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The human capital management lifecycle begins with recruiting and hiring talent. As more organizations make the connection between hiring the right people and achieving success, HR leaders are increasingly approaching recruitment and hiring as a crucial competitive differentiator. Facing a more competitive global business landscape, with available talent spread across multiple generations, the challenge to hire the best team for the job has never been higher.
With employers looking for the talent of tomorrow in a global, multigenerational workforce, they must think about recruiting in new ways and work to leverage technology and sourcing strategies that improve recruitment and hiring. By identifying the right skills, competencies, behaviors, and tendencies you can ensure the best candidates are hired. In the latest edition of our Hiring Digest you will find articles dealing with this complex, and increasingly crucial, topic.
It goes without saying that employers want to recruit and hire the best talent in their industry. From attracting great candidates, to moving them smoothly through the application and onboarding process, and creating a positive view of their company right from the start.
But what if internal processes aren’t set up to support efficient and effective hiring? Do HR staff have the support they need to manage screening, hiring, administration, and reporting? Are they able to consistently comply with company policies and procedures throughout the recruitment and onboarding process? Are they capable of avoiding costly hiring mistakes?
The consequences of getting recruitment and applicant tracking wrong can be significant:
--More than half of employers say that a bad hire has had a negative impact on their company, whether from lost revenue and productivity or damage to employee morale and client relations.
--Twenty-seven percent of U.S. employers report that a single bad hire can cost more than $50,000.
--The longer it takes to get a new hire onboard and ready to work, the longer it takes for that employee to add value to an organization. A recent survey found that 61 percent of respondents have a four-week or longer hiring cycle, and 20 percent have an eight-week or longer cycle.
Adding an automated, integrated recruiting solution to a workforce management application gives employers enterprise-level technology for staffing their organizations with the best people for the job. Today’s premier recruitment and applicant tracking solutions for SMBs simplify the process of recruitment by offering automated hiring tools and integrated reporting that help them keep track of applicants and select the most suitable candidates.
The behavioral interview provides a candidate the opportunity to exhibit his or her competencies such as skills, abilities and knowledge through specific examples of prior experiences. This helps provide a basis of the candidate’s actual capabilities rather than what the interviewee believes he or she may achieve in the future.
In the behavioral interview, a job candidate will have to support his or her work ethic with real-life examples, detailing how specific situations were handled in the past.
The behavioral interview is generally not about potential scenarios; rather, it relies on real-life experiences which will help a hiring manager determine whether the candidate will be a good match for a role and how he or she may respond to the environment and tasks in the position. The following tips will assist a hiring manager in utilizing a behavioral-based interview process:
If you find yourself consistently struggling to fill certain positions, try looking for potential in your applicants instead of focusing solely on work experience. For example, your candidates’ cognitive aptitude, or their ability to think critically, solve problems, and digest and apply new information, is a much better indicator of future success in a role. In fact, cognitive aptitude is three times more predictive of success in a role than prior experience. It’s particularly useful when evaluating long-term potential, because it provides an indication of learning ability. You’ll have a much easier time identifying top millennial talent if you consider how far an applicant could go in your organization instead of only focusing on where they’ve been.
Take Their Experience Seriously
That being said, you should still be interested in the experiences your applicants have had. You can learn a lot about a candidate by asking them about their educational experience, volunteer work, and any insights from previous jobs even if they don’t seem directly related to the position they’re applying for. You can get a window into what kind of worker someone will be from how they learned, improved, and evolved from their experiences, even if they don’t necessarily seem job-related. Try asking your candidate to describe what they learned from their very first job or how they feel their prior experience has prepared them for the job they’re applying for. The point is to make sure you’re hiring someone who has proven their ability to learn and adapt from the experience they have had.
When hiring a temp employee to be a regular employee, an employer should take into account certain considerations. In terms of benefits eligibility, vesting, and accruals, recent class action lawsuits have cautioned employers to think about the effects of hiring a temp employee and their fiduciary duty under the Employee Retirement Income Security Act (ERISA). For example, you may be required to account for all the time (including the period of temporary service) an employee started working for your business to:
So, employees who change from temp to regular status should be credited with any service time worked for the company. This service credit determination may also affect eligibility for other benefits, such as vacation as well as seniority-based selection towards time-off requests during the holidays next year. Make sure you have a system in place to record and track the hours worked by a temp worker, and you will be in a much better position to hire the person a part of your regular workforce.
These days, many employers review social media accounts of job candidates as part of the hiring process. What they may not realize, is that this practice can expose them to risk in the form of discrimination complaints, should they choose to not hire a candidate.
We strongly recommend against reviewing a candidate’s social media accounts during the interview process. By doing so, you could be exposed to information about the protected classes to which your candidate belongs. For instance, if you went to their Facebook page, you might discover their race, age, or religion. If your ultimate hiring decision was challenged, you would need to prove that those characteristics were not a factor in your decision.
We recommend basing hiring decisions only on the information you obtain through the application, resume, interviews, and reference checks. The goal of the application and interview process is to find the most qualified candidate for the position you're trying to fill. You shouldn’t need to get into the private lives of candidates to make that determination, and the risk of doing so makes it inadvisable in any case.
In determining whether or not entering a non-compete arrangement makes sense for your business, the agreement should:
From an HR perspective, be sure to think about the following six tips for non-compete agreements and how they fit into your hiring process:
There are at least four important steps to take care of before your new employee arrives at the office: