• Enterprise ATS and AI-Powered Candidate Matching Drive Efficiencies
• Advanced ATS Streamlines Recruitment Process
• Robust ATS and Advanced Analytics Capabilities to Enhance Sourcing
• AI-Driven ATS Optimizes Recruitment
• Recruitment Tech Boosts Communication Workflow
• Predictive Analytics Improve Quality of Hire
• AI-Powered Analytics, ATS, & Video Interviewing Enhances Hiring
• ATS Streamlines Enterprise Recruitment
• ATS Centralizes Application Management

Enterprise ATS and AI-Powered Candidate Matching Drive Efficiencies

Specialized hiring technology has revolutionized the way we approach talent acquisition in our organization. One of the most significant improvements has been the ability to automate repetitive tasks, such as resume screening and initial candidate assessments. This has allowed our recruitment team to focus on more strategic aspects of the hiring process, such as candidate engagement and employer branding.

The use of applicant tracking systems (ATS) has been a game-changer for us. These platforms enable us to manage the entire recruitment workflow from a single dashboard, from posting job ads to scheduling interviews and extending job offers. The ATS also provides valuable data analytics, which allows us to track key metrics such as time-to-hire and cost-per-hire, helping us to continuously refine our recruitment strategies.

Another tool that has proven highly effective is AI-powered candidate matching software. This technology uses algorithms to match job requirements with candidates’ skills and experience, ensuring that we are considering the most qualified individuals for each role. This not only saves time but also helps to reduce unconscious bias in the recruitment process.

Billy Parker, Managing Director, Gift Delivery

Advanced ATS Streamlines Recruitment Process

I’ve used specialized hiring technology in the recruitment process during my work at Delante as the Senior HR Coordinator. These systems have automated many aspects of the recruitment process, so I don’t need to be posting job ads, screening resumes, and managing candidate communications all on my own from start to finish anymore. Just imagine how much time it takes off my shoulders.

The best feature of our ATS is going through resumes and automatically ranking candidates based on predefined criteria. So again, it speeds up the screening process, but more than that, it also ensures a more objective evaluation of candidates, in my opinion. I personally feel that it’s a big advantage to use this software to be fairer to candidates.

Karolina Górska, Senior HR Coordinator, Delante

Robust ATS and Advanced Analytics Enhance Sourcing

Specialized hiring technology has greatly enhanced the recruitment processes in our enterprise organization by streamlining workflows, improving candidate sourcing, and enhancing the overall candidate experience. One specific feature that has been particularly effective is the use of applicant tracking systems (ATS), which allow recruiters to manage job postings, track applications, and collaborate with hiring managers more efficiently.

With an ATS, we can easily review resumes, screen candidates based on predefined criteria, and schedule interviews, significantly reducing the time and effort required for administrative tasks. Advanced analytics capabilities within the ATS provide valuable insights into recruitment metrics such as time-to-fill, source of hire, and candidate engagement, enabling us to continuously optimize our recruitment strategies and improve outcomes.

Michael Hurwitz, CEO and Co-Founder, Careers in Government

AI-Driven ATS Optimizes Recruitment

AI-driven ATS has been a game-changer in optimizing our recruitment process and maintaining a competitive edge in talent acquisition. With advanced data analytics and automation features, this system has helped us analyze data on candidate sources, time-to-hire, and pipeline bottlenecks, so we can make data-driven decisions to develop our recruitment strategies.

Additionally, these analytic features have allowed us to identify and invest in the most effective recruitment channels, leading to a higher quality of hires and a reduction in time-to-fill positions. So, in this way, we have reached up to 40% more operational efficiency by enhancing our overall recruitment strategy.

Yulia Pavlova, HR Professional and Key Partnerships Manager, Aqua Cloud

Recruitment Tech Boosts Communication Workflow

Using an enterprise ATS as our go-to hiring technology suite has improved the efficiency of our recruitment process in ways we would not have imagined before implementing it. Previously, we had no elaborate way of updating candidates on the progress of their interviews, and it was the same with the rest of our recruitment team.

We’ve been able to automate much of this communication workflow, which has boosted the efficiency of our recruitment and enhanced engagement with candidates. Now, we can scan resumes instantly, send emails to candidates informing them if they are qualified for an interview, keep our recruitment team updated, and streamline the entire recruitment process from start to finish.

Clooney Wang, CEO, TrackingMore

Predictive Analytics Improve Quality of Hire

Specialized hiring technology has been a game-changer for improving our recruitment processes as an enterprise organization. The ability to automatically screen and rank candidates based on job-specific skills and experience has significantly increased the efficiency and quality of our hiring.

One feature that has been particularly effective is automated resume screening. Our ATS can now instantly scan resumes and highlight candidates that have the required credentials. This allows our recruiters to spend less time on manual review and more time engaging with highly qualified applicants.

Another useful capability is predictive analytics to model the attributes of our top performers. By having the system score and rank candidates based on that model, we’ve seen a major improvement in our quality of hire. It helps surface people who are culturally and skillfully matched for the role and company.

Overall, I’m very pleased with how specialized hiring technology has transformed our recruiting function. It enables us to work smarter and faster, while also hiring the kinds of people that drive our organization forward.

Sunaree Komolchomalee, Head of HR, Cupid PR

AI-Powered Analytics, ATS, & Video Interviewing Enhances Hiring

As Director of Business Operations, I’ve seen specialized hiring technology transform our hiring process. Our dedication to integrating cutting-edge technology has made our hiring process more efficient and effective.

One of the biggest improvements we’ve seen is the adoption of ATS. This technology has allowed us to automate multiple stages of the hiring process, from processing resumes to scheduling interview appointments.

And it’s not just speed we’re talking about. The accuracy with which we’re matching candidates with job descriptions has made a huge difference in the quality of our hires. For example, our ATS contributed to a 30% reduction in hiring time last quarter.

Another great asset has been the ability to use AI-powered analytics to forecast candidate performance. By looking at data points from previous recruiting cycles, we can predict which candidates will succeed in their roles. This predictive power has been instrumental in reducing turnover and increasing employee satisfaction.

In addition, video interview software has revolutionized the way we conduct interviews, especially in today’s global world, where remote working has become the norm. Not only has video interview technology saved us a lot of time and effort, but it’s also enabled us to reach a wider talent base without geographical restrictions.

We use these technologies to streamline the recruitment process and align with our values of diversity and inclusion. By using the latest technology and maintaining a strategic approach, we continue to attract and retain the best talent, driving Stallion Express’s success in the e-commerce shipping industry.

Jen Seran, Director of Operations, Stallion Express

ATS Streamlines Enterprise Recruitment

I would say that implementing an applicant tracking system (ATS) in our enterprise organization has greatly improved our recruitment processes. The ATS we use has streamlined job postings, application tracking, and candidate information management, which allows us to work more efficiently and reduce manual errors.

We found that by automating these tasks, our recruiters have more time to focus on building relationships with candidates and developing strategic initiatives. This system has led to a better candidate experience and more informed hiring decisions overall.

Syed Balkhi, Founder, WPBeginner

ATS Centralizes Application Management

Our recruitment process has seen a significant boost thanks to our applicant tracking systems (ATS). ATS acts as a central hub, streamlining how we manage applications.

It automates tasks like screening resumes based on keywords and sorting candidates by qualifications. This frees up our team’s time to focus on what matters most: in-depth interviews and candidate engagement.

Kimberley Tyler-Smith, VP of Strategy and Growth, Resume Worded

The post How Does Specialized Hiring Technology Improve Recruitment Processes? first appeared on Jobvite.

Improving time to hire is always top of mind with execs, hiring managers, and talent acquisition leaders alike. But, it falls on the latter two hiring stakeholders to consistently seek new ways to streamline and optimize their search for top talent to fill job openings across your org.

Lowering your average time to hire through collaboration with all hiring stakeholders

Collaboration is a crucial component of success for every enterprise org today. One distinct area in which collaboration isn’t often optimized, though, is with talent acquisition.

More to the point, your TA team must liaise closely with hiring managers and interview panelists to steadily drive down the average number of days it takes to initially engage a candidate entering your funnel and getting said candidate to to accept the job offer.

“The hiring manager … initiates the hiring process, and a recruiter plays the role of the project manager by setting up the team, coordinating KPIs, and keeping everyone on track to achieve the end goal,” Belkins and Folderly Head of Recruitment Iryna Gazhala wrote for Recruiting Daily.

“Mutual support and trust make communication effective and a successful hiring process.”

Measuring time to hire after each interview process falls on your talent team. But, collaboration with hiring managers is a necessity amid the actual recruiting process. Some ways to work effectively with them include:

Understanding your specific hiring needs and preferences

Knowing the exact type of person a hiring manager wants to fill an open role on their team (i.e., day-to-day duties they’ll handle, long-term projects they’ll own and execute own, personnel they’ll oversee) makes it easy for talent specialists to source and engage the ideal candidate personas.

Once these folks are contacted regarding an available position, recruiters can move swiftly to screen them and advance optimal candidates to the first official interview with the hiring manager to go over the jobs specs and desired impact they want their new hire to have on the team and org.

Developing a concrete evaluation criterion for potential candidates

Speed is the name of the game with your pipeline management and recruitment process. But, you can’t effectively and expeditiously advance strong-fit candidates without knowing how to rate them.

Many leading enterprises use a uniform rubric or scorecard every time they interview a candidate to ensure everyone involved in the hiring decision-making process knows to evaluate those leads on the same exact criteria listed in the requisition and job listing.

Communicating and providing regular updates on candidate progress

Set reminders in your ATS to notify hiring managers when it’s time to provide feedback on interviewed candidates and ensure they submit their scores in a timely manner. (Within a day or two, ideally).

Moreover, premier ATS software also provides hiring teams with a single source of truth to communicate regarding the entire recruiting process. (Literally from start to finish). That means they can tackle tasks as needed and work in tandem to work faster.

Strategies to drive down your average time to hire with the right people, processes, and technology

Collaboration is key. But, it’s just step one of the process to speed up your hiring process. The following tactics and techniques can help you capably measure the time it takes to convert high-quality candidates and take the necessary action to remove bottlenecks to hire faster.

Leverage advanced applicant tracking software

A leading ATS solution with candidate relationship management functionality and engagement capabilities built in can significantly improve the efficiency of the recruitment process.

Moreover, they can view prospects’ most recent activity (e.g., nurture message opened/read, interview self-scheduled) and automate routine tasks such as resume screening and interview scheduling.

By streamlining these processes, the time spent on back-office administrative tasks can be reduced. And the focus can be shifted to candidate interaction and assessment.

Optimize job descriptions for clarity and specificity

Want the “perfect” candidates to apply for open roles (and at a high rate) so you don’t have to spend as much time proactively sourcing to fill positions?

In other words, avoid using jargon or ambiguous or exclusive language that might deter potential applicants. Offer a brief, accurate explanation of a role to deter poor-fit candidates from applying and get those with actual interest in — and the requisite skills to take on — the position in question.

Audit your screening and overall interview process

Screening can be time-consuming. That said, assessing how long it typically takes to chat with however many prospects you deem qualified for a role can help speed things up.

Consider using pre-employment assessments and structured interviews to quickly assess relevant skills, qualifications, and abilities and determine if they’re a match for an opening.

Train all your hiring managers and go-to interview panelists on standardized interview techniques, including how to evaluate candidates objectively (i.e. in an unbiased manner).

Having (and always abiding by) a structured interviewing approach help improve time to hire. Equally as important, though, it also ensures a better candidate experience, since prospective hires don’t have their time wasted by your hiring team and feel their being properly considered for the role.

Find out how you and your talent acquisition team can decrease your average time to hire — and increase your quality of hire — with our Evolve Talent Acquisition Suite.

The post Reducing Time to Hire: A Collaborative Effort first appeared on Jobvite.

• High Value of Employee Referrals
• Stand Out with Employee Referrals
• Referrals Boost Application Visibility
• Referral Programs Save Time
• Referrals Provide Credibility
• Referrals Considered, Not Guaranteed
• Referrals Help, Performance Matters
• Incentives Impact Referral Quality
• Referrals Prioritized in Hiring
• Referred CVs Gain Visibility
• Value Referrals for Long-Term Success
• Increased Likelihood, No Guarantee
• Caution with Internal Recommendations
• Referrals Have a Positive Impact on Interviews
• Referrals Aid but Don’t Guarantee Jobs

High Value of Employee Referrals

Internal recruiters and hiring managers highly value employee referrals. Referrals not only guarantee interviews, but also increase the chances of getting a job offer. Employee referrals are a testament to the employee’s network, work ethic, and ability to identify like-minded individuals. 

Additionally, they save significant sourcing time and money for recruiters. Organizations often incentivize employees to refer talented candidates by offering cash rewards, bonuses, and other perks. Overall, employee referrals are an essential component of internal recruitment and should not be overlooked.

Jefferson McCall, Co-founder and HR Head, TechBullish

Stand Out with Employee Referrals

Referred candidates have a better chance of standing out and getting noticed by internal recruiters since they’ve already been vetted by current employees. However, while employee referrals can increase the odds of getting a job when taking the entire hiring process into consideration, it’s still up to the candidate to impress a hiring manager during an interview.

As someone heavily involved in the hiring process, I view employee referrals positively. They can bring in strong candidates who are more likely to be a good fit for our company culture.

We, and many other companies, even offer incentives or bonuses to employees who refer successful hires as a reward for helping us find qualified candidates.

Samuel Johns, CPRW and Career Counselor, Resume Genius

Referrals Boost Application Visibility

Although employee referrals don’t guarantee a job, they can increase the odds that a recruiter or a hiring manager will see your application. Internal recruiters are thankful for employees who refer candidates because it reduces half of their work, especially searching for the right fit.

But do employee referrals guarantee interviews? Well, there is no guarantee. However, 88% of employers rate employee referral programs as the best source of applicants. And referred candidates are more likely to join the job than candidates hired from other sources. Recruiters get better hires from employee referral programs with little struggle to find the right candidates from different sources.

Referred candidates tend to know more about the company. So, it is a win-win situation for both employees and employers. Everything results in the fast and effective recruitment of the candidate.

Saikat Ghosh, Associate Director of HR and Business, Technource

Referral Programs Save Time

One of the biggest advantages of employee referral programs is that they help reduce the time to hire because they provide a strong database of potential candidates for an opening without HR departments wasting resources in posting job openings, screening applicants, and interviewing. 

This helps HR teams not only have a strong database of potential candidates but also candidates that employees have previously worked with, know personally, and can recommend.

Max Wesman, Chief Operating Officer, GoodHire

Referrals Provide Credibility

Internal recruiters commonly view employee referrals highly. They value the opinion of a current worker and find that referred individuals often possess traits desired for the job position. 

For example, referred applicants often possess a better commitment to their work, as colleagues are familiar with their prior dedication. This can be an invaluable asset to organizations looking for reliable employees. 

Employee referrals do not guarantee interviews or increase the odds of getting hired; they just provide credible sources of information to hiring managers, which can give prospective candidates priority over others.

Grace He, People and Culture Director, TeamBuilding

Referrals Considered, Not Guaranteed

I wouldn’t say that employee referrals are a “surefire” way of landing a role, but naturally, if a referral is passed on, the team is likely to analyze it just like they would with any external application.

With employee referrals, you don’t want to rely on them as a definitive go-to method for hiring, as ultimately, the person may not fit the requirements of the role. However, they’re not something to dismiss, particularly if you’re hiring for a new role and an employee has experience working with someone who they know is capable of fulfilling the role requirements.

Tracey Beveridge, HR Director, Personnel Checks

Referrals Help, Performance Matters

Employee referrals boost career prospects. Employee referrals make internal recruiters’ jobs easier and more efficient. Since recruiters don’t know if referred candidates meet interview criteria, referrals provide a personal view of candidates.

Referral programs can help with interviews because companies trust employees more than other applicants. Most organizations favor referrals from current employees over broad recruitment channels since it’s faster and easier.

While a good referral program increases your chances, you still need to bring your A-game to land the job. When seeking a referral-based job, it’s important to know your field, have good communication skills, and dress appropriately.

Travis Lindemoen, Managing Director, nexus IT group

Incentives Impact Referral Quality

The quality of internal referrals largely depends on the incentives you put behind them. When our company was ~100 people, we used to get amazing internal referrals.

Why? Because our employees were making referrals based on our great culture and the great mission we had.

As the company grew to 500+ employees, however, we needed to hire faster and faster to keep up with growth. To do so, we implemented referral bonuses. As a hiring manager, I saw the interview candidate quality plummet within months of this new policy, largely because people were referring just to get paid.

The lesson is: referrals are great when they’re referred for the right reasons. However, when you gamify referrals with incentives, your employees will start playing the game accordingly.

Bogdan Zlatkov, Lead Instructor for HR and Hiring, Growth Hack Your Career

Referrals Prioritized in Hiring

When I’m hiring anyone, be it a contractor, a consultant, or a part-time or full-time employee, referrals are always going to be at the top of my list.

There are several reasons for this.

First, whether it’s an employee referral or an outside referral from a personal friend, someone in the industry, etc., they are probably referring someone because they think there’s a match. Most people won’t do a “blind referral,” meaning just referring someone without talking with them first or knowing about their work ethic, their expertise, and the company’s culture or vision. And this is why referrals actually get hired 10X more often than candidates that apply for a job ad.

Referrals also get a leg up in the recruiting process because there are usually very few of them, and in many cases, all referral resumes are reviewed, which isn’t the case for other candidates.

Do referrals automatically get interviews? No! But, in the U.S., referrals are the number one source of hires.

Jonathan Duarte, Founder and CEO, GoHire, Inc

Referred CVs Gain Visibility

I would say no, they don’t increase the odds of getting a job, but they do increase the odds of getting a CV actually seen. 

We receive hundreds of applications for some job roles; it’s not realistic to say we look at all that come through. However, if an employee has referred someone, then that CV always gets looked at and vetted. 

As much as company culture and candidate fit are considered, and there’s more chance that a referral will fit, we still need to focus on the skills and knowledge required for the role. If the candidate doesn’t have the skills, no matter how highly recommended they are, they won’t get through the rest of the interview process.

Heather Scott, Independent Recruiter, Into Marketing

Value Referrals for Long-Term Success

With 20+ years of experience adding talent to companies I’ve partnered with throughout my career, I’ve always requested, welcomed, and appreciated employee referrals. 

An employee referral is an amazing confirmation that your colleagues believe in your company’s culture and are excited about the future. To enable a great candidate experience, it’s important to hold an initial discussion with all referrals for demonstrating interest in your company and as a thank you to your colleague for the referral. 

It provides you with the opportunity to explore the role, share how your company differentiates itself, and learn more about the candidate. As companies continue to attract top talent, we need to remind ourselves that building talent communities is for the long-term success of our business and not just about filling our current open roles in the next 60 days. 

A great candidate relationship can result in additional referrals and eventually a hire, creating a long-lasting impact.

Heidi Hauver, Chief People Officer, TrackTik

Increased Likelihood, No Guarantee

Referrals can increase the likelihood of being invited for an interview, but they do not guarantee a job offer. Candidates will still need to go through our standard recruitment process, which includes a review of their qualifications, skills, and experience. 

Nonetheless, referrals help candidates stand out from the pool of applicants and demonstrate that someone from the company finds them reliable — so there’s a high chance that they’ll fit our company culture.

Karolina Kijowska, Head of People, US Visa Photo

Caution with Internal Recommendations

I’m not a fan of nepotism, whether it’s family or friendship-related, and internal recommendations can come with ulterior motives. These motives won’t usually be known to recruiters or hiring managers. 

So while, yes, these candidates usually do get interviews, it’s more important than with regular candidates to check references, experiences, career mindset, and goals.

Jarir Mallah, HR Specialist, Ling App

Referrals Have a Positive Impact on Interviews

From experience, I find employee referrals are viewed in a positive light for many reasons. The main reason is it saves the recruiter time. But it also offers a form of social proof. Anyone can lie on a resume. Not everyone will refer an employee who is not qualified for a job.

It does not increase the chances of a person getting a job, but it definitely increases the chance of getting an interview.

At the end of the day, the job seeker has to communicate that they can do the job, but also be a likable, cultural fit. If employee referrals were enough to guarantee jobs, it would happen more often.

Kristina Ramos, Reverse Recruiter, Find My Profession

Referrals Aid but Don’t Guarantee Jobs

Employee referrals provide us with a pool of candidates that have already been pre-vetted by someone we trust — an existing employee of our organization. Referrals can help streamline the hiring process by providing a list of potential candidates who already have the necessary skills and experience for the role. 

That being said, employee referrals do not guarantee an interview or a job. While they can increase the odds of getting a job, the hiring process is still competitive and requires candidates to meet certain qualifications and expectations. We still review each candidate’s qualifications, experience, and fit with the company culture before making any hiring decisions. 

Additionally, while referrals can be a great way to identify potential candidates, we don’t solely rely on them for our hiring needs. We still advertise open positions on our company website and external job boards to ensure a diverse pool of applicants.

Kimberley Tyler-Smith, VP of Strategy and Growth, Resume Worded

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The post Do Employee Referrals Guarantee Interviews? first appeared on Jobvite.

Determining who to hire is one of the most crucial decisions an organization makes. Hiring new talent can bring significant benefits to a team, increasing productivity, innovation, engagement, and overall performance.

For some time, psychological concepts have been implemented in the hiring process to help recruiters and hiring managers identify and screen talent best suited for a role. For instance, psychometric tools have been used to assess whether candidates have the correct personality traits and cognitive abilities necessary.

With recent advancements in neuroscience, it is now possible to use neuroscientific methods to further understand the nature of human decision-making. This blog explores what neuroscience has already contributed to our understanding of hiring decisions, and examines possible future directions and applications that could be implemented for more objective hiring decisions.

What we already know about making hiring decisions

Theories of human cognition describe why we have the tendency to make the hiring decisions we do, and they explain how different variables can influence our decision making. One such theory, and arguably the most popular, The Dual Process Model [1] proposes that decisions are made using one of two systems:

System 2 is ideal when making hiring decisions, but as these decisions are usually made in a limited amount of time, we often default to System 1 — decisions more easily influenced by different cognitive and emotional factors.

For instance, if we are feeling happy and optimistic, we’re more likely to favor riskier decisions, whereas feeling down will likely lead to more cautious decision making. Memory, personality, and cognitive biases, such as the confirmation bias and the sunk cost fallacy can also shape our decision making under System 1. This causes people to favor certain candidates over others — usually those most similar to us.

The use case for neuroscience in the workplace

Although models of human cognition are great for understanding why hiring managers and recruiters are likely to make certain hiring decisions, they tell us very little about a candidate’s potential.

Neuroimaging methods, including EEGs (the wearable caps that record electrical signals from neurons) and MRIs (the long scanner that records brain structure and function) have been used fairly successfully to predict performance across various domains.

This has since sparked conversations about the use case of neuroimaging methods for predicting candidate potential, and therefore, informing hiring decisions.

Within scientific literature, there are studies that have successfully demonstrated how neuroimaging can predict cognitive performance. Sunavsky and Poppenk’s 2020 study measured anatomical brain structure using an MRI scan against behavioral measures of divergent thinking and creativity in a sample of 104 adults.

The researchers found creativity to be predicted by features of the frontal region of the brain. Similarly, Joshi et al. (2019) was able to predict intelligence from MRI data, while another was able to predict memory performance from whole brain connectivity (Yamashita at al. 2018).

Although neuroimaging methods may be able to offer an accurate, objective, and bias-free measure of an applicant’s potential, MRIs are very expensive and unpractical. So, it’s unlikely these will be used in the hiring process anytime soon.

However, with this in mind, new, slightly more practical and mobile methods have been developed.

The future of neuroscience in the hiring process

Functional Near-Infrared spectroscopy (FNIRS) is the latest neuroimaging method to arise. It detects similar signals to MRIs, while having the advantage of being portable and easier to undergo.

FNIRS is becoming a more popular tool for assessing cognitive function in everyday life and its widely used among the subfield of neuroergonomics — the application of advanced neuroscience and neuroengineering to understand the human brain at work.

It could even be that down the line, FNIRS are used in conjunction with Virtual Reality Simulators, providing a realistic immersive workplace environment, to measure cognitive and emotional processes that underlie a candidates performance.

This is certainly not to say that this will become standard hiring practice. There are many legal and ethical barriers that will perhaps never be overcome. But, the research in this space is certainly interesting.

Currently, this looks like the models of human decision making that explain why we make the type of decisions we do in different contexts, and off the back of this, different solutions, such as resume anonymization have been developed to prevent biases in the hiring process.

Work in this space is also able to identify different neural predictors of performance, and with recent advances in neuroimaging technology, it probably won’t be long until we see research looking at this within the hiring process.

The post How Neuroscience Can Inform Hiring Decisions first appeared on Jobvite.

While talks of recession and hiring slowdowns continue to dominate the economic landscape in the short term, employers must also consider the long term in relation to their talent acquisition strategies.

If enterprise organizations minimize this new candidate-centric market, their business will be at a disadvantage in acquiring new talent and driving business results in the years to come.

Those that understand the macro recruiting trends, remain vigilant in the face of competition, and anticipate turbulence will be better suited to thrive through an uncertain hiring landscape.

As companies reevaluate their TA approaches and workforce needs, it’s more important than ever to speak with hiring decision-makers at your business to relay the top recruiting challenges your team is facing and what leadership can do to support them in streamlining hiring this new year.

The talent landscape is still treacherous

It should come as no surprise: Employ data shows 65% of recruiters say their job is more stressful today than it was a year ago. Of those that say it is harder to fill jobs this year than last year, 61% of recruiters say the lack of talent to fill open positions is the reason, while 51% indicate competition from other employers is to blame.

According to Employ data, the average time to hire is under two weeks for 32% of companies and between three and four weeks for 53% of employers. This means that within 30 days of posting a requisition, more than eight in 10 recruiters expect to have their open positions filled.

Within the current labor market, companies face several challenges that make recruiting more difficult, including a notable shortage of talent. Not only are recruiters forced to hire candidates more quickly, but they’re also finding it harder to identify the talent needed to fill those roles.

Unfortunately, this could lead to the wrong job candidates filling your open positions, which will likely lead to greater employee turnover within your organization (and a worse bottom line).

Where leadership can support your talent team

To stay competitive in this unique labor market, business and talent acquisition leaders must support recruiters in reducing manual tasks. Enter recruitment automation.

Through the use of recruiting automation technology, recruiters can do what they do best: focus on the human aspects of recruiting to ensure the best fit for the open position.

Per Employ survey data, 47% of brands also plan to invest in additional sourcing, including recruitment process outsourcing (RPO) to help them address current challenges they face in the hiring market.

If these considerations aren’t yet in your hiring plan for the next year-plus, consider this a priority to help recruiters feel more supported in their roles.

Attracting top talent is an uphill battle

With rising interest rates, continued focus on remote work, and an increased emphasis on employee benefits, companies continue to battle for candidate attention

More than eight in 10 (81%) of talent acquisition professionals indicate that attracting top talent has become more challenging over the past year, with 33% stating it has been very challenging.

As companies struggle to decide where to focus their efforts in meeting candidate expectations, recruiters are seeing firsthand what is working well and what leaves something to be desired.

Where leadership can support your talent team

Hone in on feedback from your recruiting teams in regards to candidate expectations. Not every industry will have the same expectations, which is why broader data only gets us so far.

Overall, flexible work schedules may be the highest-ranked factor that can help your enterprise attract top-tier talent today. But, if your recruiters are hearing more comments in screens about a low starting salary, that is where you’d do well to consider changes.

Recruiters are taking chances — and hope you and others in leadership will too

Recruiters don’t use the same talent acquisition tactics and techniques today that worked in 2019. The labor market has changed so drastically in such a short time that your TA team has likely had to recreate the wheel to better identify qualified candidates, many of whom are not actively looking.

Where leadership can support your talent team

Recruiters have seen success in new job boards, automated systems that help them engage former applicants, and investments in their career sites and TA technologies, so this is where they’re hoping leadership will support them in 2023.

When recruiters have a say in the technologies they use, they are more likely to stay at an organization.

In fact, a recent Aptitude Research reports indicates that one in two recruiters would leave their current company for another organization if it had better recruiting and hiring technology in its TA tech stack.

Ensure your talent team is supported

Get further insight into how you can empower your recruiting teams throughout 2023. Find out how to empower and invest in talent acquisition teams to drive recruiting results.

Download the latest Employ Quarterly Insights Report filled with data-driven insights and best practices from more than 18,000 customers and 1,200 HR decision-makers and recruiters.

Learn why Jobvite’s Evolve Talent Acquisition Suite is the ideal enterprise recruiting and hiring solution for your TA org. Schedule a live demo with our team today.

The post What Recruiters Want Their C-suite to Know Today first appeared on Jobvite.

Not every C-suite has the best leadership traits required to help drive their business forward and realize their collective growth goals. Executives have to learn how to become strong leaders over time.

To recognize outstanding execs, we asked CEOs, founders, and the top CHROs this question for their recommendations. From being adaptable to balancing ambition with a touch of realism, there are several attributes to look for when sourcing quality executives for open senior roles.

The ability to anticipate change

The ability to expect change is one trait I look for in executives as proxies for how likely they are to succeed. The world is changing rapidly, and so is business.

Those who can adapt and create new ideas quickly will be better able to survive and thrive. At the same time, those set in their ways and unwilling to change will probably fall behind or get left behind. 

This ability often requires what the famed investor Howard Marks calls second-level thinking, the ability to look past the obvious and past the consensus to an array of outcomes. The thoughtful executive can assess how likely each outcome is and can plan for it accordingly.

Matthew Ramirez, CEO, Rephrasely

Thinking as “we” instead of “me”

When speaking with an exec, you’ll hear some talk about “we” and others talk about “me” when they discuss wins or projects. No leader is successful alone. They have team members contributing as well. 

If the executive doesn’t acknowledge that (or worse, even know it), then it’s unlikely they’ll be successful for long. Find leaders that recognize and appreciate the people that work for or with them.

Logan Mallory, Vice President of Marketing, Motivosity

Self-awareness shows emotional intelligence

Being self-aware is a clear sign you understand your strengths and areas where you may need improvement. It makes you more receptive to feedback and fosters a growth mindset, which is essential for any leader.

Beyond that, self-awareness tells me you might be empathetic. Empathy is crucial in the healthcare industry because we want to make clients feel valued and well-treated.

A self-aware executive is more likely to propose steps that will benefit our clients and business without sacrificing one for the other. Overall, self-awareness adds another layer of trust to an executive position.

Stephan Baldwin, Founder, Assisted Living Center

Look for someone with grit

One of the best traits to look for in an executive is grit. We define grit as “perseverance and passion for long-term goals.” It’s the ability to maintain focus and motivation, even in the face of setbacks or difficulties. 

Individuals with grit are resilient and have a strong sense of determination. They don’t give up easily, and they are constantly striving to improve and reach their goals.

Grit is a critical trait for success in any field, but it’s especially important for leaders. Leaders need to inspire others, even when times are tough. They need to maintain their own motivation and focus, while also supporting and motivating those around them. 

Individuals with grit make influential leaders because they are always looking for ways to improve, and they never give up on their goals. If you’re looking for an executive who is likely to succeed within your organization, look for someone with grit.

Linda Shaffer, Chief People Operations Officer, Checkr

A cultural fit with mission and values

One trait you look for in an executive that shows they are likely to succeed within the organization is cultural fit. 

After the role requirements are satisfied, the most important thing to do is to make sure the candidate fits culturally with the company’s values and mission as well as with the current leadership.

Every business and every leader is unique. Even though there are parallels, pre-made solutions won’t be effective. Your coach should be open to developing an impressive growth strategy based on your business’ objectives and culture.

The executives heavily influence the culture; hence, this aspect must be emphasized significantly. A misalignment in this area will cost the business astronomical sums of money, time, resources, morale, retention, and execution.

Tiffany Homan, COO, Texas Divorce Laws

Being detail-oriented

As an executive in a company, you oversee a lot of the business’s operations. Paying attention to detail is such an important skill for success, especially at the executive level, but also in your personal life.

Executives need to examine the information and decide on changes based on what they find. They can also notice problems quickly and look for solutions to improve the flow of the company. 

It can be overwhelming sometimes in large companies to focus on details, but it remains at the top of the list for the trait most desired when searching for a new executive.

Alex Mastin, CEO & Founder, Home Grounds

Taking accountability for failures

I look for leaders who blame themselves, not others, for their failures.

A private equity firm I worked with was interested in hiring a senior candidate. I asked the prospect why he wanted to leave his current role as President of a business after only two years.

He responded that while he was aligned with the founder, the rest of the company was not aligned to the growth plans. While this may have been true, the candidate blamed his failure to implement vision on the unwillingness of others to buy into his plan. 

A better response might have been that he failed to convince employees to support his vision. The PE firm passed up on the candidate following my recommendation. The candidate found another job, but I wasn’t surprised to see him looking for yet another role a few years later.

Atta Tarki, Founder & Author, ECA Partners

The ability to delegate effectively

The ability to delegate effectively is an important trait to look for in an executive. Those who can delegate tasks and trust that someone will complete them efficiently are more likely to succeed than those who try to do everything themselves. 

Those who delegate also have a better understanding of their own strengths and weaknesses, which allows them to focus on their own strengths while leaving other tasks to those who are better equipped to handle them. 

Delegation is an important skill for anyone in a leadership position, and it is one that can show success in both the organization and in life.

Erik Pham, CEO, Health Canal

Self-learning is a superpower

Being good with people and networking for business are crucial skills for any executive. 

In recent years, a person’s ability to actively assess their own knowledge gaps, set learning goals, seek out the necessary people and resources to learn from, and continuously apply what they learn is equally important. 

Besides reskilling, self-directed learning reveals highly valuable personal qualities. This mindset acknowledges that you don’t know everything, but are willing to learn in order to succeed. 

In addition, it reveals a person who is willing and able to change, adapting to the demands of their job. This person is less fearful of failure, for example, because, unlike someone who does less proactive self-learning, this person can learn from scratch or can start over whenever they need to.

Jon Torres, CEO, Jon Torres

Staying positive, even in “down” periods 

It’s essential for leaders to have a positive attitude, both for their own well-being and for the sake of those they lead. 

A positive outlook can be contagious and inspire others to do their best work. Additionally, when things inevitably go wrong (as they always do), a positive attitude will help a leader stay calm and focused so they can find a solution.

Tzvi Heber, Founder, CEO, & HR Head, Ascendant Detox

Keeping the big picture in focus

An executive who has a big-picture outlook is more likely to succeed within an organization. 

Someone who can see the big picture and how it relates to the organization as a whole will be more successful than someone who is only focused on the details. This is because they will be better able to see how their decisions will impact the organization as a whole rather than just one area of it.

A big-picture outlook also means that they can see the long-term implications of their decisions rather than just short-term ones. This can be important in areas such as marketing, where decisions made today can have long-term effects on the success of the company. 

Someone who can see the big picture will be better able to make decisions that will be best for the company in the long run.

Luciano Colos, Founder & CEO, PitchGrade

Possessing a curious mind

Executives with a curious mind are likely to succeed not just in their career, but also in life. 

It is so because people often link curiosity to creativity, which is exactly what’s needed when successfully leading an organization.

Curious people are not afraid to try new things and are brave enough to break the norm, allowing them to discover ground-breaking things and make big achievements in life.

For curious executives, failure is not the end of their careers. With every mistake they make, they become more knowledgeable and wise in making decisions. Failure challenges them to become the best version of themselves and teaches them to be flexible amidst every obstacle they face.

Sam Tabak, Board Member, RMBH Charities

Masterful communication skills

Effective communication is one of the most important traits for any leader, particularly in today’s world. Great communicators inspire people. They create a connection with their followers that is real, emotional, and personal — even if they’re not physically present with them. 

Effective communication requires the ability to connect with others on a deep level. It requires being able to understand why they do what they do and why they think what they think. It means knowing how to use your voice effectively so that you can communicate clearly and powerfully with others. 

It also means knowing how to listen — really listen — so that you can hear what your audience wants from you and deliver it to make them feel heard, understood, and valued.

Sandeep Bhandari, Co-Founder, Askanydifference

Balancing realism with ambition

There are many traits that can indicate an executive is likely to be successful within an organization, but some of the most important ones are realism, ambition, and creativity.

Executives who can maintain a realistic perspective on their business and its challenges are more likely to be successful in the long run.

Ambition is also key, as executives who want to achieve great things for their company are more likely to put in the extra effort needed to succeed.

Finally, creativity is essential in any industry, and executives who are able to think outside the box and come up with new ideas will be more successful than those who stick to the status quo.

Jamie Irwin, Director, Straight Up Search

One of the best leadership traits today is knowing when to upgrade each team’s tech stack — including talent acquisition. Learn why enterprise execs continue to invest in Jobvite.

The post The Best Leadership Traits for Execs, According to HR Pros first appeared on Jobvite.

Today’s job market has given employers considerable challenges when it comes to finding and hiring qualified potential candidates who are good fits for job openings. The competitive labor market has driven companies to rethink their recruiting strategies and look to optimize their hiring practices.

With that in mind, we’ve compiled the top 10 outdated hiring practices that each of your talent team members ought to ditch straightaway to improve your recruitment model.

10 hiring practices that are actually hurting your talent attraction and conversion efforts

You already know it’s worth your time and energy to reduce unconscious bias in your job interview processes, continually refine your employer brand messaging, showcase your company culture and employee benefits in job postings, and promote open roles through targeted social media ads.

Those are the “do’s” for your talent acquisition strategy. Below are 10 highly specific “don’ts” tied to your hiring practices that you’d be wise to get rid of from your recruitment approach ASAP.

1) Not offering flexibility and remote work

It’s surprising to see how many companies have gone back to require full in-person work for those jobs that can work remotely. If the last few years have shown us anything, it’s the importance of offering inclusive work options and accommodation to employees — without them needing to ask for it.

Remote work flexibility offers valuable accommodation for workers who may be neurodivergent, those who are caregivers, live with disabilities, or even have a lack reliable transportation.

This is an easy way to expand DEI in your organization while improving quality of hire.

2) Fluffing job descriptions

Everyone loves to read an exciting job description. The problem is, however, it may not offer a realistic job preview. This very old tactic of fluffing job descriptions is a tired one.

Employers can get carried away when it comes to listing the benefits of working for the company and over-exaggerate the requirements for the role. Candidates want to know what to expect when starting their new role, and don’t want to be unpleasantly surprised.

In fact, Employ research shows up to a third of candidates are leaving in the first 90 days after joining an organization because their experiences didn’t match the job description.

That’s why it’s important to write a transparent job description that’s clear on the role’s expectations, work environment, and employer value proposition. Avoid fluffing job descriptions and stick to clear descriptions with relevant, accurate role-based info.

3) Taking too long to make a move

Top candidates aren’t on the job market for very long. This has made it more important than ever for recruiting and hiring teams to have effective communication during the hiring process.

Many companies lose their best candidates to competitors because of a lack of communication and taking too long to make an offer.

Shortening the feedback loop between hiring managers, recruiters, and candidates will help secure top talent in a competitive market. Use a centralized talent acquisition platform to improve communication among teams and empower them to quickly make informed hiring decisions.

4) Requiring applicants to create a login before applying

Candidates are busy, and they know what it’s like to use consumer-grade technology. Yet, many companies still require candidates to create a log-in for their ATS before filling out an application.

Lose the gated applications and watch an increase in quality candidates applying for even hard-to-fill roles. Data-driven recruiting technology and processes help convert more applicants by capturing profile information from the application and resume after it is submitted.

5) Having long-winded applications

Remember the old days of applying for a job and having to input every line of your resume before attaching it on the next page? (Oh, how the times have changed.)

That outdated process is one of many examples of an inefficient application process that needs to be left in the past. Candidates today will abandon this lengthy application process and instead are looking to finish an application in less than five minutes.

A mobile-optimized application process is also crucial to finding and hiring top talent in today’s competitive job market. Leverage click-to-apply, text-to-apply, and other strategies to easily convert applicants from their smartphones.

6) Ghosting candidates (intentionally or not)

Companies are pressured more than ever to provide a quality experience to every applicant that goes through the hiring process. Even though employers work hard to do this, some don’t have the right tools to effectively manage communication with candidates.

Recruiters can’t manage the complexities of hiring today without proper recruiting automation and hiring team collaboration tools. Allow automation and AI tools to reduce some of the burden of manual recruiting communication and never leave a good candidate hanging.

7) Requiring in-person interviewing

Employers aren’t expecting the reshuffling of the workforce to be over anytime soon, and many candidates applying for your role are already currently working elsewhere.

Busy candidates don’t have time to come to the office for an in-person interview, and some may be far away from any of the company’s locations. An outdated hiring practice that needs to be scraped is requiring an in-person interview for a role.

In such a fast-paced job market, recruiters are skipping timely in-person interviews and opting for video interviews and meetings. This is not only saving them effort in planning and organizing schedules, but it also allows them to consider candidates from a wider range of locations.

8) Offering little or no onboarding

After a quality hire is made, they should not be thrown into the deep end of their role just yet.

Onboarding includes teaching new hires about valuable company info like culture, reporting structure, and resources.

Your company’s onboarding program should be consistent for all employees, but gear towards an individual’s role when it comes to training. It should lay out expectations for new employees and get them integrated into their role as easily as possible.

9) Offering limited paid time off

In a candidate-driven market, now is not the time to cut down on benefits that employees expect. Paid time off (PTO) days are important for the health and wellness of all employees — and candidates want to know that they’re valued this way.

Benefits like PTO, total compensation, bonuses, insurance, and salary are all big in a candidate’s consideration when choosing their next employer.

Some companies are even extending time off even before a new employee starts to give new hires time to refresh. Remember to list benefits like this in a job description to easily attract and convert candidates to apply for a role.

10) Using outdated technology and services

Recruiters and hiring teams can’t manage hiring in today’s complex market without the right technology, services, and tools. Your org needs advanced software, personal connections, and services to save time and effort on manual tasks so you can focus on the human aspects of recruiting.

Looking to upgrade your TA tech stack? Start with a new, more advanced ATS — like Jobvite.

The post 10 Outdated Hiring Practices to Stop Using Today first appeared on Jobvite.