but with the plethora of options available in the marketplace, how do you know what to choose? Where do you even start? What you really need is a technology solution that will help you evolve with the rapidly changing recruitment landscape — not to mention add some time back in your day so you can focus on moving the needle on your recruitment strategy.

Don’t feel overwhelmed with the choices out there — get some honest advice from someone with more than 20 years of experience in the recruitment technology space, both using and purchasing software.

As the president of recruitment software at CareerBuilder, I have worked side by side with startups, Fortune 1000 and global companies alike to develop and implement their talent acquisition strategies during this changing economic environment.

Based on what I have learned over the years, I want to share advice on what you should be looking for when selecting a partner and solution. With that in mind, here are the top three things to keep in mind before selecting an HR technology vendor that’s right for you.

1. Buy for the future. Understand whether the company you’re about to invest in shares your priorities. Mary believes a partner shouldn’t be in it to sell you something — a true partner helps you achieve your goals. Does yours?

2. Invest in a true partnership. A pre-hire platform partner should be willing to connect with your existing software solutions. Does yours?

3. Invest in technology partners who are committed to your success. Mary believes that software is one part technology and three parts people. It’s the people that make the software successful. Do you have the right people?

If you’re attending the HR Tech conference in Las Vegas this month, I would enjoy seeing you. I will be at the CareerBuilder booth #1311, where I’ll be speaking on this topic and will be happy to answer your pressing recruitment questions live.

You can also find additional insights and analysis in this handy recruitment software guide. Download it now to help you select the right technology partner as you’re evaluating various vendors and solutions.

Photo credit: Bigstock


CareerBuilder is a client of TalentCulture and sponsored this post. 

#TChat Preview: Live from the 2015 #HRTechConf: Why Recruitment Should Be Transparent Marketing

The TalentCulture #TChat Show is back live from this year’s HR Technology Conference & Exposition in Las Vegas on Wednesday, October 21st, 2015, from 1-2 pm ET (10-11 am PT).

Last week we talked about the three steps to selecting the right HR technology, and this week we’re going to talk about why recruitment should be transparent marketing with Susan Vitale, Chief Marketing Officer at iCIMS; Lori Sylvia, Chief Marketing Officer at SmashFly; and Michele Ellner, Director of Marketing at Montage.

Attracting candidates and retaining current employees is a lot like attracting and retaining customers. But, today’s hiring economy is highly complex and competitive. Finding top talent is harder than ever!

Sneak Peek:

#TChat Events: Live 2015 #HRTechConf: Why Recruitment Should Be Transparent Marketing

TChatRadio_logo_020813#TChat Radio — Wed, Oct 21st — 1 pm ET / 10 am PT

Join TalentCulture #TChat Show co-founders and co-hosts Meghan M. Biro and Kevin W. Grossman as they talk about why recruitment should be transparent marketing with this week’s guests: Susan Vitale, Chief Marketing Officer at iCIMS; Lori Sylvia, Chief Marketing Officer at SmashFly; and Michele Ellner, Director of Marketing at Montage.



Tune in LIVE online Wednesday, Oct 21st

#TChat Twitter Chat — Wednesday, October 21st — 1:30 pm ET /10:30 am PT Immediately following the radio show, Meghan, Kevin, Susan, Lori and Michele will move to the #TChat Twitter stream, where we’ll continue the discussion with the entire TalentCulture community. Everyone with a Twitter account is invited to participate, as we gather for a dynamic live chat, focused on these related questions:

Q1: Recruitment should be transparent marketing. What does this mean to you? #TChat (Tweet this Question)

Q2: How can organizations leverage positive job seeker feedback for process improvement? #TChat (Tweet this Question)

Q3: What digital marketing activities do recruiters need to deliver on today? #TChat (Tweet this Question)

Until then, we’ll keep the discussion going on the #TChat Twitter feed, our TalentCulture World of Work Community LinkedIn group, and in our TalentCulture G+ community. So feel free to drop by anytime and share your questions, ideas and opinions. See you there!!!

Subscribe to our podcast on BlogTalkRadio, Stitcher or iTunes:

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Image Credit: Big Stock Images

How Can Branding Help HR Leaders To Tap The Right Talent Pool?

Branding gives your organization the required visibility in the market. Traditionally, the concept of branding was limited for the all-round promotion of the corporate houses; however, with time every department of a company needs to be in the limelight for the right reasons to add to the growth of the business. Thus, marketing also takes into account the internal elements of the organization to carve a niche in the corporate world.

Talking about internal marketing, the HR Department needs to pep up their portfolio showcasing their accomplishments that will give them the leverage when it comes to obtaining, engaging and preserving talent. The HR experts need to build their credibility through the creation of a proper brand enticing the human resources. They are the interface between the organization and the talent pool hence to establish their variability, a sturdy branding is necessary.

Thus the HR leads can implement these five actions for the better future prospects:

  1. Focus on vital communities for better chances of hiring: The HR of most of the organizations are running the same rat race that includes visiting social media platforms and performing the same keyword searching to get the right candidate for their job. This does not make them proactive and they fail to stay ahead of their competitors. To make a real difference in the job market, the HR needs to be strategically sound.

The HR experts should concentrate more on the distinct groups to pick the right talent. With respect to the nature of the job they can consider communities like interns, customers, local institutions and universities, contractors, interns, and alumni to name a few. For instance, if you have a vacancy for the role of Vice President HR then you can appoint someone meeting the required level of competencies in your current workforce or he can be an efficient former employee or he can be someone outside the organization. You will resort to different ways depending on the job role and demand. This will take into account your strategic thinking. You need to set the target, spot the community and consider the efficacious ways to involve with the community.

  1. Nab the company advocates to be the brand promoters: There are people who are quite fascinated by the company and express their satisfaction with the companies’ product and services in the social media platforms. The HR can tap these people involved in promotion to write reviews and feedback in important platforms that will give the job seekers a fair idea about the company. It will be a source of positive publicity. Recruiters can make optimal utilization of these promotions facilitating their branding and marketing. You can tweak these loyal communities to increase the views and feedback on the Facebook page of the company.
  2. Employees are a category of your customer: You need to treat your employees as your customers by offering them what they are looking for. Every job seeker wants an easy and hassles free application process that gives value to their time. It will be better if the HR provides them with a user-friendly interface to keep their interest intact. The job aspirants are equivalent to your customers who if not treated well has the power to voice their opinion in various online platforms that can have a negative impact on the company. Hence, the nature of management of the recruitment process does matter.
  3. Work in association with the Marketing Department: While establishing the brand of the organization, the HR needs to work in close relation with the Marketing team. The Marketing professionals can help them with a proper brand awareness campaign designing their brochures, pamphlets, and print media advertisements. Making use of some sensational graphics they can attract the crowds to scan through the various job openings available within the organization. This adds the right punch to the external communication.
  4. Show the talent pool the consistency the brand maintains: There should not be much difference between how an employee perceives the organization prior to joining and after being on board. The employees should be made to feel a part of the business hence the need of the integration in talent platform. If an employee senses any mismatch then it will be hard for him or her to plan for long-term association with the organization. Therefore, there should be continuity, a common tone and feel across every interpersonal relationship within the organization.

Therefore, with ample job portals establishing a direct link between the employee and the organization, it is necessary that you being the HR should invest a considerable sum behind the branding of your own department to catalyze the recruitment process. This will ensure that you spot the right talent pool for the right positions existing in your organization.

Photo credit: Bigstock

Test for Emotional Intelligence and Hire Better

Everyone’s looking for the edge in recruiting.  To some, they seek out passive candidates and lure them away from competitors with the promise of high salaries and bonuses.  Some are trying to corner the market socially.  But there’s a little understood way to enhance your quality of hire without having to stalk the competition.  It’s called emotional intelligence, or EQ (short for emotional quotient.)  By testing candidates for their emotional intelligence, recruiters can enhance quality of hire immediately. If your team is looking to hire better, try these tips!

Tips to Hire Better By Focusing on Emotional Intelligence

When you think of the top performers in your organization, what do they have in common?  Author Travis Bradberry claims the top 90% of high performers also possess high levels of emotional intelligence.  He also asserts that emotional intelligence explains 58% of success in the workforce across industries.  It’s clear that these high performers and successful employees have something that others do not.

The traits that these high performers have are many of the most desired traits of employees.  These include leadership, great communication skills, people skills, self awareness, self motivation, and more.  Many job postings list these as prerequisites for a job but outside of some fumbling interview questions, don’t actively test to make sure a candidate possesses any of these traits.  So how does a savvy recruiter test for these traits in order to hire better?

  • Pscyhometric Testing.  Psychometric testing has gained popularity recently as a great predictor of what an employee’s work style might be.  Additionally, it exposes things like capacity for leadership, team building, and commitment to ethics.  This is a great way to start to get to know a candidate.  If you’re looking to hire better with emotional intelligence, this can uncover whether the candidate has any levels of emotional intelligence. Psyometric tests are available in both print and online.  They’re simple questions that can provide big insight in only 20 minutes or less.
  • Video Interviews.  Video interviews are great to view a candidate in the applicant screening process.  Because these interview questions are timed, answers can expose a candidate’s honest reaction to the questions provided.  These recordable interviews also offer a great opportunity for recruiters to view a candidate’s body language and facial cues in the video interview.  If seeing is believing, then video interviews allow recruiters to determine whether a candidate believes in what he or she says. The facial cues and body language displayed offer a more nuanced view of the candidate.
  • Creative Scenario Based Tests.  In interviews, it can be extremely helpful for an interviewer to construct a series of scenario based tests.  These can expose the decision making process behind a candidate’s answer and reveal whether they are self- aware, have a high aptitude or leadership, and more.  Get creative and ask questions based on things that may happen during the course of the work day. Using this suggestion, your team can get to know your candidate better to determine organizational fit.
  • Schedule a Panel Interview.  Panel interviews are great ways to find out how candidates will work with others across the organization.  When those panels are also diverse, they can expose how a candidate may communicate with people outside of his or her age cohort or racial group.  Panels provide a variety of different people’s experience, viewpoints, and judgements into the process.  It could be that a panel member can recognize abilities that are useful and transferable across departments.  If your recruiting team is seeking to uncover emotional intelligence, a panel interview sets the stage to find out.  Schedule a panel interview and see how it can help you to hire better.

When it comes to enhancing your quality of hire, emotional intelligence should be high on the list of what you’re looking for in candidates.  A strong indicator of success, emotional intelligence can be uncovered in a variety of traditional and nontraditional ways.  The extra investment of time is worth it to find out who your next stand out hire could be.

Photo credit: Bigstock

#TChat Preview: Three Steps to Selecting the Right HR Technology

The TalentCulture #TChat Show is back live on Wednesday, October 14th, 2015, from 1-2 pm ET (10-11 am PT).

Last week we talked about why sourcing referrals can improve retention and this week we’re going to discuss the three steps to selecting the right HR technology with this week’s guest: Mary Delaney, President, Recruitment Software Solutions at CareerBuilder.

Selecting the right HR technology can be a daunting task, whether it’s a new solution or a replacement system. So many things have to be considered in this complex ecosystem relationship — cloud computing, best of breed and integrated HR and talent acquisition and management systems, and more.

Sneak Peek:

#TChat Events: Three Steps to Selecting the Right HR Technology

TChatRadio_logo_020813#TChat Radio — Wed, Oct 14th — 1 pm ET / 10 am PT

Join TalentCulture #TChat Show co-founders and co-hosts Meghan M. Biro and Kevin W. Grossman as they talk about the three steps to selecting the right HR technology with this week’s guest: Mary Delaney, President, Recruitment Software Solutions at CareerBuilder.



Tune in LIVE online Wednesday, Oct 14th

#TChat Twitter Chat — Wednesday, October 14th — 1:30 pm ET /10:30 am PT Immediately following the radio show, Meghan, Kevin, Joe and Ivan will move to the #TChat Twitter stream, where we’ll continue the discussion with the entire TalentCulture community. Everyone with a Twitter account is invited to participate, as we gather for a dynamic live chat, focused on these related questions:

Q1: What’s trending in HR tech this year and what should HR buyers consider? #TChat (Tweet this Question)

Q2: Before buying or replacing HR technology, what should companies do first? #TChat (Tweet this Question)

Q3: What should HR buyers include in an HR technology business case? #TChat (Tweet this Question)

Until then, we’ll keep the discussion going on the #TChat Twitter feed, our TalentCulture World of Work Community LinkedIn group, and in our TalentCulture G+ community. So feel free to drop by anytime and share your questions, ideas and opinions. See you there!!!

Subscribe to our podcast on BlogTalkRadio, Stitcher or iTunes:

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Image Credit: Big Stock Images