Recruitment Tips, Employer Trends, and Hiring Insights from CareerBuilder

Monthly Archives: March 2011


CareerBuilder Leadership Series: Spotlight on Tom Daley, President of Volt Workforce Solutions

CareerBuilder recently sat down with Tom Daley, President of Volt Workforce Solutions, to discuss his leadership philosophy. In the following excerpt, Daley shares the lessons he’s learned in 30 years at Volt, including why empowerment is essential and the most important decision he’s ever made.

What is your philosophy as it relates to people and their impact on your daily business? Continue reading >>

By in Leadership Interviews


Hiring Outlook Is the Strongest in Three Years, According to Survey

Looks like someone’s been taking her Boniva! (Or whatever its employment industry equivalent is, at least…)

According to CareerBuilder and USA TODAY’s latest job forecast, the employment outlook is starting to feel like its younger, more vibrant self again.

Nearly three-in-ten employers (28 percent) reported they hired full-time, permanent employees in the first quarter of 2011, the highest since the first quarter of 2008, according to the survey of nearly 2,800 hiring managers nationwide. The same amount expect to add full-time positions in the second quarter as well.

The findings come as little surprise to CareerBuilder’s CEO, Matt Ferguson, who says in a press release that job listings on have increased across all categeories – from healthcare and technology to manufacturing. “While employers are keeping a close eye on world events, their confidence levels in regard to recruitment have remained intact,” Ferguson said. “The survey points to continued, measured gains over the next three months. As the nation moves toward greater financial stability, more employers are investing in talent for the long-term.”

So what’s in store for the job market in the coming months – and how does it compare to previous months? Check out the highlights from the latest survey, including insight into what concerns both employers and job seekers right now. (You can also go here to download the complete forecast.)

  • Added Headcount Exceeds Expectations in Q1 2011: For the seventh consecutive quarter, hiring has exceeded expectations. When asked back in December, 23 percent of employers said they expected to hire full-time, permanent employees in the first quarter of 2011. As for March, however, the number of employers that actually added headcount reached 28 percent. And while 10 percent of employers decreased headcount in the first quarter 2011, the number is still an improvement from 12 percent who did so last year.
  • Employers Expect to Maintain Momentum in Q2 2011: As for second quarter expectations, 28 percent of employers said they plan to increase their full-time, permanent headcount (but if current survey trends persist, that number could very well be higher in three months). The number already exceeds the 24 percent of employers who increased headcount during this time last year.
  • Competition for Highly Skilled Talent Increases: Concerned about losing high performers as the economy improves? You should be.

By in Forecasts, Insights & Trends


Missed March’s #CBJobcChat? Check out the recap right here.

#CBJobChatEven though it meant missing what was surely another riveting “celebrity” performance on Dancing With The Stars, participating in CareerBuilder’s first ever Twitter chat for job seekers and recruiters was more than worth it. (No offense, Ralph Macchio.)

Using the hashtag #cbjobchat, anyone on Twitter was invited to follow and particpate in the chat led by @CareerBuilder. To begin the discussion, @CareerBuilder posed five different questions on the subject of résumés (last night’s theme) to job seekers and recruiters, and then let everybody offer their own advice and thoughts.

If you joined last night’s chat, thanks again for participating. We’re really excited by the turnout and the great conversations that came out of it. We’re hoping both job seekers and recruiters will benefit from these chats – and use them as a way to exchange advice and gain a better understanding of the other side’s perspective.

We’ll have the transcript of last night’s #cbjobchat posted soon, but here’s a quick recap of what was asked and some of the excellent answers we received. (Believe me, there are many more than can fit here.)

We asked job seekers:

  • Do you include an objective on your résumé or use a professional summary instead?
    “Personally I use a summary. For high schoolers, whom I’ve worked with in the past-I had them do really specific objectives.” – @srlaugtug
  • Do you try to fit all of your expertise on 1 page or are you OK with it spilling into 2 pages?
    “If e-mailing directly I do 2 pages. If ATS or online 1 page hitting keywords.” – @AshShute
  • Is your résumé posted online? Why or why not?
    “Yes my résumé is online because if I don’t post it then how do I expect recruiters/hiring managers to find me.” – @collegegraduate
  • What does your résumé say about you? Or what do you hope it says about you?
    “My résumé says what I want it to say to the employer Im applying to. Meaning, I tailor it to what they are looking for.” – @srlaugtug

By in News & Events

yeah i've got this bridge i wanna sell ya.. honest!

Most Employees are Loyal (…is What Most Employers Like to Believe)

Take one step forward if your employees are loyal to you. (Whoa….not so fact, you in the back!)

If you’ve seen the recent reports that more employees are quitting their jobs as the economy improves, then hearing that employee loyalty nationwide is at a three-year low should be about as shocking as, well…hearing that Charlie Sheen is getting a reality TV show. (I mean, we all saw this coming, right? Well, maybe not all of us…Keep reading.)

According to a new study from MetLife, not only is employee loyalty at its lowest point since 2008, but some employers evidently aren’t aware of this fact. (Awkward!)

According to the study, 47 percent of employees report feeling a very strong loyalty to their employers, while 51 percent of employers said they felt employees were very loyal. You can read the details of the study here, but below are some of the larger implications that you as an employer need to consider:

Certain benefits matter more than you think: While employers are generally correct in thinking that salary and wages are the biggest drivers of employee loyalty, many underestimate the role retirement benefits and non-medical benefits (such as dental, disability and life insurance) play in employee satisfaction, too.

Benefits are only as good as how well you communicate them: Maybe it’s not the lack of benefits that irks employees, but the lack of awareness. Another finding was that more than half of all employees (55 percent) believe the communication they receive from their employers regarding benefits is either unclear or too infrequent. If you’re doing a poor job of communicating your employee benefits and how employees can take advantage of them, you might as well not offer them at all.

By in Retention, Survey Results

Not everyone wants to work at Google. (Just the majority.)…and more news from this week.

While you were busy not being at all pretentious, failing to impress anyone in Arizona, wondering when these two became friends or deciding that even that annoying “five dollar footlooooong” jingle can’t get in the way of true love…here’s what was happening in the world of workforce management this week.

  • Groundbreaking evidence shows employees don’t respond well to pay cuts. In a new article for Slate, writer Ray Fisman explores the research that indicates that while pay cuts lower productivity, raises don’t do much to boost it, either. (Slate)
  • Seeing co-workers at the gym can be awkward awesome. So long as spandex stays out of the picture, working out alongside colleagues can be a great team-building experience, argues Wall Street Journal writer Sue Shellenbarger. (WSJ)
  • Being popular is a blessing and an HR curse. Facebook received 250,000 job applications in 2010, revealed this week. Awesome for Facebook but maybe less so for its HR department, which has its work cut out for it sorting those applications…(Shameless self-promotion alert: ) Guess they should’ve used CareerBuilder’s free screeners! (
  • Employees who work in Canada are about to go “om.” Justice Canada in Ottawa is participating in a taxpayer-funded program that uses the Buddhist concept of mindfulness to help employees cope with personal and workplace pressures. (Vancouver Sun)
  • Young professionals want to live the Google life. Out of 150 employers, Google topped the list of companies young professionals want to work for the most. Facebook must be dying to know how many applications they received last year… (WSJ)
  • Sometimes, there’s just no satisfaction in finding out you were right…A new CareerBuilder survey shows that women believe men earn more than they earn. Turns out, they’re right. Really, really right. (The Hiring Site)
  • Perks are back! (Except for that one that about getting pay raises.) A new survey by Accountemps shows that while companies are still hesitant to increase employee pay, they’re trying to compensate in other ways to retain and attract employees. But is it working? (Cliffhanger!) (MSNBC)
  • Someone must’ve missed the memo about the Accountemps survey. Radio talk show host Howard Stern is suing his employer, SiriusXM Radio, for failing to pay him the bonus he believes his contract entitles him to. (MSNBC)
  • It’s not just men who are clueless about women. Employers all over the world are, too. A new survey shows that employers worldwide lack a strategy to develop women leaders. (Typical employers. Am I right, ladies?) (FoxBusiness)
  • Pay-for-performance programs can end up costing employers. Pay-for-performance programs can bring out the happy, productive and motivated worker in every employee and lead to better business results for employers. OR…they can do the exact opposite of that. (Globe and Mail)

By in In Review, Insights & Trends

Gender inequality

Women think men earn more than they do — and they’re right

Many organizations have a policy prohibiting their employees from discussing salaries with each other. We can safely assume that employees disregard plenty company policies on a regular basis. Sneaking in a few minutes late. Checking Facebook every once in a while – or maybe all the time. You might think salary discussions are another example of employees ignoring their bosses, but that might not be the case. Continue reading >>

By in Survey Results

Jen Prosek

Stop Hiring Employees and Start Hiring Entrepreneurs.

“There’s an evolution going on,” says Jennifer Prosek, author of the new book Army of Entrepreneurs: Create an Engaged and Empowered Workforce for Exceptional Business Growth, in reference to today’s workforce. “If you look at what new entrants into the workforce are looking for in terms of jobs, lives, careers and what we’re taught about the world of work have changed.”

As the CEO of public relations and financial communications consultancy CJP Communications, Prosek has noticed that today’s workers want more responsibility, and today’s employers should be receptive to that desire.

Her philosophy is that deciding who to hire is less about finding a great employee and more about finding a great business partner – or, rather, a fellow entrepreneur. “The new generation of workers expects more responsibility early on,” Prosek told me. “They’re fearless and aren’t as willing to stick things out and do things just because their bosses say they should.”

While Prosek drew on her own experiences to write Army of Entrepreneurs, her observations are not limited to what she sees going on at her organization: a recently released Career Advisory Board study indicates that there’s an overall discrepancy between what hiring managers think Millennials value most as they enter the workforce (higher pay) and what Millennials actually say they value most (meaningful work).

It is crucial that hiring managers today understand the shift that has taken place in workers’ attitudes, especially if they expect to build their army of entrepreneurs.

Recruit now. Hire later.
While “any employee can be entrepreneurial,” Prosek says hiring managers should keep an eye out for “people who exhibit excitement about bringing their own ideas to life” when trying to identify potential entrepreneurs – which, by the way, is all the time.

Hiring managers need to take a proactive approach to recruitment and constantly be on the lookout for the next entrepreneur; otherwise, waiting until a hiring need opens up couldresult in a panicked hire. “Panicked hires typically aren’t successful, particularly if you’re building a typical DNA [for your employment brand]. Everyone you hire is a reflection of that brand.”

Not only can a panicked hire be a costly mistake for employers, Prosek says that panicked hiring doesn’t reflect well with employees, either. Employees can sense when they’ve been hired out of desperation, which significantly lowers their excitement about the company; whereas employees who are courted over a period of time by prospective employers go into their new jobs feeling special “because they are.”

Prosek says recruiting candidates early on and staying in contact with them is key to building that talent pipeline – and ensuring they will feel special when the time comes to actually hire. Some of the ways employers can keep candidates engaged include sending them quarterly company updates via email, going to career fairs and networking events, and, not least of all, utilizing social networking. “If you have social media presence and blog, these things make it incredibly easy to stay in touch with your talent pipeline.”

By in Talent Acquisition, Talent Management

John D. Thedford

The Perfect Fit: Recruitment and Retention Strategies from John Thedford, CEO of La Familia Pawn and Jewelry

GUEST CONTRIBUTOR: Authored by John Thedford. Thedford is CEO of La Familia Pawn and Jewelry, a chain of high-end pawnbroker shops with locations throughout Central and South Florida, and he is the author of Smart Moves Management: Cultivating World-Class People and Profits. For more information, visit

John D. ThedfordA company without good employees is like a shark without teeth … very ineffective and bound for extinction. Here are some strategies that can help you hire and promote the best people for your business.

Being a business owner requires a strong commitment to success and attention to detail. Tasked with many responsibilities, entrepreneurs have to maintain a vigilant focus on the key processes that drive their operations. Based on my own experiences, I believe the trickiest part of running a company is the hiring process. Why? Because people are complex creatures with unique attributes, and hiring the right employees is imperative to the success of your endeavor. In other words, when it comes to hiring, the stakes are high.

The “right” people are the core of your strength. Inversely, the “wrong” people will make you weaker and less effective. In the end, you’ve worked hard to start your business, and you need to create an environment where everyone functions on the same page and works toward the same goals. How do you accomplish this? Take hiring — and the development of superior talent — very seriously, and have a process in place that gives you the best chance of hiring and retaining employees who will help you realize success.

A Strategic Path to Success

Through trial and error, I’ve learned that business success isn’t a model; it’s an equation of compatibility and chemistry among employees, customers and investors. Creating a strategic path based on this philosophy will pay major dividends because an engaged employee will provide exceptional customer service and make so much money for themselves and for the company that your shareholders will marvel at the outcome.

By in Guest Contributor, Interviewing, Leadership Development, Retention, Selection, Talent Acquisition

Twitter does its fair share of workplace damage this week…and more from this week’s news.

While you were busy marveling at the fact that it’s Friiiday Friiiday, finally beating a long-time rival, daring to say what no one else will, or putting an abrupt end to playtime with the kids…here’s what was happening in the world of workforce management this week…

  • The concept of ‘too soon’ (and now, that of employment) is lost on Gilbert Gottfried. Aflac fired angel-voiced spokesman Gilbert Gottfried after the comedian (?), posted what many considered tasteless jokes on Twitter regarding the recent earthquake and tsunami in Japan. Suddenly, Charlie Sheen looks like employee of the month. (MSNBC)
  • Another employee causes hell for his employer via Twitter this week. Gottfried wasn’t the only one attempting career suicide on Twitter this week. The New York City Ballet company has decided to censor tweets by its dancers after a star mocked his director’s drunk driving arrest and ridiculed a major donor. Yep, that’ll do it. (DailyMail)
  • Stranded Tokyo employees crash at the iPad store. Following the tragic events in Japan over the weekend, Apple allowed its employees who were stranded there to sleep at the Tokyo store and even went so far as to provide them food and drink. (PR Daily)
  • Think your manager is underqualified? He might agree with you. According to a recent survey of nearly 4000 managers nationwide, 26 percent of participants agreed they were not ready for supervising others when they started managing. (UPI)
  • Barack Obama could be this generation’s Jane Addams. Following a government report on the state of women in business, President Obama said in his weekly radio address that he will fight to pass reforms that stop wage discrimination based on workers’ sex. (
  • More employers succumb to peer pressure regarding tobacco. As they see more hospitals and health systems refuse to hire smokers, private companies are starting to follow suit. Some workplace advocates, however, think the move is totally uncool. (Detroit News)
  • Employees hoping to see benefits return shouldn’t hold their breath. A recent SHRM poll shows that, despite an improving economy, 20 percent of employers continue to scale back on employee benefits, such as health care coverage, paid relocation programs and paid leave accrual. (Employee Benefit News) On the upside, however…

By in In Review, Insights & Trends

Global connection

10 Global HR Trends for 2011 and How to Manage Them

Global connectionWhile at HRPA 2011, Canada’s conference and trade show focusing on HR issues and trends, I stopped in to check out Howard Wallack’s session, 10 Global HR Trends for 2011 and What You Need to Know to Manage Them. Wallack is the Director of Global Member Programs for Society for Human Resource Management, and in his discussion at HRPA 2011, he drew from several studies and surveys (EIU’s Global Firms in 2020, IBM’s Working Beyond Borders, BCG/WFPMA’s Creating People Advantage 2010, and more) and gathered input from SHRM’s Global Expertise panel to determine the 10 most prevalent global HR trends for the rest of 2011.

The business world is becoming increasingly global, yet as Wallack mentioned in his presentation, there aren’t HR standards across the globe right now. Inconsistent economies and policies add complications to an already complex mix; for example, while low job growth is an issue in the U.S. and Canada, it’s not an issue in Asia, where places like China, India, Singapore and Thailand are all currently experiencing at least 9 – 10 percent growth. The U.S. is less friendly than Canada when it comes to immigration, which can present a challenge. In addition, employee engagement is driven by very different factors around the globe: In Asia, employees want titles and learning opportunities, compensation and benefits comes down the chain; in the U.S., health care coverage is most important, then compensation, then responsibility. With that said, let’s take a look at what Wallack says are the most noticeable trends for the rest of this year:

10 Global HR Trends for 2011

  1. The importance of globalization and integrating markets: Companies will become larger and more global in the next 10 years, handling operations in more countries than they do today.
    —We’re living in an increasingly border-less world.
  2. Talent management: Finding and retaining quality talent continues to be essential to business sustainability. Finding and retaining quality talent continues to be essential to business sustainability, though its importance in relation to other challenges differs by location. (AUTHOR UPDATE: Respondents from Brazil and Sweden rated this issue in the BCG/WFPMA study as being of lesser importance than other top-10 HR challenges relative to respondents from 15 other countries. And when polled further to rate if there were no/some/high/very high talent shortage or skills gaps across 12 different specific industries/sectors, the Brazilian and Swedish respondents rated it uniformly as “No” across all the industries.)
    —There are more contingent workers, and the rationale behind work force investment is changing and moving in multiple directions. 

    —Most industries and countries are to experience a widening talent gap, notably for highly skilled positions and for next generation of mid and senior leaders.

  3. Working virtually across functions and geographies will intensify, with implications for intercultural communication, business ethics and organizational effectiveness.
    —Localizing management of overseas operations is key, but a global outlook is just as important as local knowledge. 

    —Businesses need to find new ways to connect people to each other and to information, both internally and externally.

    —The expectation of having an “always-available” employee varies around the world.

  4. Global employee engagement is tentative; companies that have implemented multiple layoffs have eroded a sense of security in the global work force.
    —There is a disconnect between what companies currently have to offer employees and what employees really value. 

    —Retaining valued talent is more important, but the drivers to retain that talent are different depending on the type of market (growth opportunity is paramount in growth markets; new or challenging responsibilities is paramount in mature markets).

    —The gap in creative leadership, executing for speed, and managing ‘collective intelligence’ must be addressed.

    —Employee engagement has suffered; companies are now trying to restore pride and trust.

  5. The economic crisis and fewer existing business opportunities create a high demand on the global HR function to demonstrate greater adaptability.
    —HR will be an important link between corporate headquarters and overseas operations. 

    —HR is conducting too many initiatives, with mediocre outcomes. Companies need to reboot their HR function and boost resources devoted to HR.

  6. Economic uncertainties fundamentally change motivators that attract and retain employees.
    —There is a disconnect between what companies have to offer employees and what employees really value.
  7. Human capital protectionism may continue to increase in many countries in non-tariff, nationalistic forms.
  8. Global mobility of high-value workers continues as multinational companies restrict new hires and relocate talented employees from within their existing work force.
  9. Companies that originate in emerging economies will continue to succeed in the global marketplace.
  10. Increased demand for HR metrics may bring about a widely accepted set of analytic measures and methods (global standards) to describe, predict and evaluate the quality and impact of HR practices and the productivity of the work force. However, globalization is also driving impetus toward the use of more metrics with greater cultural sensitivity.

How can HR do more to manage these trends?

By in Survey Results, Talent Management

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