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In an ideal world, employees will adhere to the handbook, common sense, government, industry regulations, and laws. Unfortunately, humans are not computers, and the behavior of individuals can vary wildly. Add in stress, social pressures, the influence of alcohol, or various other factors, and you have a recipe for misconduct. Misconduct can take place in the workplace, or it can take place outside of it. An employee’s behavior often reflects on their employer, and it’s up to you to handle their misconduct professionally. Here’s how to do it with a minimum of issues along the way. Bear in mind, of course, that the best-laid plans rarely survive contact with real-life situations. Use these tips as a guideline, but be aware that you may need to adapt to changing circumstances on the fly. #1: Define Misconduct in Workplace Policies The first thing to do is to ensure that you have policies in your employee handbook that define what constitutes misconduct. Misconduct is generally divided into two categories: gross and general. General misconduct is behavior that is not illegal, but may be immoral or, most often, disrespectful. Rude comments, discourteous behavior, insubordination, chronic tardiness, and other such issues fall under general misconduct. General misconduct is most often where you need to define the boundaries within your handbook, because different organizations and cultures can view different actions at varying levels of severity. Gross misconduct, meanwhile, is misconduct that is generally grounds for immediate termination of the offending employee. It’s often, though not always, illegal. For example, theft and fraud, embezzlement, property damage, assault, sexual harassment, and drug abuse can all be forms of gross misconduct. Gross misconduct can often be defined simply as illegal activities, but you may want to include more specific definitions for certain behaviors. The line drawn for sexual harassment may be more or less strict, for example, and general “offensive behavior” can vary as well. Additionally, misconduct like a violation of safety protocol may not be strictly illegal, but endangering the safety of other employees is a severe offense. You’ll want to make sure you have definitions for misconduct that are publicly available and that all employees are made aware of them to avoid issues with penalizing employees for policies they had no idea existed. In general, minor misconduct should result in a verbal warning and documentation. A written, formal warning is warranted if it’s too severe for a mere verbal warning, or if the employee has already been warned. For even more severe misconduct or for employees who have been written up before, you may need to enforce suspension or mandatory training for the issues. Finally, for illegal activities, activities that harm the company or your other employees, or other forms of gross misconduct – as well as when an employee has already been suspended before – termination becomes the final option, short of criminal charges. #2: Develop a Process Many workplaces implement a “three strikes” policy for less-severe misconduct, usually general misconduct. That allows otherwise-good employees to adjust their behavior, particularly in instances where cultural mores vary. For example, what one group might consider playful banter might be more disparaging or insulting to another. Issuing warnings for those kinds of misconduct can allow the offending employees to adjust their behavior, make amends, and improve their standing. At the same time, you will want clauses that define stricter penalties for irreparable conduct. For example, if an employee is caught sexually harassing someone, violating criminal laws , or committing fraud against or on behalf of the company, a warning is generally not enough to suffice. The penalty should suit the crime. Zero-tolerance policies are essential for misconduct that warrants such actions. Another defined part of your process should be expectations for employees who witness misconduct. Are they expected to report incidents, and if so, in what fashion and to whom? When management receives allegations, what do they do? This should be defined. #3: Remain Vigilant for Adverse Impact One of the most challenging aspects of handling misconduct is avoiding adverse impact, disproportionate action, and unfair treatment in the workplace. It’s all too common for higher-up management to cut their friends slack when they would immediately terminate a lesser employee for the same action. It’s also distressingly common for minority employees to be punished more severely for similar actions that don’t receive as much repercussion in majority employees. That is why having clear policies and a clear process already in place is critical. It helps ensure that you treat your entire workforce fairly and helps you avoid the legal repercussions of discriminatory behavior. #4: Gather Information The key to any misconduct incident is to gather information about allegations, no matter the situation. Issuing punishment based on one employee’s word may not be enough to provide accurate testimony of an incident. In some cases, gathering information may be as simple as interviewing several employees and collecting their stories. In other cases, you may need to pull security camera footage, interview outside parties, or verify critical details of a situation. You may even hand off the investigation to law enforcement in extreme cases. “If an impartial internal investigation isn’t possible, you should get a third party to conduct a fair and unbiased employee misconduct investigation. This is also important if you don’t have a trained workplace investigator on board. Furthermore, if you’re dealing with a complex, potentially time-consuming complaint, it might also be a good idea to consider an external investigator.” – AIHR . Generally, you will want to have a preliminary action in place, such as putting the offending employee on leave while you investigate. You may also need to take measures to prevent them from hiding their trail, like temporarily suspending access to computer systems. In any case, unless the evidence is unambiguous and the misconduct is severe enough, it’s usually not ideal to make a snap judgment. #5: Provide Secure Communications Channels A common problem with misconduct in the workplace, especially if it comes from administration or higher-level management, is that the people in charge of handling reports are the people conducting themselves improperly. Thus, any company seriously intending to handle misconduct properly must have two things: A way for employees (and outsiders to the company, as necessary) to report misconduct, potentially anonymously, to avoid repercussions. More than one person with the authority to pursue allegations. This way, your employees won’t find themselves in positions where reporting harassment threatens their job or the only recourse to report to is the person who behaved improperly. #6: Address Root Causes This one is important. Sometimes, in the case of general misconduct, there are underlying reasons that you can solve by providing more support to your employees. For example, if an employee is chronically tardy , it may be due to inflexible childcare obligations. Providing a childcare stipend, offering flexible hours so long as the appropriate amount of work is completed, or even offering partial remote work on days when they cannot find childcare can all be good options. Similarly, if an employee has problems with substance abuse, mental health, or similar issues, you may invest in support networks and access to therapists as part of employee benefits. After all, it’s often better to assist someone with their problems than to exacerbate them through termination for reasons like addiction or mental health struggles. #7: Maintain Records Employees who have a history of minor misconduct may not warrant immediate termination, but they can become a liability over time. The longer they are allowed to persist in misconduct, the more they will have a suppressive effect on other employees’ morale, productivity, and loyalty. Maintaining records of past issues helps you see any history of previous misconduct if a new allegation arises. This is where multiple warnings and strikes come in. If you have previously issued a verbal warning for misconduct, it may be time to escalate to a written one. If you have issued a written warning, you may escalate to disciplinary action such as mandatory sensitivity training. If previous severe punishment has been issued and another incident occurs, termination is likely on the table. #8: Be Ready for Damage Control Global culture is swiftly growing more connected and more aware of the behavior of individuals. More importantly, culture has shifted towards holding companies responsible for the conduct of their employees.  The days of saying “what they do when off the clock is none of our concern” are over. Instead, it’s now expected that misconduct outside of the workplace will reflect upon the employer, and the actions the employer takes further reflect on their reputation. If allegations come in, especially from outside sources, be prepared to make a statement about the issue and that you’re investigating it. Likewise, be ready to discuss policies and disciplinary action based on the outcomes of your investigation. You may very well need to defend your company, which can extend to terminating problematic employees for the good of the business. #9: Know When to Escalate Escalating beyond an employment decision and to potential criminal investigations may be necessary in certain circumstances. It’s virtually never the case for general misconduct, but certain kinds of gross misconduct may warrant it. For example, assault, fraud, theft, and other law violations can result in termination followed by legal proceedings. That said, this option should not be held as a threat. It’s simply a reality that exists in the case of misconduct that warrants it. It may also be beneficial to know local agencies for investigations, such as a computer forensics company, in the case of more serious investigations. #10: Understand Laws for Termination Depending on where you’re located, you may have different laws regulating terminating an employee. Unless you’re in an at-will state and can terminate an employee at any time for any reason, you may need to consult with an employment lawyer and ensure that you have justification for a fair termination. A fair termination requires reasonable belief and evidence of gross misconduct, proof of a thorough investigation into the matter, and legal justification for the termination. “Because of this significant legal hurdle for instances of termination, it’s critical that you take detailed notes at each stage of the process. That will ensure that you give all employees due process and have a clear history or records that support your disciplinary decision.” – Recruitee . The last thing your company needs, after all, is a protracted lawsuit for wrongful termination. #11: Minimize Instances of Misconduct As with many problems, reactionary solutions are often worse than proactive solutions. Ongoing training for your employees can help keep them aware of what is and isn’t acceptable in the workplace regarding behavior and general misconduct. Likewise, maintaining awareness of company policies helps keep people aware of where the line is, and any changes to those policies should be announced. More importantly, your company culture should be inclusive, proactive, and aimed to minimize undue conflict. You may need to invest in training for leadership, communication strategies, and other frameworks for reducing the chances of misconduct in the first place. #12: Be Consistent Above all else, when handling employee misconduct allegations, consistency is crucial. You’ll need to be consistent in acknowledging allegations, investigating potential issues, and meting out penalties according to the misconduct’s type, degree, and severity. Hesitation, favoritism, and “cutting some slack” for good behavior; these all show up as discriminatory or adverse practices. The more you can define in advance, and the more you can offload in documentation, forms, and impartial processes, the more consistent your handling of incidents will be. Misconduct doesn’t always have to result in immediate termination, but the enforcement of policies should be consistent, no matter whether it’s a new hire , an old hand, an entry-level worker, an executive , or anyone in between. Conclusion  Navigating the complex waters of employee misconduct can be a daunting task for any employer. From defining what constitutes misconduct to ensuring consistent enforcement of policies, it’s a multifaceted challenge that requires a delicate balance between fairness and firmness.  The key lies in preparation, understanding, and consistency. By defining clear misconduct policies, developing systematic processes, and ensuring equitable treatment across the board, businesses can handle these situations professionally and maintain a positive workplace environment. Remember, every incident of misconduct offers an opportunity for growth and learning.  Ready to create a more harmonious workplace? Contact us today to foster a positive work culture and ensure you’re equipped to handle any challenge. Let’s build a better workplace together!

Diversity and inclusion are two of the most important concepts in modern business. Diversity is the presence of different types of people in an organization, while inclusion is the practice of creating an environment where everyone feels welcome and valued. Achieving a diverse and inclusive organization requires commitment and effort by both employers and employees, but the rewards are worth it. Organizations that embrace diversity and inclusion are more attractive to potential employees, especially those from traditionally underrepresented groups. They also tend to have higher levels of employee engagement and productivity, better decision-making, and more innovative ideas. In addition, having a diverse workforce can help businesses stay ahead of their competitors in terms of cultural understanding and providing better customer service. Benefits of Diversity and Inclusion Having a diverse and inclusive workplace has a variety of benefits for both employers and employees. For employers, it can help attract and retain top talent , increase employee engagement and productivity, and foster innovation. It can also help build better relationships with customers and partners, enhance brand reputation, and increase profits. For employees, a diverse and inclusive workplace can provide a sense of belonging, safety and greater job satisfaction. It can also help employees develop new skills, improve communication and collaboration, and gain a better understanding of different cultures. Best Practices for Achieving Inclusive Recruiting Achieving a diverse and inclusive workplace starts with the recruitment process. There are several best practices employers can use to ensure they are recruiting candidates from a variety of backgrounds and perspectives. The first step is to create a job description that emphasizes the importance of diversity and inclusion. This should include language that encourages candidates from all backgrounds, such as people of color, women, LGBTQ+ individuals, and people with disabilities, to apply. The next step is to review your recruitment processes to ensure they are fair and equitable. This includes considering how you source candidates, the language used in job postings and interviews, and any biases that may exist in the recruitment process. Understanding Implicit Bias Implicit bias is a form of unconscious bias and can have a significant impact on the recruitment process. Employers need to recognize and address any implicit biases that may be influencing their recruitment decisions. One way to do this is to use tools such as blind hiring , which removes any identifying information from resumes and job applications, allowing employers to make decisions based solely on the candidate’s qualifications. Employers should also strive to create a more diverse candidate pool by expanding their sourcing strategies, such as using job fairs and diverse industry networks. Creating a Diverse Recruiting Strategy Creating a diverse recruiting strategy is key to achieving an inclusive workplace. This strategy should include setting measurable goals and objectives, such as increasing the number of diverse candidates in the hiring process and regularly assessing progress. It is also important to ensure that managers and recruiters are well-trained in diversity and inclusion, as well as the importance of having a diverse workforce. This includes understanding implicit bias and how to identify and address any biases in the recruitment process. How to Recruit Diverse Candidates One of the most effective ways to recruit diverse candidates is to use a variety of sourcing strategies. This includes using job boards and social media, attending diversity job fairs and networking events, and leveraging partnerships with organizations or groups that focus on diversity and inclusion. It is also important to ensure that job postings and interview processes are clear, concise, and respectful. Employers should avoid using language that could be perceived as discriminatory or biased, and provide reasonable accommodations for candidates with disabilities. Diversifying Your Candidate Pool Once employers have created a diverse candidate pool , it is important to ensure that candidates from all backgrounds are treated equally. This includes providing reasonable accommodations for candidates with disabilities, ensuring that all candidates have an equal opportunity to showcase their skills and abilities, and avoiding any discriminatory practices. It is also important to provide feedback to all candidates, regardless of whether or not they are chosen for the position. This feedback should be tailored to the individual and should provide constructive criticism and suggestions for improvement. Leveraging Technology to Help Recruit Diverse Candidates Technology can help employers streamline the recruitment process and make it easier to reach a wider range of candidates. This includes using tools such as applicant tracking systems, which can be used to manage job postings, track applications, and provide insights into the recruitment process. In addition, employers can use technology to automate parts of the recruitment process, such as screening resumes, scheduling interviews, and providing feedback to candidates. This can help reduce bias and ensure that all candidates are treated equally. Training and Education for Hiring Managers Hiring managers play an important role in the recruitment process and they need to be aware of the importance of diversity and inclusion. This includes understanding implicit bias and how it can affect recruitment decisions, as well as developing strategies for creating a fair and equitable recruitment process. Training and education can also help hiring managers better understand the skills and qualities they are looking for in a candidate and how to identify them. This can help ensure that the recruitment process is fair and that the best candidates are chosen for the job. Measuring the Success of Your Diversity Recruiting Efforts Once employers have implemented their diversity recruiting strategies, it is important to track their progress and measure the success of their efforts. This includes tracking the number of diverse candidates in the recruitment process and monitoring the success rate of each type of candidate. It is also important to track the number of diverse hires, the retention rate of diverse employees, and any changes in the workplace culture. Tracking these metrics can help employers identify areas where their diversity efforts are successful, as well as areas that need improvement. Conclusion Diversity and inclusion are essential for any successful organization, and embracing diversity starts with the recruitment process. Employers should strive to create a diverse and inclusive workplace by implementing best practices for achieving inclusive recruiting. This includes understanding implicit bias, creating a diverse recruiting strategy, leveraging technology, providing training and education for hiring managers, and measuring the success of their diversity efforts.  At our company, we believe in creating a workplace that celebrates and values everyone – no matter their differences. Reach out to us today and unlock the potential of diverse hiring for your team!

When it comes to creating an effective employer brand, an Employee Value Proposition (EVP) is a crucial element. A compelling EVP is essential for attracting, engaging, and retaining top talent, and it’s also a powerful tool to help differentiate your company from the competition. But how do you create a compelling EVP that resonates with your audience? In this blog, we’ll reveal how employers can build a compelling employee value proposition for brand success. What is an Employee Value Proposition (EVP)? An employee value proposition (EVP) is a statement that communicates the unique benefits and experiences that your company provides to its employees. It’s a way to showcase your company culture and values, as well as the opportunities and rewards that you offer. EVPs are often used in recruiting and retention efforts , as they can help to attract and retain the best talent and set your company apart from the competition. An effective EVP should be based on an honest assessment of your company and tailored to your target audience. It should be written clearly and concisely, and it should express the core values and mission of your company. Your EVP should also be specific, focusing on the differentiating factors that make your company unique. How Employers Can Build a Compelling Employee Value Proposition Building a compelling EVP requires a lot of thought and effort. To get started, employers should focus on understanding their current employees and the attributes that make them successful. It’s also important to consider the needs and motivations of potential employees and determine how your company can meet those needs. The next step is to create a list of the unique benefits and experiences that your company offers. This can include things like a flexible work schedule, a generous vacation policy, a dynamic work environment, and a supportive team culture. It’s also important to consider the values and mission of your company, and how these can be communicated in your EVP. Once you have a list of benefits and experiences, it’s time to start crafting your EVP. This can be done by creating a statement that clearly communicates the unique value that your company offers its employees. Your EVP should be concise, clear, and engaging, and it should reflect the values and mission of your company. Examples of Effective Employee Value Propositions An effective EVP should be tailored to the target audience and reflect the company’s culture and values. Here are some examples of effective employee value propositions: At [Company Name], we believe in creating an environment of trust, respect, and collaboration. We provide our employees with the flexibility to work on their own terms, while still supporting them with the resources they need to succeed. Our team at [Company Name] is passionate about creating an enjoyable and rewarding work experience. We offer competitive salaries, flexible hours, and a supportive environment to help our employees reach their potential. At [Company Name], we are committed to providing our employees with a unique and rewarding experience. We strive to make our workplaces fun, engaging, and supportive while providing our teams with the tools and resources they need to be successful. How EVP Works with Employer Branding An effective EVP is an important element of employer branding. Employer branding is the process of creating a positive image of your company in the eyes of potential employees. This image is created through the use of various marketing techniques, such as social media, job postings, and events. The employer brand should reflect the values and mission of your company, and the EVP can be used to help communicate this message. The employer brand should also be tailored to the target audience and should focus on the unique benefits and experiences that your company offers. It’s also important to make sure that the employer brand is consistent across all channels and platforms. This will help ensure that potential employees get a clear and consistent message about your company. Employer Branding Strategies When it comes to employer branding, there are a few strategies that employers should consider. The first is to create a strong and consistent message about your company and its values. This message should be tailored to your target audience and should be communicated through all channels and platforms. It’s also important to focus on creating a positive employee experience. This includes providing competitive salaries and benefits, offering flexible hours, and creating a supportive and engaging work environment. Employers should also focus on recruiting top talent and retaining existing employees by providing them with the resources and support they need to succeed. Finally, employers should focus on building relationships with potential employees. This can include using social media to engage with potential employees, hosting events to showcase your employer brand, and creating content that highlights the unique benefits and experiences that your company offers. Benefits of Employer Branding Employer branding can have several benefits for your company. The most obvious benefit is that it can help you attract and retain top talent. A strong employer brand can also help differentiate your company from the competition and increase brand recognition. Employer branding can also help to increase employee engagement and morale. This can lead to increased productivity, improved customer service, and better overall performance. Finally, a strong employer brand can also help to attract investors and other partners, as it can show that your company is well-managed and has a strong culture. Challenges of Employer Branding Despite the many benefits of employer branding, there are also some challenges that employers should be aware of. One of the biggest challenges is staying consistent with the employer brand. This means making sure that the employer brand is communicated consistently across all channels and platforms. Another challenge is staying up to date with the latest trends and technologies. Employers should stay on top of the latest trends and technologies and make sure that their employer brand is up to date. This can include using social media to engage with potential employees, creating content that highlights the unique benefits and experiences that your company offers, and hosting events to showcase your employer brand. Finally, employers should also be aware of the potential costs associated with employer branding. This includes things like hiring marketing professionals, creating content, and hosting events. These costs can add up quickly, so it’s important to have a plan in place to ensure that the employer brand is successful. Tips for Making Employee Value Propositions Effective To make sure your EVP is effective, there are a few tips that employers should keep in mind. The first is to make sure that the EVP is tailored to the target audience. It should be clear, concise, and engaging, and it should reflect the values and mission of your company. It’s also important to make sure that the EVP is consistent across all channels and platforms. This will help ensure that potential employees get a clear and consistent message about your company. Finally, employers should also focus on creating a positive employee experience. This includes providing competitive salaries and benefits, offering flexible hours, and creating a supportive and engaging work environment. How to Measure the Success of Your EVP Measuring the success of your EVP is an important step in making sure that it is effective. There are a few metrics that employers can use to measure the success of their EVP. These include the number of applications received from potential employees, the percentage of applicants who accept job offers, the employee retention rate, and the employee engagement rate. By tracking these metrics over time, employers can get an understanding of how their EVP is performing. This can help them identify areas for improvement and make sure that their EVP is resonating with their target audience. Conclusion An effective EVP is an important element of employer branding, as it can help to communicate the unique benefits and experiences that your company offers its employees. To create a compelling EVP, employers should focus on understanding their current employees and the attributes that make them successful, as well as the needs and motivations of potential employees. They should also focus on creating a strong and consistent message about their company and its values and on creating a positive employee experience. Finally, employers should measure the success of their EVP by tracking key metrics over time. Take a deep dive into crafting an effective EVP for your company. Our team is ready to offer you consultancy and feedback so that the job gets done right! If this sounds like something of interest, let’s chat today and explore how we can help carve out the perfect EVP together.

Here at Emerge Talent Cloud, we have over the years developed and refined a successful and repeatable process for screening and interviewing corporate-side, contract recruiters that has served us well.  I thought I’d share it with my readers so that you too can think about adopting it for your own organization. Let’s start with the obvious problem, and what I’m sure drew you here, which is the unhappy reality that only a very small percentage of recruiters, whether contract recruiters or otherwise, are truly exceptional. And because most recruiters, especially cloud recruiters, know the tricks of the trade, they are adept at turning the tables and selling us on their prowess. Step 1:  Boolean Syntax We believe that recruiters and sourcers must be proficient with basic Boolean search syntax in order to create effective search strings.  We administer an online test to every Emerge Talent Cloud and sourcer so they can demonstrate their knowledge of basic Boolean syntax.  This is not an advanced Boolean web search, but rather a knowledge of the basic syntax used to populate a search bar in, for example, LinkedIn or Monster.  We need to know that candidates understand the three basic Boolean operations (AND, OR, NOT), and the proper placement of parentheses “  “ and brackets ( ). If you are unsure about how to construct questions to test knowledge of basic Boolean syntax, feel free to contact me and I will give you a hand creating questions (and of course answers!). Step 2:  Resume Review Skills We administer a resume review test that involves analyzing a group of supplied resumes against job descriptions.  We are looking for an understanding of subject matter content (IT, Sales, Finance, etc), as well as general screening skills in regard to things like job gaps, career progression, job hopping, etc. We have altered the resumes so that they have predictable land mines that any recruiter worth their salt should catch. For instance, a resume may have considerable job gaps; or have a college graduation date of 1915, or have job titles or descriptions that don’t fit the job description, etc. Step 3:  Req Intake / Recruiting Plan We ask the recruiter to walk us through a recent req that they worked on, starting at Req Intake.  What exactly did they do and ask at the req intake meeting?  Do they have a standard template that they use?  If so, did they create it themselves?  After sharing with us the template and/or questions that they ask at intake, we then have them share with us the recruiting plan that they subsequently put together.  What was their approach?  What tools, resources, and strategies did they plan to use?  What was their timeline?  What metrics did they address, such as time-to-fill and/or cost-per-hire? Step 4:  Sourcing Skills We assign a mock job description and ask contract recruiters to identify LinkedIn profiles that align with the job description.  We then ask them to create a write-up for that candidate.  Although they are creating the conversation and write-up fictitiously, it allows us to gauge their ability to ask the right questions, to comprehensively and meticulously gather and present information, and to demonstrate that they know how to stand out by writing highly personalized, creative, and engaging in emails. We also ask contract recruiters to tell us which sourcing tools they have used or have at least researched, other than LinkedIn, job boards, and the company ATS (applicant tracking software).  A cloud recruiter who is truly passionate about their craft will research and use other tools.  For instance, if you ask this question to any recruiter or source on my team, you will hear a litany of tools such as Recruitment Edge, SwoopTalent, Source Hub, PropelIQ, Slideshare, Google+, Twitter, GitHub, Stack Overflow, Meetup, Facebook, Lusha, Email Hunter, Connectifier Social, Prophet, Capture, Infogist, etc.  Yet, amazingly, when we ask candidates to tell us which tools they have used or have even just researched, other than LinkedIn and job boards, 90% of the time they have not a single answer. Step 5:  Candidate Management Skills While of course it’s critical that a Emerge Talent Cloud understands how to source candidates effectively, it is equally important that they know how to exercise best practices in candidate care. Do they understand the importance of a high-touch candidate experience?  Are they adept at using company messaging and branding to keep candidates interested and engaged?  We like to see that contract recruiters have a consultative, rather than a transactional, approach to recruiting and working with candidates. Step 6:  Working With Internal Hiring Managers The aforementioned consultative, rather than transactional, approach is also imperative in regard to working with internal hiring managers.  So, we ask questions to ensure that contract recruiters know how to establish and maintain healthy communication channels with internal hiring managers.  We want to know the size of the req slates that they have managed, and how they handle the pressure of every hiring manager claiming that all of their reqs are high priority. Step 7:  Soft Skills / Culture Fit Leadership IQ conducted a three-year study involving over 5,000 hiring managers from 2,400 companies during more than 20,000 hires and found that 81% of new hires fail.  Surprisingly, the reason for the high rate of failure was not due to a lack of job skills, but to the following: Coachability – 26 percent of new hires failed due to their inability to accept feedback from those they work with, including bosses, colleagues, and customers. Emotional Intelligence – A close second to lack of coachability is lack of emotional intelligence, with 23 percent of new hires failing due to their inability to understand emotions, their own and others. Motivation – 17 percent of new hires in Leadership IQ’s study failed because of a lack of motivation, defined as the insufficient drive to succeed and excel in the job. Temperament – 15 percent of new hires failed due to attitudes and personalities unsuited to the functions and tasks of the job and conditions of the work environment. We use the following behavioral style interview questions to assess what we feel are the important take-ways from the Leadership IQ survey: Coachability What could you have done differently to enhance your working relationship with your manager? What areas for improvement did your manager point out to you? Tell me about accomplishments or improvements that you made or achieved that were a result of feedback that was given to you What aspects of your job did you and your manager seem to be at odds with? If you could step outside of yourself and coach yourself, what suggestions or ideas would you recommend? Ability to Work Under Pressure Tell me about a time when you had to work under pressure Can you give some examples of situations in which you had problems working under pressure? Can you give me some examples of situations in which you decided to ask for assistance when under pressure? Ability to Recognize and Learn from Mistakes Tell me about a mistake you made at work. What happened? What did you do about it? What’s the most out-of-the-box meaningful or significant thing you’ve ever done to remedy a mistake? Being a Team Player Tell me about your favorite team that you have ever worked on Tell me about your least favorite team that you have ever worked on What types of personalities do you work best with? What types of personalities do you prefer not to work with? Tell me about a time at work when you disagreed with someone. What did you do about it? Tell me about a decision that you made that wasn’t popular and how you handled it Think about someone at work that you don’t or didn’t get along with and tell me about that person and the situation Passion Tell me about your hobbies and interests What are you passionate about? What motivates you to come to work every day? Tell me about something that you focused on that took great courage and hard work to overcome What’s a big question in your field you’d like to solve and why? Tell me about a problem or issue at work that you decided to tackle without being asked to do so What was the last career-related book that you read? What magazines or trade journals do you read to stay current in your career? Step 8:  Check Candidate References Lastly, don’t be lazy – check those references!  We always ask for references of managers to whom the recruiter directly reported, as opposed to peer references which are far too likely to be biased.  And if a cloud recruiter is unable to provide direct supervisor references, then we will typically put that into the same category as negative references.  Every top-notch recruiter should be able to provide at least one or two glowing references from a direct supervisor. Interviewing any type of candidate, recruiter or otherwise, is an ambitious endeavor.  Nothing, unfortunately, is fool-proof, but you can increase the likelihood of hiring a winner by applying a well-thought-out methodology.  We have honed our screening process for contract recruiters , but our approach is 100% relevant for any corporate-side recruiter and is also somewhat relevant for agency recruiters.  Here’s to hiring top talent! #hiring #agencyrecruiter #interview #talentacquisition #RPO #EmergeTalentCloud

In the competitive world of recruiting, hiring managers face the difficult task of rejecting numerous candidates. While it’s an unavoidable part of the process, it’s essential to approach rejections with empathy to maintain your company’s reputation. This will help to create a positive experience for all applicants.  In this extensive guide, we’ll delve into the best practices for managing candidate rejection, providing negative feedback, and preserving your employer brand. This will allow you to demonstrate to candidates that you genuinely care about their well-being.  Understanding the Candidate Experience Put yourself in the shoes of the candidate. If they are looking for a new job, there is a high chance that they are under financial pressure or unhappy with their current job. To solve these problems, they browse through a ton of opportunities to select their favorite companies and jobs. Next, they try their best to impress each company so they can get an interview, and eventually be hired for the position. And finally, they sit and wait wondering what will happen next and what they should do.  If you’ve been in a situation like this before, you know that it is not fun and creates a lot of stress in your life. Understanding how applicants feel during the candidate experience is the first step to improving the candidate experience of your organization.  The candidate experience encompasses every interaction a job seeker has with your company. It starts with submitting their application and ends with receiving the final decision. Once again, it’s crucial to consider their perspective throughout this journey. How you communicate your decision of rejecting them will significantly influence their opinion of your organization. Searching for a job can be a highly emotional experience. Candidates invest substantial time and effort into crafting the perfect resume and cover letter, often facing rejection or receiving no response at all. By recognizing the emotional impact of rejection, you’ll be better equipped to deliver negative feedback with kindness and understanding. Best Practices For Delivering Constructive Feedback Adhering to best practices when providing negative feedback is crucial for ensuring a positive candidate experience. Be forthright and transparent about the reasons behind their rejection. You must also demonstrate compassion and understanding of their situation. Offer detailed, constructive feedback that can guide them toward improving their prospects for future opportunities. When communicating rejection to candidates, avoid these big mistakes: Employing overly generic or impersonal language Concentrating exclusively on their shortcomings Neglecting to acknowledge their positive qualities and achievements Not including actionable feedback or guidance Constructive feedback is definitely a touchy subject that takes time to master. As long as you avoid these big mistakes, your rejected candidates are less likely to feel neglected and angry at your organization.  When To Communicate Rejection The timing of your rejection communication is critical. If you wait too long, candidates may grow frustrated or feel disregarded. But here’s the catch, if you deliver the news too quickly, it may come across as insincere or hasty. Aim to communicate rejection within a suitable time frame, typically within one to two weeks of their interview or application review. This way you have enough time to consider other candidate options, but you respect the rejected candidates by providing them an answer in a timely manner.  While timeliness is crucial in rejection communication, it’s important not to sacrifice professionalism for speed. Allocate sufficient time to carefully craft a well thought-out and personalized message that exhibits genuine consideration for the candidate’s feelings and future success. Towards the end of this blog post I have a sample rejection letter that you could send to candidates. Of course, you will still need to take the time to personalize it.  The Benefits Of Personalizing Rejection Letters Or Emails A customized rejection letter can significantly improve a candidate’s experience. By tailoring your communication to the individual, you demonstrate that you value their time and effort. This is also a great opportunity to acknowledge their unique strengths and accomplishments. To create a sympathetic and helpful rejection message, keep the following tips in mind: Address the candidate by their name Reference specific aspects of their application or interview that impressed you Offer constructive feedback so they can improve Encourage them to apply for future opportunities within your organization The key to offering valuable feedback is to be specific and actionable. Point out areas where the candidate fell short, and provide clear recommendations for improvement. This not only demonstrates your commitment to their growth but also helps them view the rejection as an opportunity for learning and development, rather than as a failure. Maintaining a positive relationship with rejected candidates not only leaves the door open for future opportunities but also cultivates a network of talented professionals who may refer others to your company or even become clients.  Invite them to join your company’s talent pool or mailing list for future job openings. It is extremely common for job seekers to talk to other job seekers about their experiences. One bad experience can lead to your company having a negative reputation in the eyes of other potential candidates.  Not to mention, there are sites like GlassDoor that discuss the opinions of how candidates and employees feel when applying for working for your company. Bad reviews on these sites can make your ability to attract new talent far more difficult.  Sample Rejection Letter Here is a sample rejection letter that you could send to one of your candidates that you did not end up hiring. In the short run, it might seem easier to send a generic letter to everyone that you will not hire. Do not do this! It is very important that you take the time to personalize this letter to every rejected candidate of yours.  If you take the time to show that you actually care about the candidate, they are more likely to talk about how your company valued their application in a professional manner. Another reason to show that you care about every rejected candidate is they can provide you with great feedback. This will allow you to continuously improve your hiring process and candidate experience.  Not to mention, in the future one of your rejected candidates could be interested in another position at your organization. If they had a bad experience when you rejected them the first time, they are unlikely to apply the second time.  Dear [Candidate’s Name], Thank you for taking the time to apply and participate in our interview process for the [position title]. We appreciate your interest in us and the effort you put into your application. We regret to inform you that we have decided not to move forward with your application for this position. The decision was not an easy one, as we had a number of highly qualified candidates. While we were impressed with your [write about the candidate’s background and experience], we have chosen to pursue another candidate. We apologize for this outcome and hope that this news is not too disappointing for you. We assure you that this decision does not reflect on your abilities or potential. If you ever see another role at our organization that interests you, you should apply! Your skills and experience may be a great fit for another position. We would appreciate it if you would take a brief moment to fill out this feedback survey [link to a short feedback survey]. We are always trying to improve our hiring process and your feedback would be greatly appreciated.  Once again, thank you for your interest in [Company Name]. We wish you the best of luck in your job search and future endeavors. All the best,[Your Name][Your Title][Company Name][Email Address][Phone Number] Feel free to copy this sample letter and add in the personalized sections. If you want an even better outcome, make this letter even more personal.  Tracking Candidate Feedback And Reactions The best way to improve your rejection process is to create a feedback loop. This way you can learn what all of your candidates thought about your communication efforts.  Consistently refining your rejection process requires gathering feedback from candidates about their experience. Send follow-up surveys or request informal feedback to gain insights into how your rejection communications are perceived. A great place to do this is in your rejection letter. Each candidates feedback will allow you to identify areas for improvement. Based on the feedback you receive, make data-driven adjustments to your hiring and rejection process. This might involve revising your messaging, reassessing your timing, or providing additional resources for candidates to enhance their skills. Continuously iterating on your approach ensures that you’re delivering the best possible experience for rejected candidates. In some instances, rejected candidates may reach out for further clarification or feedback. Be prepared to address their concerns professionally and empathetically, reinforcing the positive aspects of their application and providing specific guidance for improvement. Even if a candidate wasn’t the right fit for a particular role, they might be perfect for a different position in the future. Keep a record of strong candidates and stay in touch through occasional emails, networking events, or social media interactions. This helps build goodwill and ensures your company stays top of mind for future opportunities. Conclusion Preserving your employer brand and building positive candidate relations is a must for all companies. If you fail to do this, you will have a difficult time hiring new employees. Managing candidate rejection with care and thoughtfulness is crucial for maintaining a robust employer brand and fostering positive relationships with talented professionals. By adhering to the best practices outlined in this extensive guide, you can deliver negative feedback with empathy and integrity, leaving candidates with a favorable impression of your company. Ideally, this will pave the way for future collaborations with each rejected candidate. If you have any additional questions we would love to hear from you! The best way to communicate with us is through our contact page .

Are you looking for ways to reach your recruitment goals? Whether you’re a hiring manager, a recruitment specialist, or an HR leader, understanding the right strategies to reach your recruitment goals is essential. In this blog post, we’ll provide you with a step-by-step guide to help you reach your recruitment goals. We’ll cover the nine key strategies you need to consider, including headcount planning, defining your ideal candidate profiles, crafting your employee value proposition, developing your recruitment marketing strategy, and more. Recruiting and hiring are essential components of any business. It’s the process of attracting, assessing, and hiring the most qualified candidates for a job. It’s also a crucial part of building a strong and successful team. But how do you ensure that you’re effectively reaching your recruitment goals? You need to have a strong understanding of the recruitment process, as well as the strategies you need to consider in order to achieve success. In this blog post, we’ll provide you with a step-by-step guide on how to reach your recruitment goals. We’ll cover the nine key strategies you need to consider, including headcount planning, defining your ideal candidate profiles, crafting your employee value proposition, developing your recruitment marketing strategy, defining your selection process, designing your onboarding process, choosing the right tools and technology, finalizing your recruitment budget, and more. By understanding and implementing these strategies, you’ll be able to successfully reach your recruitment goals. Let’s get started! 1. Set Your Recruitment Goals The first step in reaching your recruitment goals is to set them. You need to have a clear understanding of what you want to achieve and how you’re going to measure success. Your recruitment goals can be divided into two categories: short-term and long-term. Short-term goals are those that you want to achieve in the near future, such as filling a key position in the next month. Long-term goals are those that you want to achieve in the distant future, such as filling all positions in a department within the next year. Once you have set your goals, you can start to develop a plan to reach them. This plan should include the strategies you’ll use, the timeline, and the resources you’ll need. 2. Headcount Planning Headcount planning is an essential part of reaching your recruitment goals. It involves determining the number of people you need to hire and when you need to hire them. Headcount planning should be based on your current and future business needs. You need to consider the roles and skills you need, the size of your team, and the budget you have available. Once you have determined the number of people you need to hire, you can start to plan for how you’re going to reach your recruitment goals. 3. Define Your Ideal Candidate Profiles Once you’ve determined the roles and skills you need, the next step is to define your ideal candidate profiles. An ideal candidate profile is a description of the ideal candidate for a particular role. When defining your ideal candidate profiles, you need to consider the skills, qualifications, and experience they should have. You should also consider their personality traits and cultural fit. Once you’ve defined your ideal candidate profiles, you can start to develop your recruitment marketing strategy. 4. Craft Your Employee Value Proposition Your employee value proposition (EVP) is a statement that outlines the value you offer to potential employees. It’s an essential part of your recruitment strategy, as it helps you attract and retain the best talent. When crafting your EVP, you need to consider what makes your company different from its competitors. You should also consider the benefits you offer, such as career development opportunities, work-life balance, and competitive salaries. Your EVP should be unique, memorable, and engaging . It should also reflect the values and culture of your company. 5. Develop Your Recruitment Marketing Strategy Once you’ve crafted your EVP, you need to develop a recruitment marketing strategy. This strategy should outline how you’re going to market your company and roles to potential candidates. You should consider the channels you’re going to use to reach potential candidates, such as social media, job boards, and career sites. You should also consider how you’re going to promote your EVP, such as through content marketing, events, and webinars. Your recruitment marketing strategy should also consider the metrics you’ll use to measure success. This could include the number of applicants, the number of hires, and the cost-per-hire. 6. Define Your Selection Process The next step is to define your selection process. This is the process you’ll use to identify and select the best candidates for your roles. When defining your selection process, you need to consider the steps you’ll take, such as resume screening, interviews, assessments, and reference checks. You should also consider the criteria you’ll use to evaluate candidates, such as their qualifications, experience, and cultural fit. Your selection process should be consistent, fair, and effective. It should also be tailored to the specific roles you’re hiring for. 7. Design Your Onboarding Process Once you’ve identified and selected the best candidates for your roles, the next step is to design your onboarding process . This is the process you’ll use to introduce new employees to your company and to help them become successful. When designing your onboarding process, you need to consider the steps you’ll take, such as orientation, training, and team-building activities. You should also consider the tools and technology you’ll use, such as onboarding software and employee handbooks. Your onboarding process should be tailored to the specific roles you’re hiring for. It should also be consistent, efficient, and effective. 8. Choose the Right Tools and Technology The right tools and technology can help you streamline and automate your recruitment process. They can also help you save time, money, and resources. When choosing the right tools and technology, you need to consider your specific needs. This could include applicant tracking systems, recruitment software, and video interviewing tools. You should also consider the features and functionality you need, as well as the costs. You should also make sure that the tools and technology you choose are user-friendly and easy to use. 9. Finalize Your Recruitment Budget The final step in reaching your recruitment goals is to finalize your recruitment budget. This is the budget you’ll use to pay for recruitment activities, such as headcount planning, recruitment marketing, selection processes, and onboarding. When finalizing your recruitment budget, you need to consider the costs of each activity. You should also consider the resources you have available, such as your time, money, and staff. Your recruitment budget should be realistic, achievable, and aligned with your recruitment goals. Conclusion Reaching your recruitment goals can be challenging. But by understanding and implementing the strategies outlined in this blog post, you’ll be well on your way to success. The nine key strategies you need to consider are headcount planning, defining your ideal candidate profiles, crafting your employee value proposition, developing your recruitment marketing strategy, defining your selection process, designing your onboarding process, choosing the right tools and technology, finalizing your recruitment budget, and more. By understanding and implementing these strategies, you’ll be well on your way to achieving your recruitment goals. Are you ready to start reaching your recruitment goals? With the right strategies and the right tools, you’ll be well on your way to success.  Want to accelerate your way to success? Contact us and learn how we can help you do that.

While every business faces unique challenges in their hiring process, none have quite the same array of difficulty as the non-profit sector. Hiring in non-profits is often restricted by tight budgets, meaning many of those working in the non-profit sector do so with low salaries. They stay in it “for the love of the game,” so to speak; many are even volunteers, not employees. Burnout has been rising amongst non-profit workers for decades. Recent crises in world health, politics, and judicial bias have made it more difficult than ever for many activists to maintain high spirits. There seems to be little or no reward for many of those working in the thankless realm of the non-profit sector. If you’re in charge of hiring for a non-profit operation, you want to gather the best candidates you can find. However, you’re likely working under tight restrictions. Likewise, the people seeking jobs in the non-profit sector have desires, interests, and goals of their own, which may make it difficult to find people with long-term prospects. The stark truth is that many non-profit employees only stay in any given role for 2-3 years. Luckily, with the proper perspective and a few tricks of the trade, you can kick your non-profit hiring to the next level and achieve greater alignment rates, longer careers, and better overall outcomes. Here are the 7 best practices for hiring non-profit organization employees.  #1: Strongly Emphasize Values and Mission Some people go through their lives and careers seeking nothing more than money. To them, work is a transaction; they sell their time and their energy for the money they need to live and thrive. Others go through life with a mission. They don’t want to “just” make a salary to survive; they want to tangibly change the world for the better. This second group of people tend to care a lot more about the culture, values, and mission of any organization they work for. Many of them will value working for a proactively beneficial organization over an organization that will pay them more but accomplish less. These people will also typically reject working for organizations and companies they feel are unethical. This is an opportunity. As a non-profit organization, you are most likely deeply involved in activism, whether it’s on a global scale or a scale focused solely on your local community. Whether you’re working towards prison abolition, reforestation, an end to factory farming, or support of the oppressed, there are people out there whose passion aligns with your organization’s mission. When recruiting for a non-profit and producing copy for that recruitment, you need to emphasize your values, mission, goals, and outlook. State your overall mission clearly and precisely. Promote the organization’s values as a whole, and of the individuals you already have on staff. Discuss the values, outlook, and drive you want your ideal candidates to have. Showcase examples of your successes, projects, and outreach your organization has accomplished. All of this is meant to do one thing: build a robust, tangible picture of the organization and the good it does. This helps to attract the people most interested in your area of activism. #2: Make Use of Non-Profit Hiring Websites Every industry and niche has its selection of job and career websites. As a non-profit, you have access to a range of specific sites and networks you can leverage for your recruiting . Here’s a list of both standard and niche sites to consider: LinkedIn. Networking via LinkedIn is very powerful, and the network tends to be an excellent resource for building both networking connections and referrals. More on that later. LinkedIn groups. LinkedIn has a system of group communities, which are often focused on a specific topic. You can create your own based on your area of focus or join those that align with your own and see if anyone is interested in joining your team. The Big Names. The largest job search portals, such as Indeed, Glassdoor, Monster, and CareerBuilder, are perfectly acceptable. They may not be focused on non-profit work, but they have such large audiences that you’re going to find some interested people regardless. Idealist. Idealist is probably the number one non-profit job portal online. They’re also multi-language and host career fairs regularly, further expanding your candidate pool . National Council of Nonprofits Career Center. As a national organization, this site has access to a broad pool of possible applicants. It also maintains many other resources that can be useful to a non-profit, so if you don’t already have a relationship with your local branch, this is an excellent opportunity to build one. Foundation List. Another sizable national resource for non-profit job seekers. You gain access to a broad candidate pool for various causes. Devex. This group is primarily focused on international NGOs, so while they maintain a presence in the U.S., they may be best for international organizations. Bridgespan. The Bridgespan Group is a great resource for non-profits. However, they tend to focus most on the coordinator, board-level, CEO, and other upper-level positions rather than ground-level roles. This list is just a selection of the sites available to a non-profit organization seeking new employees and volunteers. Whether you need to fill a board of directors or pick up a grant writer and fundraising expert, there are people out there of all levels using these sites and networks to find their next career. #3: Actively Encourage Word of Mouth Referrals People tend to build social circles centered around common interests and common ground. Sometimes, this means a shared hobby, the shared class for their children, or a shared community around a cultural interest. More often, though, people will build social circles around their passions and careers. That means that each employee you hire is, themselves, a resource. Chances are pretty good that they have friends, acquaintances, and connections to social groups focused on the same area of activism as your organization. After all, if they’re passionate about it, they’re probably doing more than just participating in your organization. They’re posting online, joining online groups, and socializing with others with shared interests. When you have an opening to fill, circulate it internally and ask anyone in your organization to refer anyone they know who might be interested in the role. You can then give any referred applicants a closer look; employees who have a built-in social connection when they are hired tend to last longer and work more productively, so it’s of net benefit to hire people with referred connections. #4: Look to Fill Higher-Level Roles Internally First The truth is, one of the strongest assets any non-profit has at its disposal is itself. Any time you have an opening to fill in the mid-level or higher range (from coordinators to directors to board to CEO ), consider looking internally. “‘All good organizations look to promote first before they look to hire; it’s smart business, it’s good for morale, and it’s cost-effective,’ said Friel. However, as organizations get bigger, promoting gets more difficult. ‘The bigger the organization gets, the more likely the talent will get hidden away,’ said Friel. Organizations can lose track of “young stars,” or department heads may not be willing to give up exceptional talent. ‘In a good organization, you look across the organization and move people around to their greatest need, and you give people opportunities to get promoted.’” – Tom Friel, via The Bridgespan Group . Promoting from within helps with retention and career satisfaction, maintains institutional knowledge and personal connections, and helps maintain continuity. It also shuffles a job opening downwards, and lower-level positions are often easier (and less expensive) to fill than upper-level positions. Plus, having worked with the individual for months or years before the promotion, you already have a solid grasp of their abilities, proclivities, and talents, so you can more accurately judge how well they will fit in a higher-level role. #5: Be Realistic and Up Front with Compensation Packages Appropriate compensation is one of the most significant challenges a non-profit organization faces. On the one hand, to maintain status as an effective organization, you want to put as high a percentage of your income as you can towards your activism to do the most good with the money you have available. All too often, charities, NGOs, and non-profits fall into the corporate trap of over-paying executives and under-paying ground-level workers who keep the organization running. It’s why sites like Charity Navigator exist to rank and grade organizations based on how much of their overall income and donations they spend on executive salaries. The truth is, a non-profit role will rarely be genuinely competitive in terms of salary. That’s why our #1 tip is to focus on the mission, values, and tangible benefit the organization brings to the world. To an extent, your employees will need to be invested due to their morals, ethics, and drive to better the world rather than their goal of making money. Set a firm upper limit on your salary and look for opportunities for benefits that can be compelling to potential hires. For example, remote work, sponsored childcare, education assistance, flexible hours, and even extra vacation time can all be notable benefits for your potential employees. #6: Keep in Touch with Candidates You Pass Over The people you don’t hire are nearly as important as those you do. “Say thank you to those who helped and to the candidates who weren’t chosen. “You may want to go back to both in the future,” said Friel. A well-conducted search should make the organization friends, not enemies.” – Tom Friel, the Bridgespan Group. When you hire for a position, you build a candidate pool of qualified individuals who are in the running for it. You can only hire one (or two, or however many open roles you have), but you have more people in the pipeline who could be perfectly qualified for the position as well. Keep this candidate pool warm. There’s always room for the situation to change. Maybe a higher-level role opens up, and you promote someone, opening up a position one of those candidates would be perfect to fill. Maybe the person you hire doesn’t work out or needs to leave for personal reasons unrelated to the role. Maybe someone else departs the organization, and you need to fill their shoes. Regardless of the reason, maintaining an active candidate pool allows you to fill those roles quickly. The two most important things to do are: Thank the candidates who don’t make the cut, inform them that the position is filled, but let them know that they’re first in line if another one opens up. Maintain contact with the candidates on an ongoing basis, even with something as simple as a monthly newsletter. This way, these people are primed and ready to go if you need a new employee and think they can fill the role. Of course, the longer it has been since they applied, the more likely they are to have found work elsewhere and may no longer be interested in your organization. Pool decay is a natural part of hiring, but it’s still better than abandoning the pool and starting over each time. #7: Keep the Motor Running Hiring ebbs and flows. Sometimes, you’ll only have the opportunity to hire a few new people throughout the year. Other times, you may have dozens of positions to fill in a matter of weeks. If you only rev up your hiring process when you have an active need for a candidate, your time-to-fill will skyrocket. Instead, keep your hiring channels open and your ear to the ground, even when you’re not actively hiring, to keep that candidate pool fresh and warm. That way, when you need to fill open positions, you can do so quickly and easily. Conclusion  Hiring for a non-profit organization is a unique challenge, but one that can be met with strategic thinking and a deep understanding of what drives individuals to commit to such meaningful work. By emphasizing your organization’s values and mission, making smart use of specialized hiring websites, encouraging word-of-mouth referrals, considering internal candidates for higher roles, being upfront about compensation, keeping in touch with past candidates, and maintaining an active hiring process, you can attract and retain the passionate, dedicated individuals who are the lifeblood of any successful non-profit. Remember, the individuals you are looking to hire are those driven by a sense of purpose and a desire to make a real difference. By focusing on these aspects, you create a magnetic pull for the right kind of talent. It’s about creating an environment where their passion for change is recognized and nurtured. Furthermore, always approach the hiring process with empathy and understanding. The people you are looking to hire are often those who are putting their ideals and values above personal gain. They are the ones who will carry your organization’s mission forward, who will fight tirelessly for the cause, and who will inspire others to join in the effort. Do you need help with hiring non-profit organization employees? Contact our team today and we will gladly help you.

When hiring a new candidate for a role in your business, what is the most important thing you should look for? Is it their skills? Their experience? Their personality and ability to mesh with the existing company culture? For many HR managers, one thing stands out. The candidate’s ability to adapt to new situations and learn new skills. This concept separates people who languish in their roles from people who pursue greater opportunities, who learn and grow over time. It’s called Learning Agility. The trouble is, how do you define it, how can you measure it, and how can you use it as part of your hiring process? Defining Learning Agility Learning agility is the ability of an individual to learn, adapt, and change according to the pressures of a situation. “In a nutshell, learning agility is a set of complex skills that enable us to learn something new in one place and then apply what we learned elsewhere, in a wholly different situation. Learning agility is our ability to learn, adapt, unlearn, and relearn to keep up with constantly changing conditions.” – Harver . As we all know, businesses don’t remain static. The requirements of a job, the tools used to perform it, the people you interact with; these all change from week to week, month to month, or year to year. People who get stuck in “the way we’ve always done it” tend to develop from a core of institutional knowledge into a roadblock to progress, all because of their inability to change. The best companies out there are the ones that can adapt to change. The company itself, and its leadership, are capable of changing according to outside pressures. They can only do this when the people they hire are, themselves, capable of adapting to change. Thus, one of the best long-term investments you can make in your workforce is emphasizing learning agility. “Columbia University and the Center for Creative Leadership defined learning agility as ‘A mindset and corresponding collection of practices that allow leaders to continually develop, grow and utilize new strategies that will equip them for the increasingly complex problems they face in their organizations.'” – AIHR . You’ve heard the metaphor before: “When all you have is a hammer, every problem looks like a nail.” Learning agility is how you surpass this problem. Moreover, learning agility is not just about finding a screwdriver to deal with a screw instead of a hammer; it’s about learning about new developments in screw design , different types of screws to use for different purposes, and different kinds of drivers with different features for different situations. Learning agility isn’t just about recognizing when you don’t know something and learning it; it’s about unlearning what you think is best and learning a new best practice, or about self-examining what you think you do know to verify whether or not it’s something you should know better. Why Learning Agility Matters for Business We’ve all experienced cases where a business refuses to adapt to the times. Despite the clear benefits of a newer method, they might stick with an old-fashioned and out-of-date way of performing a task. Consider businesses that, today, still refuse to get a website, refuse to use an Applicant Tracking System , or refuse to adapt to skills being taught in schools for new hires. “According to Korn Ferry , learning agility is a top predictor of high potential and long-term success, and companies with the greatest rates of high learning agile executives produce 25% higher profit margins than their peers.” – AIHR. Consider the case of COVID-19 and how businesses have needed to adapt to the pressures of a global pandemic. Consider how some companies were able to seamlessly transition to primarily or entirely remote staffing in a matter of days, while others took months of dragging their feet before the barest minimum implementation, and others resisted every step of the way and never made the change. Consider, too, how there are many tangible, measurable benefits to working remotely. Yet, despite experiencing those benefits first-hand, many companies are keen to push for a return to office work. What pressures lead to this? Often, it’s the inability of leadership or management to adapt; a lack of learning agility in the decision-makers responsible. It’s no coincidence that turnover is skyrocketed amongst the agile learners in the workforce when their employers refuse to adapt. Make no mistake: any change requires learning. New skills, new tools, new means of communication; it’s all essential to a significant shift like a change to remote work. Some people take to it quickly. Others grew up using it. Some resist it every step of the way. Guess which ones are the ones most likely to fail in a new environment? The case of Kodak is an example of a lack of agility ruining a company. Kodak was the #1 player in film cameras, with over 145,000 employees at its peak. Today, it’s a much smaller company with a tiny fraction of its former market share and under 5,000 employees. Kodak invented the digital camera years before it caught on, but rather than invest in new and exciting technology, they shelved it out of fear that it would crush their core business model. Well, crush that model it did, but rather than being on the forefront of innovation, they resisted it every step of the way and brought about their downfall because of it. We live in a world where technological development has increased at an unheard-of pace. Consider that humanity spent hundreds of thousands of years with virtually no technological development. Then, we went from harnessing electricity to landing on the moon to developing machine learning algorithms in under 200 years. The world of business, technology, and commerce is absolutely unlike anything it has been even a decade ago and will continue to change at an accelerating pace until the laws of physics get in the way. Looking for Agile Learners As part of your hiring process, you want to hire agile learners,  but how can you identify them? First, it helps to know what characteristics to look for. Agile learners often share characteristics such as: The ability to connect dots, draw conclusions, and make decisions with confidence, on the spot, without needing to dial back for extensive research or data harvesting. The ability to un-learn old ways of doing things and learn new ones, adjusting to the rapid pace of development in business. The vision to see the big picture and how a decision can have repercussions beyond the immediate fallout. The ability to adapt to changing pressures or new information, particularly when that information recontextualizes a decision or shows how a choice is incorrect. The confidence to deal with new situations head-on, rather than shy away from the unexpected. The drive not just to adapt to innovations developed by others, but to spearhead innovation themselves. These characteristics are formalized in the Burke Learning Agility Inventory, a set of nine dimensions used to measure and assess learning agility. Burke is one of several options for evaluating learning agility, but it is one of the most popular and well-recognized. The dimensions defined in it are: Speed . Speed is the ability to act quickly, discard ideas that aren’t working, and adopt new possibilities, accelerating your ability to pivot and adjust to newly-obtained information. Flexibility . Flexibility is a measurement of the ability to be open to new ideas and synthesize information into new proposals. Experimentation . Experimentation is the inherent or learned desire to try new things and see how they work, rather than a hesitation to try something new for fear of failure. Activity Risk . Activity risk is the drive to seek new ideas and try new things, taking calculated risks. Agile learners don’t shy away from risk, but neither do they take uninformed risks for no reason. Interpersonal Risk . Interpersonal risk is the personal ability to admit to being wrong, to learn, adjust, and change, and to know when to seek assistance from experts. In an individual, this is critical, but in a leader, it’s essential to guiding a team of agile learners. Collaboration . Collaboration is the ability of an individual to work with others, particularly others who have disparate opinions, lived experiences, and diversity of thought . Research . Research is the ability to gather information to inform new decisions. “Knowing what you don’t know” is a crucial component of this quality, but so too is the innate drive to question everything and verify whether what you think you know is accurate. Feedback . Agile learners are part of teams, seeking input from those around them to verify ideas, enhance performance, and adapt to external pressures they may not see from their perspective. Self-Reflection . Self-reflection is the ability to slow down and re-assess, to verify whether or not you’re on the right track. Sometimes, you may be in a position where the feedback you need can’t come from an external source but must originate within. All of this is critical, in various ways, to being an agile learner. Each quality is related to each other quality, of course, and the overall concept of agile learning is just one facet of what makes an employee great. How to Assess Learning Agility in Hiring If you want to use learning agility as a metric in your hiring, you need to know how to assess it in a candidate. One option is to use a pre-developed learning agility assessment. You are not breaking new ground by discovering learning agility; indeed, companies like IBM have developed assessments based on psychometric frameworks specifically designed to test learning agility. For example: IBM Learning Agility Assessment Mettl Learning Agility Test Burke Learning Agility Inventory Adding one of these assessments to your hiring process can be a good avenue to assess the learning agility capabilities of your candidates. Be aware, however, that for your company to retain the employment of agile learners, the company itself must be agile. A disconnect between agile learners and stagnating managers will lead to high levels of turnover, as those agile learners chafe at restrictions and identify problems they cannot solve due to resistance from management. Another option is to ask targeted interview questions designed to assess learning agility. Questions such as: How the candidate typically gives or receives feedback about their performance . You’re looking for people who are receptive to both giving and receiving feedback and who adapt their processes to the feedback they receive. How the candidate has learned from the people they interact with, especially those who report to them as a leader . Agile leaders need to be able to learn from those below them. Present them with a hypothetical problem and ask them how they might go about solving it . You’re not necessarily looking for a “right” solution, but rather, the process the candidate may go through to find that solution. Finally, it’s possible to hire individuals with the skills and experience you need and train learning agility later. Learning agility is a learnable skill, though some people will find it more challenging to pick up than others. The key to training agile learning is acknowledging that mistakes will happen and avoiding punishing mistakes with undue harshness. Treat mistakes as learning opportunities that can be recovered, teach the individual how to learn from them, and make sure they don’t repeat mistakes. Institute processes like cross-training, continued education, and sponsored training to help develop new skills and gain new experiences. The more you punish thinking outside the box or trying new things (especially when they may not work), the worse you suppress learning agility within your organization. However, that’s not to say that you should allow individuals to make obvious mistakes. If an action they promote is quite clearly a mistake, they are missing the context that would enable them to identify it as such; thus, your job becomes to provide them with that context, not to blindly deny them their opportunity to innovate. Learning agility is critical to the modern business; how you encourage it within your organization is for you to determine.

We’ve written quite a bit recently about bias in hiring . To sum up: Bias can take many forms, many of which are unconscious. Bias can be inherent to systems used; an ATS is not guaranteed to be without bias. Working to eliminate bias from the hiring process helps increase workforce diversity. It’s a complicated topic, with many strategies and considerations that are relevant to the hiring process. You want to minimize bias, though it’s impossible to remove entirely. Indeed, sometimes, removing one form of it introduces another. Luckily, some forms of bias are much easier to remove or counteract than others. One way to remove these “low-hanging fruit” biases is to implement a blind hiring process. What is it, and how can you do it? Read on to learn more. What is Blind Hiring? When hiring for an open role, you have to process your list of candidates and filter it down to the best possible people for the job. How do you do that? Often, you will start with broad filters. Anyone who doesn’t list the skills required for the role, doesn’t meet the experience minimums, or lacks required qualifications (such as a security clearance) can easily be eliminated from the running. However, that still leaves you with a large candidate pool. You need to prune it down somehow. So, perhaps you start eliminating candidates based on less relevant factors. Unconscious bias can manifest in choosing who you remove from the candidate pool. For example, you might remove someone you get a bad “gut feeling” about, despite having no data to back it up. This gut feeling could be based on something in their resume, but it could also be as simple as not liking their name. A common form of bias is associative bias. Imagine for a moment that you had a childhood bully named Tom. When it comes time to make your hiring choices, you find a candidate named Tom and remove them from the running because you have a bad feeling about them. Nothing about their resume indicated they were a bad fit; you simply have negative emotions tied to their name. This applies to more than just associative biases. Another common form of bias is eliminating candidates with “foreign” names, which is typically a form of racial bias. Many hiring managers will unconsciously pick Tom when choosing between Tom and Muhammad, even if both resumes are identical. So, what if you remove the names from resumes? In doing so, you can remove name-based biases. This is a basic form of blind hiring. Identify pieces of information that are not relevant to the hiring decision but are present on a resume. Remove those pieces of information from the candidate’s file, and make your determinations based on what remains. Once a candidate has passed the initial screenings and filters, you can return access to that information as necessary (such as needing their address to send paperwork or their name to address them in a phone interview.) Typically, blind hiring is implemented early in the screening process when more personal information isn’t necessary. For example, if you ask an applicant to take a skills assessment, you can judge them based on their performance in that assessment. Anyone who doesn’t pass it can be removed, regardless of their personal information. Anyone who does can move on to more personal interviews or other screening. What Information is Removed in Blind Hiring? Generally, the information removed in blind hiring has to meet two criteria. First, it is related to personal, protected information, usually the kind of information that is protected by labor laws. Second, it must be information not relevant to the hiring decision. What kind of information might this be?  Name. One of the most common forms of unconscious bias is bias against names outside the hiring manager’s typical societal experiences. This is often tied to racial bias as well. “Ethnic” names, or names from cultures outside of the regional culture, are often suppressed.  Ethnicity/Race/Nationality. While most job application processes don’t ask for ethnicity, if a candidate has a photo attached to their resume, or if you look them up on social media, it can come up. While national citizenship can be relevant for hiring later in the process (such as if a work visa is needed), it is irrelevant to the early screening phases.  Gender. Despite widespread equal rights movements and social pressure towards equality – and companies claiming to make commitments to that effect – gender is still a basis for hiring discrimination. Gender segregation is still widespread throughout hiring and work . This doesn’t even begin to get into non-traditional gender identities, including trans candidates, non-binary candidates, or agender candidates. Gender should not be considered in hiring and should thus be removed from the early screening process as part of blind hiring. Education. While a minimum amount of higher education may be significant to the hiring decision, the candidate’s school choice is not. Studies have shown that attending a prestigious university is not necessarily a predictor of job performance or success. It’s often more of a sign of nepotism and family connections than anything. Additionally, using educational institution can be a form of racial bias when you consider that there are many educational institutions that are predominantly black, for example. So, while you can judge an individual based on whether or not they achieved a degree of higher education, you should not judge them based on what school issued it. Even companies like Google are removing this information from their hiring process.  Age. One of the more overlooked categories in the protected attributes list is age. While age can potentially tie into experience levels, it is not a primary determining factor and should not be considered. Age discrimination against the young and the old is highly detrimental to a diverse workforce. Personal Interests. Some candidates may list their hobbies or personal interests on their resumes or as part of their applications. This information is largely irrelevant to the hiring process and a way to potentially discriminate in hiring. A simple bias might be “this person likes reading, so they must be smart” or assigning more or less value to certain hobbies that are traditionally relevant to women or minorities. Does someone preferring woodworking or knitting impact your choice to hire them? It shouldn’t.  Location. Location can be tied to discrimination based on, among other things, socio-economic status. Judging a candidate based on their location – even as broadly as zip code – can become a form of discrimination. Redlining and other geographic segregation of minorities (and income levels) is a real problem in many cities. We also live in a globalized society, where the nature of work can mostly be done remotely. Location may only come into play when you consider in-country versus out-of-country. Even then, it’s more relevant to the paperwork involved in finalizing a hire than it is in their initial consideration. How to Implement Blind Hiring The actual process for implementing blind hiring will vary from organization to organization. You need to determine what information is relevant and what isn’t and how to filter it. The easiest way to implement blind hiring is to use a hiring platform that includes it built-in. Such platforms include: Toggl Hire GapJumpers Blendoor Entelo Diversity Pymetrics Textio FairHire Today, many – if not most – applicant tracking systems have blind hiring methodology built into them. Smaller businesses that don’t want to invest in an ATS might instead use spreadsheets to aggregate information about candidates and hide or remove data fields that include irrelevant information. It’s more manual work but can be just as effective. Remember, blind hiring is generally best as part of the initial screening, not a later phase of the hiring process. You should also determine which pieces of information should be removed. Some platforms remove more than others, and some allow you to customize what you remove. Consider the list above. Another key to a successful blind hiring process is removing sources of bias before the candidate even enters your orbit. Specifically, you want to write a neutral and bias-free job posting. This can involve replacing traditionally masculine language with gender-neutral language and removing “requirements” that are not genuinely required for success in the role. You might be thinking, “this doesn’t leave much information to judge a candidate,” and you may be right. Thus, you will want to implement an additional, unbiased way to screen candidates. One standard option is to implement a skills assessment. The ability to judge a candidate based on their performance in tasks they would be doing in the actual job is invaluable to any hiring process. Some organizations also progress to anonymized initial interviews. These interviews may be conducted via a live chat or using one-way non-video interview questionnaires, though this is both more difficult and less valuable as an initial screening filter. Finally, you will want to track employee performance using this hiring process. For obvious reasons, you want to improve outcomes in terms of employee loyalty, performance, and success in their role; if your blind hiring process suppresses positive results, you need to analyze the situation and find out why, so you can solve the problem. Are There Drawbacks to Blind Hiring? In truth, blind hiring is not a perfect system. For one thing, it can only genuinely apply to the early phases of candidate screening. After that point, it becomes unavoidable to learn things like your candidate’s name, ethnicity, or gender presentation. To ensure that these qualities do not impact hiring, you need additional safeguards, such as: Bias training for your HR staff to build awareness and strategies to minimize bias. Interview scorecards  to provide a standardized and more objective rating for candidates. Multi-person interviews to reduce the impact of an individual’s unconscious bias. Additionally, blind hiring can get in the way of some diversity initiatives. For example, removing demographic information may lead to considerable difficulties if your company aims to hire more minority candidates. On top of that, if you don’t appropriately adjust your job postings, you may find your initial candidate pool – even subject to anonymization – can be skewed. “Some research has shown that making applications anonymous can have the reverse effect for minority groups, as this blocks the efforts made by affirmative actions. For example, one study found that anonymous hiring reduced the likelihood of women getting callbacks, as this anonymity “prevented the use of positive measures aimed at improving the representation of women.”” – Glassdoor Blind hiring is just one tool among many that helps build a less biased hiring process. Should Your Company Invest in Blind Hiring? Generally, yes. A blind hiring process helps to remove some easy forms of bias. However, it is not without context. Any system used for blind hiring is part of an overall hiring process and ecosystem. If your job posting, your company culture, or a machine learning algorithm are themselves biased, a blind hiring process will not be able to counteract that bias. Removing bias and creating a more diverse workforce has tangible benefits to most companies . Diverse teams consistently out-perform less diverse teams in every context and well-formed study looking into the subject. Companies emphasizing diversity also see higher profits, better outcomes, more engagement and loyalty, and better customer retention. There is no substitution for constant awareness, training, and review. Blind hiring can be one part of a more comprehensive solution, but it is not a complete solution itself. Implementing a blind hiring process can be highly beneficial, but only as part of a thorough dedication to diversity throughout the company. Do you or your company have any questions about blind hiring or how you can implement it into your hiring process? If so, please feel free to leave a comment down below, and we’ll get a conversation started. Changing up how your hiring process works might not be an easy task for every company, so we would be more than happy to assist you by answering any of your questions or clearing up any concerns that you may have.

There are many ways to go about hiring someone for an open position. One such option is the one-way video interview. It’s a technique that has risen in popularity over the years but may be on the decline. Is it worth using? What are the pros and cons? Read on to find out. What is a One-Way Video Interview? A one-way video interview is conducted via a pre-recorded video, done asynchronously. The general process looks like this: Your company posts a job posting on career portals and waits for applications. You filter through applications to select promising candidates, either manually or via an applicant tracking system with filters. You reach out to a pool of candidates and ask them to submit a video interview. Typically, this involves a link to a web portal that will aggregate these video interviews. The candidate logs into the portal, where they are given a series of screening questions relevant to the role. The candidate records a video (or a series of short videos, depending on the format) in response to the questions and uploads those videos to the web portal. Your HR representative and hiring manager review these videos and use them to select the smaller pool of candidates to proceed to more traditional interviews. Eventually, you pick someone and hire them to fill the open role. The key attributes here are: The candidate responds via pre-recorded video . There is no two-way communication, just a question, and an answer. They do not have the opportunity to discuss the question with you, and you do not have the chance to ask for clarification in their response, at least not immediately. The candidate is given only a short time to respond . Typically, a question appears, and the candidate is provided around a minute to read it and think of an answer before the platform begins recording. All video responses are aggregated in one central platform , in a consistent format recorded by the platform, so your HR managers can review them at any time, without needing to deal with scheduling to meet with the candidate for a traditional interview. One-way interviews are typically used as early screeners. Later discussions and second or third interviews tend to deal with more detailed, personalized, or nuanced conversations, which require an actual discussion. Most people recommend one-way video interviews as a replacement to a traditional phone screening, not the later face-to-face interview process. What Are the Benefits of One-Way Video Interviews? The one-way video interview process has several significant benefits for companies.  Pro: They reduce time issues relating to scheduling phone screenings. One of the most prominent issues with the hiring process is the time it takes to handle scheduling. Your hiring staff only have so much availability, and if they need to block out large portions of their day to handle phone screening calls, a lot of time ends up wasted. Moreover, you have to find times that work for both your hiring manager and your candidate, and if the candidate has to cancel or reschedule at the last minute, it can throw an entire schedule into disarray. With a one-way video interview, your candidates can record and submit their responses anytime they are available, including late at night, early in the morning, or on a weekend when your HR staff is out of the office. Likewise, your HR staff can review the submissions whenever they have the time to do so and are not beholden to a specific schedule. Pro: They allow a hiring manager to sit down and review numerous submissions at the same time. Another advantage of a one-way video interview is the time limitations on candidate answers, small talk, and assorted distractions. All of the responses will be around the same length, which, typically, will be shorter than asking and answering the same question in a synchronous screening process. Your HR team can spend a lot less time reviewing submissions and more directly compare answers from different candidates in the same time span. Pro: A computerized system helps remove some sources of bias from the screening process. There are many possible sources of bias in hiring. Some are very subtle. The way you ask a question – even a simple screening question – can influence the answer, the way the answer is conveyed, and even how you listen to it. A hiring manager progressing through multiple phone screens might be biased towards a candidate and be more dismissive of another on the phone, especially after a long day of screening. With a video interview, all of the questions are asked by a computer in the same way to every candidate. The time limits are the same, and the flexibility is the same; every candidate is given the same starting point to answer their questions. That removes one source of interviewer bias from the equation entirely. Above, we mentioned that a one-way interview lacks the opportunity to ask for clarification or greater detail. This lack of opportunity is both bad and good, as it can remove distractions and unnecessary information from the process. Pro: As a screening process, one-way video interviews can help narrow down your candidate pool before investing in more time-consuming ways to screen them. As a screening process, a one-way video interview can help reduce your candidate pool more quickly than the lengthier phone screens will. There’s an inherent desire to give anyone who makes it through an application process at least some chance, but, with a video interview, poor-quality candidates may reveal themselves in a way that gives them less option to refute issues and removes them from the running more quickly, saving everyone time. Pro: The videos are not deleted; people who can’t attend an interview can still watch the results. In many cases, you will want to get several sets of eyes on any given candidate. However, scheduling multiple people’s availability for an interview is significantly more challenging than a one-on-one meeting. With a video interview, everyone on your hiring panel can view it at their leisure and make their judgments or discuss it with one another later on. You don’t need everyone involved in the hiring decision to be available simultaneously to go over the results. What Are the Drawbacks of One-Way Video Interviews? While one-way video interviews can save a company time and money, they also have several cons. It’s up to you whether or not these outweigh the pros for your company.  Con: Many candidates don’t like the video interview format. While video interviews are not uncommon, they’re also not incredibly popular. Per FlexJobs : “When given the choice between live, two-way video interviews and one-way video interviews, 57% of respondents indicated they would rather participate in a two-way video interview, specifically stating that the live interviews allow them to see body language and other visual cues that help them “read the room” during an interview.” Some candidates find one-way interviews to be dehumanizing. Others find it to be a massive effort for such an early part of the interview process, which increases their burden when there’s little guarantee that they’ll be hired for the role. Some of the best candidates will refuse to perform in a one-way video screening. They might be an excellent choice for your role, but they would rather apply to a company that doesn’t ask them to do a video screening instead. Con: The format imposes a strict time pressure. Since the candidate only has a limited amount of time to read and respond to a question, they don’t have much opportunity to correct mistakes, and the time pressure adds stress to the situation. Some more camera-shy candidates might not be able to put their best foot forward when they would be more capable in a phone interview. Con: You aren’t able to ask for elaboration on details. Part of the reason why synchronous interview techniques are used is the ability to build a dialogue and rapport with a candidate. If they mention something you want to know more about, you can ask them. If they do so in a one-way interview, you have to wait until further interviews to ask, and if they don’t otherwise make it that far, you won’t find out. The reverse is also true. If a question is phrased awkwardly and a candidate doesn’t quite understand it, they can ask for clarification on a two-way interview, but they are left to flounder in a one-way interview. Screenings and early interviews are about the candidate interviewing you as much as they are about you interviewing the candidate. They want to know if you’re going to be a good fit for them. They don’t get to find out in a one-way interview; if you progress far enough into the hiring process to have the discussion, you will have invested significantly in a candidate who still hasn’t decided if they will continue the process with you.  Con: Other sources of bias are introduced. While some sources of bias are removed, as mentioned above, others are introduced. For example: does your candidate have easy access to an appropriate setting to record their video? Do they have an operative video camera? Sure, these are built into laptops, but not everyone has one. A phone might not be the appropriate device. Some individuals might be applying from a public library or another location not as suitable for such an interview. Others might not be tech-savvy. A video issue can occur that the candidate might not know how to fix. They could be an excellent candidate for certain non-tech roles, but you will never know. Video interviews are suppressive of entire groups of candidates, and that’s a kind of bias you cannot ignore. You also may be more influenced by the quality of the video than you should be. Two identical candidates could record similar answers, and you’d be more likely to focus on the one with a professional-grade camera, mic, and lighting setup over the one using their phone in a bedroom while a child makes noise in another room. Lilly Obina, a senior project leader, described a stressful and time-consuming process: “You have to find a quiet room, look for lights, especially for dark-skinned folks like me. You need a great device to tape, so it produces good quality video, which was very expensive for me considering every penny counts when you have no job. Answering the questions are very stressful because you have to think of your answer, think of the short time you have and when recording around other people who are helping out to hold camera and lighting, you end up somehow disorganized.”” – Toister Solutions . Some of these issues can also tie into racial biases. For example, darker-skinned candidates need to spend more time on lighting to make themselves visible on a camera, which can lead to racial bias in your screening, even if it’s inadvertent. Should You Use One-Way Video Interviews for Your Company? One-way video interviews are not likely to disappear entirely. However, they may be on their way out due to the increasing prevalence of video conferencing options and tools like Zoom. The question is, should your company invest in one-way interviews? The drawbacks can be significant. Suppressing top-tier candidates, especially those in minority groups or who aren’t tech-savvy enough, can be highly detrimental to your hiring. It can even, in extreme cases, lead to discrimination accusations. On the other hand, the benefits to time, scheduling, and volume can be extreme. As an early part of screening, a well-designed, well-used video interview process can save a company a nearly unbelievable amount of time and money. We can’t answer for you. It all comes down to your specific situation. Some companies will benefit from one-way interviews; others will find them too detrimental to their candidate pool. Just be aware of the pros and cons, and make an informed decision. Do you or your company have any questions or concerns about one-way video interviews? Is there anything you would like a little clarification on? If so, please feel free to leave a comment down below, and we’ll get a conversation started! We would be more than happy to answer any of your potential questions and clear up any causes for concern.

Your company has an open role you need to fill. Maybe you have a handful of them, or it’s an ongoing process to fill low-level positions with constant churn. Whatever the reason is, you’ve put up a job posting, and the applications are starting to come in. There’s just one problem. There are thousands of them. You have a massive flood of job applications, which means thousands of people to filter through to find the right person for the job. Even if you’re spending just five minutes per application, that’s only a dozen applications per hour. That’s two solid weeks of 8-hour days doing nothing but looking through these applications. That’s not sustainable. Note: Obviously, we’re exaggerating somewhat here. The average job posting receives around 250 applications. Executive positions and upper management will receive fewer, as will highly technical or skilled positions. Front-line and entry-level may receive more, potentially thousands. The point is that you’re always going to be spending a lot of time filtering resumes, so it pays off to find ways to do it more effectively and efficiently. How can you handle this more efficiently? How can you filter your candidate pool down to something more reasonable without cutting out good candidates? Here are a dozen tips you can use to streamline the process. 1: Invest in a Good ATS The first thing you should do is invest in a suitable Applicant Tracking System , or ATS. Note that this is different from using an AI/Machine Learning powered filtering system. We’ll cover that more later. An ATS is a platform that accumulates all of the information from a job application and presents it in a standardized format. It makes it a lot easier to estimate how well a candidate might fit in based on the information they provide, the results of any assessments you ask them to take, and other factors (like the other items on this list.) While these systems might not necessarily help you filter applications, using one will help you streamline the process, letting you go through them more quickly and make decisions based on more relevant information. If you’re combing through resumes and application data raw, you run the risk of making judgments based on irrelevant data, which loses you good candidates and can create adverse impact . What about the filtering itself? What can you do to filter your candidate pool and dig through excess resumes? 2: Set Fast-Track Keywords You can do two kinds of keyword-based filtering: positive and negative. We’ll discuss both, but let’s start with the positive. Positive filtering is when you set keywords that would make a given candidate highly desirable. For example, if you’re hiring for a cybersecurity role, you might identify keywords that would indicate a great fit. Things like: Mentioning graduating from a top infosec institution. Earning high-level certifications in cybersecurity. Previous work for highly reputable infosec companies. If a candidate turns up that checks all the right boxes, you can prioritize looking at their resume and quickly get them in for an interview. With the right set of keywords, you can have a pretty good chance of identifying highly skilled candidates right off the bat. The trouble with this is two-fold. First, people might lie on their resumes. In an attempt to get past AI filtering, keyword stuffing is unfortunately common. Second, you might miss high-quality candidates who don’t have those resources but would be just as good to hire. And, after all, you can always pay to get a candidate certified if they have the right skills. 3: Set a Red Flag Keyword The other kind of keyword-based filtering you can do is negative filtering. These are keywords that, if present in a resume, mean that the candidate is almost definitely not what you’re looking for. These keywords don’t necessarily have to be negative. For example, a candidate whose previous work history includes top-tier organizations might be a poor fit for yours simply due to expecting higher compensation than you can provide. Sure, personal circumstances might mean they’d be willing to accept the role, but they might not enjoy it and might not last. Or, they might make it through the interviews and set a number much higher than you can offer when it comes time to discuss salary. Many industries also have specific keywords that might indicate that the candidate isn’t appropriate for the role. Mis-using specific terms, graduating from a low-quality educational institution, and other such indications might show that a candidate is worth removing from the pool. Keyword filtering is always tricky because keywords alone can’t tell the whole story. You always risk eliminating good candidates or fast-tracking poor candidates if you’re using keyword filtering alone. However, other filtering methods can augment these checks and help verify your decision. 4: Look for Minimum Qualifications Most jobs have minimum qualifications. You might need at least a basic certification, a certain number of years of experience, or particular skills. For example, you don’t want to hire someone to work as a back-end developer if they’ve never looked at PHP or SQL before. Generally, the idea is to put your minimum qualifications in the job posting. Then, anyone who doesn’t meet them can be removed from the running, both for not meeting them and for not paying attention to the job posting itself. This is generally most applicable to skilled roles and mid-level roles. Entry-level roles often don’t have tangible minimums, and upper-level roles will have fewer applicants and a greater onus on individual review of each candidate. 5: Look for Spam Submissions Another check you can run on your candidate pool is if any of the applications are spam. Unfortunately, some organizations will spam fake applications to businesses they dislike as a form of activism. There are also malicious actors who will spam applications just to disrupt businesses. On a less unsavory level, some low-quality recruiters will “represent” their candidates by putting their applications in pretty much anywhere they can. These recruiters don’t care about skill match, culture match, salary matching, or anything else. They’re in it for the commission. Most of the time, even if you hire someone one of these recruiters represents, they won’t work out. Often, you can identify these by specific characteristics. Maybe you got a dozen resumes that all look virtually identical. Maybe they were all using the same information as a referrer in a “how did you hear about this job” question, or they have apparent fake data. Regardless of how you identify them, removing them can save you the time you would otherwise spend combing through them. 6: Post a Salary Range Publicly There’s quite a bit of debate over whether or not to publish salary range information in a job posting. If you’re getting too many job applications, posting a salary range can be a great way to cut down on it. As previously discussed , posting a salary range will weed out candidates who think it’s either too high or too low, cutting back on the number of people who apply. The caveat here is that your salary should be competitive in the industry and commensurate with the job duties and expectations. Paying well under the market rate generally only works if your target audience is people desperate for a job or when you can spring it on them only after they’ve come too far to back out. Even then, it often doesn’t work. 7: Filter Incomplete Applications Sometimes, a job application process will send you the application and resume for a candidate even if that candidate has not finished the entire application process. This is often most relevant in cases where an application requests that the candidate fill out forms and additional fields on top of sending in their resume; some will fail to do the rest and hope their resume alone is enough. A good ATS should filter out any applications that are incomplete or unfinished. There’s no reason to waste your time on a candidate who can’t even finish the application process. 8: Include a Skills Test as Part of the Application Process Skill assessments as part of the application process can give you a better idea of the talents and knowledge of your candidate. It will also cut back on the number of people who apply because many people won’t want to take the assessment. Luckily, many of those people won’t be qualified or are some of the “spam” submissions mentioned above. If you include a skills assessment as part of the application process, you can do two things. First, you can ignore the applications of anyone who doesn’t take the assessment. After all, if they can’t complete the application, they shouldn’t be hired. Second, you can then use the assessment results as part of your review of the candidate. Assessments are graded, after all, so the candidate’s performance on the evaluation can give you good information about their quality as a potential hire. 9: Use a “Follows Instructions” Trap You may have seen a technique in action over the years, where a job application may have a unique question or field. This question may be something like “Write the word Octopus below” or something equally meaningless. The entire purpose of the question is to be non-standard. It helps filter out bots and people who aren’t paying attention to what they fill out. It is, essentially, a trap. Anyone who doesn’t fill out that field correctly, no matter how good their application looks, is ignored for being unable to follow instructions. There are pros and cons to using this method, not the least of which is looking unprofessional and resorting to what is essentially a DIY Captcha to solve a bot problem. Still, it can be a way to filter out some non-candidate applicants to avoid wasting your time. 10: Narrowly Target Your Job Posting A common mistake that companies make is throwing out job postings everywhere they can to rake in as broad a candidate pool as possible and then filter it down. Unfortunately, this either makes you reliant on an AI ATS system or puts the burden of weeding out hundreds of non-candidates from the pool manually on your HR team. There are two ways to target a job posting. The first is to write a relatively narrow post. Deciding what to include as required skills, what culture fit to look for, what certifications or education to require; the less general you can make it, the better. The second is to consider where you post your job. Sites like Indeed, Monster, CareerBuilder, and Glassdoor are all quite large and can get you a broad candidate pool, but are they worth it over more niche, industry-focused job boards? Probably not. 11: Consider Automated Screening Software Above, we mentioned the risk of using AI or machine learning to filter resumes. There are two main potential problems. The first is if the software is unsophisticated and operates primarily on keywords. Keyword-based filters can be baffled by keyword stuffing in resumes, which is common for precisely that reason. The second is that more machine learning can lead to unexpected decisions. A common example is basing a decision on an otherwise irrelevant part of a resume that the machine identifies as a pattern, like the length of a person’s name or other data. The computer can recognize it even when a human wouldn’t. AI-based filters can work if they have human oversight. Just don’t become overly reliant on them to make decisions for you. 12: Track Submissions by Platform to Optimize Later While it won’t help you with your current problem, one good idea is to track where your applicants come from and their overall job performance. When you hire someone, record where they applied from and see if they perform well and how long they stick with your company. Then, you can identify channels that have never referred a good candidate and stop using them in the future. It’s a great way to cut back on the number of meaningless applications you receive. Do you or your company have any questions about the possible solutions you can implement if you’ve received too many job applications? Would you like a little more clarification on anything? If so, please feel free to leave a comment down below, and we’ll get a conversation started! We’ll gladly assist you however we possibly can!

Whether you’re trying to bring a product to launch faster, test out new potential markets, or increase production for a short period of time, staff augmentation can be a powerful tool to help your business stay flexible and grow. However, there’s a lot of confusion about what staff augmentation is, exactly. If you start to research the term, you’ll find that a lot of the information available is specific to the IT sector. While IT staff augmentation has become an increasingly common phenomenon, it isn’t the only industry where the outsourcing method is relevant. Are you wondering what you need to know about staff augmentation and whether or not it’s right for your organization? Let’s take a look at everything you need to know. What Is Staff Augmentation? Staff augmentation is the process of hiring niche staff and specialists based on the requirements and needs of your organization. Utilizing an outsourcing strategy to meet submission deadlines and staff projects successfully, these technique lets companies augment their capability through the temporary use of outside personnel. When you utilize a staff augmentation model in your workplace, you hire highly skilled resources on a contractual basis rather than hire them permanently. It is a specific type of outsourcing strategy that allows an organization to have the flexibility to staff a project and respond to individual business objectives. Rather than hiring new, full-time employees when you are working on a particular project or considering expanding your organization into a new market, staff augmentation can allow companies to meet their goals and deadlines without taking on new full-time staff. What Are the Different Types of Staff Augmentation? There are several different types of staff augmentation that you’ll want to understand. The three primary types are commodity, skill-based, and highly-skilled staff augmentation: Commodity : This type of staff augmentation allows you to have reliable workers that can perform a variety of tasks, such as manual labor, warehouse work, retail, or events. Skill-Based : Skill-based staff augmentation allows you to fill out your company’s needs for types of work such as clerical work, data processing, transcription, and basic copywriting. Highly-Skilled : In some instances, you might require that your organization is augmented with highly-skilled work. That might include brand design, software engineering, or contract law. Staff augmentation can also be divided into short-term and long-term solutions. Short-term staff augmentation services might be used when your in-house specialists aren’t available for a specific project or when your organization only has a short-term need for specialists or workers. On the other hand, long-term staff augmentation can be used to help cut operational gaps or fill a skill gap in longer projects. Some organizations also might use staff augmentation if they struggle to find the right in-house hire in a timely manner. How Does Staff Augmentation Work? In recent years, the term staff augmentation has transformed from a buzzword to a staple in various industries across the globe. While it’s been particularly revolutionary in the IT industry, it doesn’t have to refer to hiring technical specialists specifically. If your company has aggressive project requirements and deadlines, staff augmentation might be the solution you need to get the competitive edge you desire. So, how does staff augmentation work? Firstly, you’ll need to identify where your needs lie. What are the resources your organization or team could benefit from? What expertise or specialization would help you reach your project goals or deadlines? The next step is to search for temporary staff to fulfill your organization’s needs. Of course, you can augment your staff on your own, but many larger organizations utilize staff augmentation services as they can provide the most time and cost-effective method of augmenting their staff. Once you have found the ideal candidates to help fulfill your organization’s needs, you will want to go through a previously designed onboarding process. By having a successful onboarding process , you can ensure that your temporary employees will be successfully integrated into the project at hand. When Should You Leverage Staff Augmentation? There are countless scenarios when your organization might feel it’s appropriate to use staff augmentation. Some of these include: Strategic: You can strategically use flexible labor as a way to gain a competitive advantage, such as by increasing your team’s agility or increasing the speed of a project to the market) Specialized skills: Staff augmentation can be used when you only need specialized skills for a period of time, such as tech setup, brand and logo design, or facilities setup Bridge to hire: You can also use staff augmentation to provide capacity while you work towards building a permanent team, such as when you are going into a new line of business or opening a new location Increased capacity: Staff augmentation can be used to fulfill a temporary need for increased everyday work, for example, for seasonal businesses, when there are spikes in demand, when you’re increasing production, or when you’re working on a specific project In recent years, there has been a dramatic increase in staff augmentation among companies and organizations across the globe. If you’re weighing out your options for building a team, you’ve likely been researching the different virtual recruitment tools you can use to attract online talent. In a world where the job market is increasingly online, finding the best talent requires that your organization has a substantial online presence. Check out our list of thirty ways you can make the transition to virtual recruitment seamlessly. What Are the Benefits of Staff Augmentation? Only your organization can determine whether staff augmentation is the proper strategy to fit your needs. However, there are certainly many benefits that this practice provides for businesses both on a temporary and ongoing basis. 1. High Productivity When you hire specialized staff specifically for a particular project, they can put the entirety of their focus toward reaching the goals and deadlines you set for them. Rather than being pulled in several different directions, as regular staff typically are, staff augmentation can help increase your company’s productivity when it matters most. 2. Adaptability and Growth One of the most apparent benefits of staff augmentation is that it allows organizations flexibility that hiring a full-time workforce doesn’t. If your company is considering expanding its operations, for example, hiring a temporary team can allow them to trial the idea while mitigating risk at the same time. For growing businesses, staff augmentation allows hiring individuals or teams on a project-by-project basis. That gives them the freedom to evaluate and analyze new projects in terms of their market viability without investing too much. 3. Affordability We all know that hiring full-time staff is costly. At the same time, organizations require specific types of labor and knowledge to function optimally. Your organization doesn’t need to be short on resources to understand the benefit of hiring a cost-effective workforce. However, staff augmentation can undoubtedly be an excellent option for projects with strict budgets. How much it costs to use a staff augmentation service will depend on several different factors, including the cost of training, hourly rates, and more. It usually costs less to utilize a staff augmentation service than to hire a full-time staff. 4. Resource Saving Hiring staff can be a time-consuming and costly endeavor. When you use a staff augmentation service, you can save time and money so that those resources can be redirected elsewhere. 5. Flexibility One of the most significant benefits of staff augmentation is that it allows you to increase and decrease your workforce practically on-demand. In a way similar to retail stores hiring seasonal employees during the holidays or busy periods of the year, you can turn up or turn down the size of your workforce at the drop of a hat. If you’re considering replacing an employee in your workplace, the process should occur discretely. Whether you’re changing your staffing by switching from full-time staff to an augmented staffing solution during a transition period or if you’ve decided an employee’s performance and behavior warrants termination, it can feel difficult to know how to go about the process without creating a scene. Take a look at this article about how to replace an employee with discretion . What Are the Challenges of Staff Augmentation? There are also some challenges that staff augmentation presents to any organization. For example, some projects might require that a specialist have a high level of institutional or contextual knowledge. Regardless of how experienced the temporary team member is, this type of scenario can mean that it takes a long period of time for the project to ramp up to full speed. As you might imagine, this can make staff augmentation less cost-effective. Some organizations also worry about the sustainability of using staff augmentation services. For example, they might be concerned about having an increased dependency on third-party services from which they draw their talent. Lastly, staff augmentation probably isn’t the best solution for skills needed on an ongoing basis or for long-term projects. For instance, if you are considering augmenting your staff for a project that you expect will take three years, you are running the risk that the temporary staff will turn over before the project is finished. What Are Staff Augmentation Services? When you are engaging staff augmentation talent, there are many different options for you to choose from. Depending on the needs of your company or organization, you’ll likely find that one of the various types of staff augmentation services will be more appropriate. 1. Traditional Staffing Providers If you’re looking for extra workers on projects where a high level of skill isn’t required, this might be an option that works for your organization. You can typically find skill-based and commodity augmented staff through these methods. 2. Gig Platforms You can gain access to independent workers through online gig platforms . This can be a good choice when you prioritize speed and flexibility, and you can generally find skill-based and commodity workers this way. 3. Master Vendor Staffing Providers If you’re searching for a lot of commodity workers at a low cost, these large-scale staffing programs might suit your needs. However, it’s worth noting that talent quality can be very inconsistent. 4. On-Demand Talent Platforms Another type of online platform that you can use to augment your staff, you can find highly-skilled augmented staff through this method. 5. Direct Independent Relationships Of course, you can also hire independent contractors directly as an organization. Doing so offers low overhead and lets you control the quality, but this route has its challenges. 6. Consulting Firms and Boutique/Specialized Staffing Firms Finally, you can also use smaller agencies or firms to hire highly-skilled and skill-based talent. While you can find quality workers this way, there is usually a high overhead. What’s the Difference Between Outsourcing and Staff Augmentation? Technically, staff augmentation is a type of outsourcing. However, you might hear the two terms used interchangeably when they aren’t synonymous. Outsourcing is when you hire another individual or company to be responsible for a task or project that could be done internally. For example, your organization might outsource its web design, customer service, or digital marketing needs. Even though you could choose to have in-house teams for these purposes, it can make sense to outsource particular tasks to save both time and money. On the other hand, staff augmentation is when you temporarily fill out your staff with additional team members, often in pursuit of a specific project or goal. While outsourcing is often considered more affordable, it can mean that you lose out on valuable insights from in-house employees or short-term augmented staff. When you hire temporary in-house employees, you can maintain greater control over the workflow. Even though outsourcing can save you money, depending on the task at hand, the final product might not align with your expectations or fit your organization’s needs. With staff augmentation, you aren’t simply handing over a vital project to another individual or organization. Instead, you are temporarily incorporating an individual or team into your organization, allowing you to have a lot more control over the process and implementation of the project. Do you or your company have any questions about staff augmentation? If so, please feel free to leave a comment down below. I always reply to every comment and love engaging in conversations about recruiting and staffing solutions.