Though the Equal Employment Opportunity Commission (EEOC) has previously focused their efforts on investigations that look at processes for pay increases and promotion efforts, recent strategic plans indicate a renewed effort on hiring screen and criminal background check cases.
Ensure you have good practices and policies in place that are in line with this strategic plan with the following tips, compiled from two sessions at the at the recent Staffing Law Conference: Analyzing EEOC Guidance: Latest Background Check Parameters and Strategies and Keeping Up With the Feds: Enforcement and Regulatory Agendas of Federal Agencies.
At the recent 2013 CIETT World Employment Conference in Toronto, Canada, Eric Gilpin, President of CareerBuilder’s Staffing & Recruiting Group, spoke with Bill Strickland, President & CEO of Manchester Bidwell Corporation. Strickland is a MacArthur Fellowship “genius” award winner, the author of Make the Impossible Possible and a recipient of The White House’s “Coming Up Taller” Award, among other distinctions.
Site safety was the subject at hand during the panel “Protecting Temporary Worker Welfare: Harassment and Work Site Safety Investigations” at the recent Staffing Law Conference, as panelists from Staffmark and Elwood Staffing Company weighed in on the best ways to ensure work site safety.
CareerBuilder recently surveyed more than 200 staffing company employees to find out which business-related staffing metrics they track. The results of this survey can help staffing companies analyze which metrics their competition is measuring and which metrics they should measure to make decisions that grow their businesses and focus on situations that will save them time and money.
Is your recruitment process based on what you know about job seekers…or what you think you know about job seekers?
If there’s one thing over 15 years of in-depth research on job seeker behavior and perceptions have taught us, it’s that now, more than ever, experience matters when it comes to the ability to drive quality candidates to apply for your open positions.
A recent CareerBuilder and Inavero study revealed that top talent wants to engage with prospective employers and experience what it’s like to work for their company before they decide to apply to a position – and they’re increasingly utilizing emerging technology to do it.
How do job seekers really see you? Three questions to ask
If you’ve never taken a step back to consider the experience you offer candidates – from their perspectives – it’s time to do so now. Below are three forms of emerging media candidates utilize today to find opportunities and research potential employers. In effect, they also provide employers the opportunity to interact with and engage with job seekers on their terms. The following exercises will help you see the experience you’re providing candidates – from their point of view.
- Are You Mobile Friendly? Try searching for jobs at your company from your mobile device. Is your company's career site "mobile-friendly" and easy to navigate? Are the pages easy to view and read? Can you easily search for and retrieve opportunities and information about your company? The rate at which people are using mobile devices to exchange information is growing exponentially – and it’s showing no signs of slowing down. If you don’t have a ‘mobile-friendly’ website that enables easy navigation and viewing, you’re missing out on a crucial opportunity to reach the growing number of job seekers who search for – and share – opportunities and information on their mobile devices.
- Do You Engage on Video? Enter the term "work at [your company]" on YouTube. Then do the same for your competitors. If you were a candidate, which company would capture your attention more? As the fastest-growing medium for consuming content, videos have an ability to engage candidates and tell a more complete story that is unmatched by any other medium. They are also easy-to-create and can live on nearly any platform by which job seekers search for jobs (job boards and search engines, social networks, company websites, etc.). From “day in the life” videos” to employee testimonials, video gives companies an edge in offering job seekers a peek into the experience of what it’s really like to work for an organization.
Editor’s Note: This concludes our five week series on the Five Ps of Recruitment Marketing (product, price, people, placement, and promotion). Special thanks to Mike Dwyer for an afternoon conversation that inspired this series of blog posts. For a look at assessments on product, price, people and placement, view my previous posts.
Promotion involves the means by which a product is communicated to, or sold, to customers. Traditionally, these aspects of marketing could include direct mail pieces, television and radio advertisements, press and demonstration events, sponsorships and celebrity endorsements, coupons and rebates, brochures, packaging, and free samples. Today, promotions involve other tactics like websites, guerilla marketing, search engine and display advertising, email, and SMS communications.
There is an unending list of ways product benefits and features can be communicated to a highly defined audience. And what’s better is that recruitment marketers can use all these same tactics to market their product: jobs and culture. Promotions are not free however, so marketers factor cost of promotions into the product’s profitability the same way you factor cost per hire.
How do you decide which are right for your target talent?
In marketing, placement involves getting your product or service in front of your target customers. This means selecting the right stores and determining the best place to display it – like the end of an aisle or rack, with a special stand-alone display, or within a check-out counter. The act of distributing the product and ensuring consistent supply within key markets is also involved. Marketers must estimate how much demand they can create in a certain area and supply the right amount of product to meet anticipated demand. Often, pricing strategies fluctuate with changes in placement, thereby adding another layer of complexity to strategy. Logistics – the act of physically transporting a good – must also be considered. As demands grow, additional distribution channels and manufacturing sites closer to where the product is sold are often needed to minimize transportation costs and increase speed to market.
In recruitment, talent acquisition strategists employ these same principles to sell their product: jobs. We plan placement strategies to support regional hiring – say when a new location opens or during periods of growth. To hire, a national job advertisement is often posted, along with state and local advertisements, to source talent already residing in a specific market. Other times, if the role is specific or highly specialized, job ads will be placed on niche boards to reach a defined audience of the workforce. Some geographic areas have less supply of specialized talent, so relocation costs are paid to overcome talent shortages and secure the right candidate for a job. Recruiters attend career fairs at colleges and universities known for strong academic programs to put their product in front of graduates who will have skills and education applicable to a role at the company. Other times, recruitment can resemble a commission sales model and a staffing agency is paid to help fill a job. Similar to a rebate offered to reward consumers for purchasing a good, recruitment marketers may also offer a signing bonus to candidates who accept certain jobs.
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