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In an effort to streamline our communications and make it easier for our audience to find us, the ADP RPO blog has moved to our corporate website!

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March 11, 2015 at 4:06 pm Leave a comment

Setting and resetting: New Year’s Resolutions





Raising a large family, we had one focus when it came to stuff: out with the old – and in with the new. We just didn’t have room for all the stuff to keep piling up. Making a New Year’s resolution is similar, in that we try to remove the clutter, change our ways, look at things differently, have a new passion for excellence, and set goals to help us accomplish something or to be a better person.

Have you selected and committed to a New Year’s resolution? Eat right and exercise? Work smarter not harder? Be more creative? Worry less, laugh more?

All of these things are great ideas to starting off with a fresh new outlook. But have you ever wondered why January 1 has to be the day we all make these commitments? We start out strong, with the intention of sticking to our commitment, knowing we’ll slip now and again but planning to keep going. Then, as day two arrives, and day three and four and beyond, we start to lose focus. We bring in more stuff (like good habits), but don’t necessarily get rid of the old (like bad habits).

Do we just get tired of making the same commitment 365 days out of the year? And when the new year comes around, are we just so happy to focus on something new that we decide not to worry about the old commitment we made last January 1? “Whew – with these new resolutions, I don’t have to worry about that one anymore.”

For me, this New Year’s resolution came with a new dimension, to make the resolution a SMART one. At ADP, we are challenged to set our annual employee performance goals using SMART guidelines: Specific, Measurable, Actionable, Relevant, and Timely. Converting my New Year’s resolution to a SMART goal may actually allow me to accomplish it and not get tired of it.

Why? Well, if it’s a SMART resolution, then I believe it will mean something and make a difference in my life and in the lives of those around me:

  • Specific
    • A SPECIFIC goal provides a clear description of what must be done (who, what, where, when, and why), allowing me to maintain focus for 365 days. It can be a professional goal, personal goal, or even one to help improve the outlook when things get tough – but would clearly be focused on making a difference. Road blocks will occur, but with a SPECIFIC New Year resolution, it will be meaningful.
  • Measurable
    • A MEASURABLE resolution will surely help visualize and identify progress and completion as I continue to focus on it throughout the year, not just for the first day or two. I’ll actually see the difference it is making and be more apt to adjusting my strategy if I see a decline in the success rate.
  • Actionable
    • By making the goal ACTIONABLE, I can make sure the right steps are taken to complete the goal. I can try different things and track the impact of various strategies.
  • Relevant
    • Setting a New Year’s resolution that is not RELEVANT makes one wonder: why set one at all? It should directly relate to your needs, the needs of your family or the needs of the company, depending on what it is – or why have it?
  • Timely
    • Being TIMELY responds to the here and now as well as the future. After all, it’s about long term change management, not just setting a goal that will go away in a few days or weeks.

“Out with the old, in with the new” will continue as a tradition for us, so we don’t end up with too much stuff. But having a SMART outlook on our 2015 New Year’s resolutions will certainly bring a new level of focus and commitment to continuously cleaning out the clutter – in more ways than one.

January 15, 2015 at 10:20 am Leave a comment

2014 Recruiting Trends & 2015 Predictions

As we come to the end of 2014, let’s examine key trends impacting the hiring landscape for large employers as well as what’s on the horizon to inform their 2015 recruitment strategies.  As we focus on advising our largest clients about evolving best practices in talent acquisition, here’s what I see shaping this key area of workforce management.


  1. Economic rebound spurs double-digit hiring growth, recruitment of more college grads. Many large employers renewed their focus on hiring over the past year, leading to a 16 percent increase in hiring compared to 2013 based on our data.  A recovering U.S. economy also drove increased attrition and the need to expand headcount at many large companies.  In addition, workers now have more confidence to test the market and look for new employment opportunities.

    Across all industries, we also see our large clients stepping up efforts to recruit new graduates.  Even employers that haven’t been in the hiring market for five years are reviving their college recruitment strategies, which means top candidates graduating college today often receive multiple job offers.  During the recession, large employers focused on hiring to fill critical positions.  Today, they’re hiring for specialized roles as well as to deepen their overall bench strength.

  2. Recruiters face intense pressure to find top talent in a shrinking candidate pool. Competition for highly skilled workers increased dramatically in the past 12 months, making it even more difficult for recruiters to match the right person to the right position.  Recent research shows that 52 percent of recruiters say finding quality candidates is challenging.  The same research found that matching appropriate employee skill sets to available job openings is cited as a top frustration by both recruiters and job-seekers. [1]

    As a result, employers are increasingly hiring passive candidates vs. active job-seekers.  Why?  Passive candidates tend to have more specialized skill sets, and large employers are willing to invest more time, creativity and resources in talent acquisition strategies to find and engage them.


  1. C-suite deepening technology investments to win the “war for talent.” Despite an influx of new talent acquisition services and technology entering the market, many large enterprises weren’t willing to try them as little as three years ago. However, the executives I’ve spoken with during the past year made it clear that investing in newer technologies to streamline recruiting is now a top priority.  One key technology to watch: a tool that can examine an individual’s social media profile to see who in their network may have the right skill set for a job opening, and then request an introduction and referral.

2015 Predictions
Based on considerable growth in the labor market, expect to see a growing number of large employers re-examine their recruiting strategies and adopt global talent acquisition systems.  HR leaders at large companies also will place a greater emphasis on analytics that link talent acquisition directly to business results.  Most importantly, competition for top talent will continue to intensify next year while large companies simultaneously seek to fill job openings more quickly.  Success will require CHROs to enlist a broad mix of mobile and social technologies alongside traditional methods of candidate communication to find, engage and hire the right candidates as recruitment demand accelerates.


Has your company increased its headcount in the past year?  How are you planning to leverage newer talent acquisition technologies in 2015?  Share your insights below.




[1] “The Recruitment Quotient: Raising Your Talent IQ,” ADP Research Institute®, 2014.



December 10, 2014 at 8:32 am Leave a comment

AIRS Alumni Recruitment Research – Social Media and Mobile Recruiting Survey





AIRS®, An ADP® Company is a market leader in recruitment training services, and as part of that leadership, AIRS creates, distributes, and shares the results of Alumni Recruitment Research Surveys. The 2014 AIRS Recruitment Research Social Media and Mobile Recruitment Survey was conducted in August, and the results are now available.

The survey provides a sample of the social media and mobile recruitment practices in the industry as well as current trends represented by AIRS Alumni who are working in the recruitment industry. The goal of the research is to provide survey results as an optional resource for those seeking benchmarks for social and mobile recruitment strategies across multiple industries.

AIRS Alumni Respondents

The survey was completed by a variety of recruiters and survey-takers identifying themselves by industry type. Healthcare recruiters made up 9.8% of respondents; 9.8% reported as Other, Information Technologies reported 7.6%, Staffing Agency and Manufacturing each represented 6.1% of respondents.  The Aviation, Aerospace and Defense industry represented 5.3% of respondents. The reported number of employees includes:






Survey-takers reported as being part of organization ranging in size between less than 50 employees to more than 25,000 employees.











AIRS Social Media and Mobile Recruitment Survey Results

Survey-takers reported that 90.9% of their organizations utilize Social Media in their recruiting efforts and 52.3% reported having a formal Social Media Policy.









Survey-takers also reported that 36.4% of their organizations utilize Mobile Recruiting, 8.4% of their organizations have a mobile app for recruiting/staffing, and 43.2% of their organizations have a mobile-friendly website.












To understand where surveyed recruiters were experiencing success in their efforts, we asked what social media sites they were using for recruiting. AIRS Alumni reported using many social media sites for recruiting with the results of the survey shown below:











To understand where surveyed recruiters were experiencing success in their efforts, we asked what the most effective Social Media site they were using and they responded the most success as follows:


  • 7% LinkedIn
  • 4% Twitter
  • 7% Other
  • .8% Google+
  • .8% Facebook
  • .8% YouTube

When asked if their organization had a Facebook Career page:

  • 5% reported yes
  • 7% reported no
  • 8% reported not knowing


When asked if their organization had a Twitter Career page:

  • 8% reported yes
  • 1% reported no
  • 1% reported not knowing


The results of the AIRS Alumni Diversity Recruitment survey reveal a great deal of information about the current trends social media and mobile recruiting. To learn more, Click Here for a complimentary download of the survey’s complete results.

November 20, 2014 at 10:28 am Leave a comment

Accountability – So Much More than Consequences

We hear a lot about accountability, but I have been puzzled by what the concept means, and even more so by what to do about it. Let’s use starting a blog as an example:

  • Perhaps you are accountable for starting a blog in a manner that’s compelling to readers – then,
  • Your readers hold you accountable for knowing what you are talking about, and
  • You are accountable for using proper grammar, such as not ending sentences with prepositions

You may feel puzzled at this point, thinking:

  • We need to increase accountability around here
  • Who is truly accountable for allowing the publishing of this blog?
  • Is reading/commenting on this a good use of my time?

It’s so much easier to talk about others’ accountability – to start with “you are” versus “I am.” I am reminded of a college professor discussing motivation and arguing that motivation is internal – that the most leaders can hope for is to create an environment that activates people’s internal sense of motivation. I wonder if accountability works the same way:  Is accountability internal and only influenced by the environment created by leadership and life?

To help get some further information, I read the Wikipedia definition of accountability: “answer-ability, blameworthiness, liability, and the expectation of account-giving.” So who is accountable for something like a blog? The contributors? Those who read it, disagreed, and chose not to make edits? Me? Maybe, if I chose to be, or to allow someone else to make me feel that I am.

It seems to me that we are looking for people to care. We are looking for I-care-ability. Recently, a new coworker shared a definition of accountability, and she labeled it as a noun. I’d call it a verb and I accept accountability for doing so. She wrote simply, “. . . to see it, own it, solve it, and do it.” Coincidentally, a few days later a performance consultant shared her model:





These both speak to me in my leadership accountability to exude vision, rationale, commitment, value, and maybe a little tension while working with others to encourage the same of them. Encouraging others in a way that speaks to their internal sense of accountability is part of my I-care-ability. That said, it’s critical to align myself with people whose internal sense of accountability is strong and whose values and passions align to my own. That’s a messy, imperfect process and although it may seem to start out with positive alignment, it requires continued effort and communication to remain in alignment.

How Does This Relate to Recruiting?

Your RPO provider can help with initial alignment, providing team members and ensuring accountability.  However, accountability also needs to be a two-way street. If you are placing accountability on your RPO provider for the value and passion alignment of your hires and team, you may also want to look at the strength of your own sense of accountability.

True accountability within an RPO partnership must be I-care-ability. Your internal team must be accountable to their stakeholders as well as the RPO team, and the RPO team must be accountable to your organization. For those relationships to succeed, members of both teams have to care about the results they produce and focus on taking ownership of the process to improve it across time.

When you think about holding people accountable, there are several things to consider, including:

  • Your responsibility in creating the environment
  • Your commitment and how it’s perceived
  • The individual and external forces at play
  • Is your corporate vision clear? Is the vision compelling? Is the vision of interest to them personally?
  • Are those involved committed of their own volition?
  • Is the level of accountability reasonable? Can they own it with the time and resources they have? Do you allow them to own it?
  • Are they set up for success? Are you supporting them by knocking down obstacles to success?

Talk to your team – both your internal team and your RPO provider team – about expectations and accountability, as well as how and for what they feel accountable. Be involved – oversee or directly project manage the initiative, provide feedback, and let the team know where they stand with respect to expectations.

Beyond the managerial aspects, encourage others’ I-care-ability with your active engagement. Share the vision in a way that demonstrates your seriousness about caring and being accountable, and let them know what’s in it for them as well as why it’s an organizational imperative. Spend time in individual and team meetings as well as updating and influencing managers and senior leaders. Make sure the team feels supported – having the resources and input needed to fulfill your organizational vision and increase accountability across the board.

If accountability really is a function of I-care-ability, if it really comes as much from within as it does external consequence, it’s as complex as motivation and as elusive too. It starts with making the right hires and including the right people on any initiative. It requires your time – listening,  sharing, understanding, and engaging – demonstrating the commitment and behavior you expect to see in others. Want to see more accountability? Be more I-care-able.



November 6, 2014 at 9:09 am Leave a comment

Who is Responsible for the Hiring Process?

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There are disputes in the hiring process about who bears final responsibility for a hire – on the one hand, a hiring manager might feel like they did a recruiter’s job after approving a referral hire. On the other hand, a recruiter might feel attacked by a hiring manager’s assessment of a recruited hire at the 90-day performance review. Who is truly accountable for these different reactions to a new hire, and how can hiring managers and recruiters work together to ensure that the process is smooth and positive for everyone?

Hiring Referrals

A hiring manager who has been presented with a referral candidate, interviewed the individual, and made an affirmative decision might feel as though they’ve completely circumvented a recruiter, or done the work that a recruiter should have been doing. Hiring managers are busy, and they don’t want additional work added to their plates – dealing with referral hiring can sometimes feel exactly like that.

However, recruiters are often the ones who establish and promote a strong referral program in the first place. The work they did on the back end to ensure that other employees can easily and quickly refer qualified candidates helps reduce the time it takes to get qualified candidates in the pipeline. This is especially beneficial when considering the fact that referrals are often stronger hires than candidates who have been recruited externally. When this dispute arises, recruiters should be credited for building and supporting a process that enables referrals to be presented quickly.

90-Day Performance Reviews

At the 90-day performance review, hiring managers have been known to hold recruiters responsible for the new hire’s ability to provide strong results right off the bat. While recruiters should be held accountable for putting together slates of the best candidates they can find, there are factors beyond who recruited the candidate that determine how a new hire performs – and hiring managers should remember that they are usually responsible for the final hiring decision.

Sometimes the best candidate on paper still turns out to be a bad fit, and that might be as much the candidate’s fault as anything. However, internal company factors also play a role in how well a candidate is performing at the 90-day mark, and many of these factors are beyond a recruiter’s control. Everything from new hire orientation, training, cultural acclimation, and relationships with people in the department and the hiring manager can affect a new hire’s ability to meet expectations.

Shifting Accountability

Recruiters and hiring managers can have a fraught relationship if beliefs about who is ultimately responsible for candidate performance rest with hiring managers when it’s good news and recruiters if it’s bad. All parties involved in the hiring process – including the recruiter, the hiring manager, and the candidate – bear some of the responsibility for whether a hire is successful and who does the work of finding, attracting, hiring, and on-boarding talent.

Recruiters can help avoid these problems by educating hiring managers on the entire hiring process, from sourcing applicants to assessing candidates and creating referral programs, and by maintaining strong communication channels with candidates and hiring managers alike. Hiring managers can avoid causing bad feelings and ensure that they – and recruiters – get the appropriate share of credit where credit is due by committing to a full understanding of how their portion of the hiring process aligns with recruiters’ responsibilities.

October 16, 2014 at 2:04 pm Leave a comment

Unemployed Workers: A New Source of Hire?






Although relatively unprotected from legal consequences for discrimination, there is one source of candidates that many companies reject outright: the unemployed. While some states, like New Jersey, have moved to create legal protection for the long-term unemployed, most areas of the country don’t consider immediate rejection of unemployed job candidates a form of protected discrimination.

However, many companies also report that it takes them 25 working days on average to fill a new position – 58 working days if the company has more than 5,000 employees[1]. While recruiters complain that there are no good candidates to meet their needs, many companies still place an arbitrary limit on how long a candidate can be unemployed before they’re removed from any consideration for an open role. As a result, many companies are shrinking their talent pool and eliminating numerous skilled candidates before they even get to an interview stage.

Employer Fears

A recent study showed that only 11% of the long-term unemployed had found work within a year, and that employment discrimination plays a major role in keeping people from finding new work – even in states where the economy is expanding and employers are having trouble finding enough employees to fill their new roles[2].

While most workers who are among the long-term unemployed are those who lost their jobs during or since the recession or due to economic problems, companies still hesitate to consider the unemployed for a new position. Even though many of the unemployed did not lose their jobs due to incompetence or individual work-related problems, they’re often out in the cold.

Another concern many employees list when arguing in favor of automatically rejecting those who have been unemployed beyond a certain point is fear of skill erosion – in highly technical fields with fast technology changes, this is a valid concern. As many companies have discovered, though, individuals with strong tech skills don’t stay unemployed for long: the skills gap for the high-tech industry is a true lack of enough qualified talent.

Among the unemployed, however, a different picture can be found. Most of the employees having trouble finding new positions come from sales, service, and blue-collar positions[3] – roles where a skills erosion is unlikely to truly impact their work, and where shortfalls can be quickly compensated for with on-the-job training.

Rethinking Recruiting Strategies

Candidates drawn from the long-term unemployed population can provide an excellent source of hire, and companies that adjust their recruitment strategies to include a broader population of applicants can reap the benefits of a reduced time-to-fill and an engaged, loyal workforce. There are a number of ways companies can change recruiting strategies to include the long-term unemployed while still protecting the organization from the expensive risk of a bad hire.

Once candidates with more unemployment have been added back to the population, organizations should redefine acceptable reasons for termination – as with any other potential hire, a downsizing due to economic concerns is probably not a reflection of the candidate’s skill or dedication, while a firing over theft or similar infractions should raise red flags.

Organizations may also discover hidden benefits by asking potential candidates probing questions. For example, finding out what a long-term unemployed candidate has done to maintain their skills while not working could reveal that they have engaged in skills training, industry-related volunteer work, continued education, or other activities that may help them complete onboarding, become productive more quickly, and bring unique skill sets to your company.

Closing the Skills Gap

As the economy continues to rebound from the recession, unemployment still remains high. Companies looking for innovative solutions to their hiring gap should start thinking outside the box about considering candidates from the long-term unemployed population. Finding new applicant populations can make the difference between a position that is filled within days to one that stays open for weeks or months.

[1] Dice, 2014

[2] Princeton, 2014

[3] ibid

Once candidates with more unemployment have been added back to the population, organizations should redefine acceptable reasons for termination – as with any other potential hire, a downsizing due to economic concerns is probably not a reflection of the candidate’s skill or dedication, while a firing over theft or similar infractions should raise red flags.

Organizations may also discover hidden benefits by asking potential candidates probing questions. For example, finding out what a long-term unemployed candidate has done to maintain their skills while not working could reveal that they have engaged in skills training, industry-related volunteer work, continued education, or other activities that may help them complete onboarding, become productive more quickly, and bring unique skill sets to your company.

Closing the Skills Gap

As the economy continues to rebound from the recession, unemployment still remains high. Companies looking for innovative solutions to their hiring gap should start thinking outside the box about considering candidates from the long-term unemployed population. Finding new applicant populations can make the difference between a position that is filled within days to one that stays open for weeks or months.

October 2, 2014 at 11:16 am Leave a comment

Talent Acquisition…like a game of poker?

Talent acquisition, like a game of poker, involves an element of risk. The strategies we develop, the actions we take, and the interactions that we have with others drive our success and achievements – or our failures. When contemplating outsourcing, organizations often perceive risk, but there are tremendous benefits to be reaped by selecting bundled services through one comprehensive provider.  Going “all in” can be a winning hand for your organization.



Deciding what to outsource is critical. Recruiting is one area where outsourcing can return great benefits. Any hiring need must be addressed by defining a strategic plan and opening a round of activity. If you don’t get the desired yield, you need to expand your strategy and raise your efforts to the next level.

Above all, it’s critical to commit to a course of action. Strategy ensures our ability to bring the right talent to our organization. The risk lies in the fact that a failure to successfully deliver can have a significant impact on our corporate goals and delivery initiatives.

Game theory is the study of strategic decision making, and it can drive the foundation of the actions we take to ensure an effective Talent delivery model.  Outsourcing Human Resources Services is a game-changing decision. This alteration of the organizational infrastructure will undoubtedly deliver great yield and results surpassing previous delivery.  Unfortunately, many companies mistakenly feel that they are mitigating their risk by spreading their outsourced services across multiple vendors.

This miscalculation can put additional strain on your direct employees as facilitating change management and developing trusted relationships requires a time investment that is compounded by the number of vendors involved.  Adding more vendors increases the chances of drawing a bad hand – services that don’t integrate, incompatible technology systems, and more can all cause an outsourcing strategy to fold.

Engaging a comprehensive outsourced partner with multiple services ensures deeper partnerships, total ownership and accountability minimizes your team’s time spent in oversight, all with the added benefit of a discount driven by quantity of scale. Comprehensive service delivery with one vendor insures your bet by minimizing those “hand off” junctures between services. Managing one vendor across multiple services ensures that your total process will cohesively evolve in alignment with your ever-changing organizational demands and values. A comprehensive outsourcing partner can help your company go “all in” on strategies, and your winnings can dramatically impact the bottom line.

ADP Talent Acquisition Solutions offers a comprehensive suite of services to ensure cohesive, excellent, seamless delivery for your talent management needs. From RPO sourcing, pre-employment screening  and verifications to supplying the technology including the Applicant Tracking System ADP Recruitment Management we provide the people and the technology and best in class processes to drive and help ensure continuity, compliance and deliver a comprehensive program. For the organization with the willingness to go “all in,” the payout far exceeds the risk, and the benefits ensure that your most valuable resources and people are maximizing their throughput, establishing deep consultative relationships and offering comprehensive benefits and payoffs.



September 17, 2014 at 8:35 am Leave a comment

It’s a Job Seeker’s World & They Have the Power. Do You?

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While the overall marketplace perception has always been that an experienced job seeker has control of their opportunities & career path, a 2014 report released by MRINetwork®, a Recruiter Study, confirmed it. The study showed the Candidate Driven Marketplace increased nearly 30% from 54% to 81%, while the Employer Driven Marketplace declined the same amount from 46% to 20%. The war for top talent continues to be a struggle for many organizations, and those companies that appear to be coming out on top tend to be equipped with the latest recruiting technology, knowledgeable recruiters, a stellar compensation and a welcoming workplace environment.


Candidate Experience is Key





The candidate experience often starts before a candidate ever interacts with a recruiter. A company’s website, their application tool, and their overall employer brand all contribute to capturing a candidate’s interest and drawing them into a potential applicant process. Mobile access, customized videos & messaging, and an eye-catching career page can quickly entice a candidate to submit their interest to an organization.

In order to ensure a candidate’s information is properly captured at the time of interest and the momentum is not lost, it’s important that companies have a CRM (Customer Relationship Management) tool to collect key data points from the candidate when they “apply”. This can be as simple as their name, phone number, email, and area of interest. In return, the messaging a candidate receives once they submit their information is also critical to showcasing the brand and keeping candidates interested. Instead of a generic “thank you for applying” email, companies should consider sending top selling points or information about the selected area of interest to the candidate after they create their profile.

The Right Recruiter Makes All the Difference

According to the MRINetwork study, only 20% of offers are extended within 1-2 weeks of a candidate being interviewed. 39% receive an offer after 3-4 weeks and the remaining 41% wait 5 weeks or longer to receive an offer. Therefore, having a strong recruiter that can keep a candidate engaged and interested in the company and the job offering is critical. Candidates are often turned off by a company if the process slows down or takes longer than desired in their mind.


A candidate is much more likely to stay engaged in a longer hiring process if the recruiter develops a relationship with the candidate and is seen as not only a positive representative for the company, but a career counselor and advisor who can answer all the candidate’s questions with confidence and truly guide them through the hiring process. The candidate needs to feel like they are the only one, even though there are often multiple candidates in consideration.


Keeping the Employee Happy Once Hired

According to surveys by PayScale®/Millennial Branding and a Multiple Generations @Work survey, Millennials expect to stay in a job for two years, compared to five years for Gen X and seven years for Baby Boomers. Keeping good employees engaged in their career path and workplace, especially the younger generations, is the best way to retain them & keep them performing well. This can be done through aligning their goals with their skill set, keeping an open line of communication, rewarding strong employees for their performance, and identifying their motivators outside of monetary compensation.

At the end of the day, an employee will often spend more time at work, than they do anywhere else.  Making the workplace seem more like a “home away from home” versus “just a job” will ensure your company creates an environment where job seekers want to come work and employees want to stay, keeping your company ahead of the game and the war on top talent.

August 14, 2014 at 11:46 am Leave a comment

Improving Diversity Recruiting is More Than Just Recruiting

A diverse workforce increases teamwork, productivity, efficiency, revenue and the overall wellness of a business. Focused recruiting is instrumental to achieving a diverse workforce, and is more successful if the company has an overall diversity and inclusion philosophy, as well as a focus on diversity retention. Without an overall diversity philosophy, recruitment might increase the number of diverse hires only to see the overall percentage of diversity in the workforce just remain stable – or worse – decrease.

Successful diversity recruiting includes various sourcing strategies, employee network groups, targeted diverse college programs, alumni, fraternity and sorority networks, and diversity retention and leadership programs. It is important to be able to measure the results of diversity programs to ensure success.

 Kims image









Diversity Sourcing Strategies

Diversity sourcing strategies leverage specifically selected job boards, diversity-focused industry associations and social media (e.g. LinkedIn groups, Facebook, talent communities, etc.). Sourcing strategies around diversity also differentiate the company’s employee value proposition and help businesses understand why different diverse employees should want to join your organization. Important diversity considerations include:

Strong diverse candidates have a multitude of options, and recruiters need to be able to make a custom recommendation about the company to potential hires.

Employee Network Groups

Companies who have employee network groups (ENG) that focus on different diverse populations are advertising to candidates that they value diversity, and supporting their existing diverse candidate populations. Recruitment team members should meet with the ENGs on a regular basis to gain knowledge on new sourcing opportunities, and to advertise the employee referral program. ENG members can be instrumental in the recruiting effort if they are alumni of a diverse college, sit on a board, or work on a diverse community group and are willing to speak on behalf of the company.

Targeted Diverse College Programs

If your company has a college program, does it include Historically Black Colleges and Universities, or other schools with large diverse populations? Competition at HBCs can be fierce, and many companies are finding success at regional schools with strong diverse populations. Identifying a handful of professors who can refer top students and sell your company to prospective candidates can be an invaluable sourcing strategy. On-site campus hiring events, leveraging your diverse employees can be a great way to connect with students and ensure that your company is top-of-mind when graduates begin looking for a job.

Alumni, Fraternity, and Sorority Networks

Historically diverse fraternities and sororities have alumni networks all across the country. Identify who in your employee base may be a member and encourage them to act as a company ambassador. Identify diverse high-potential employees and strong leaders who can leverage their campus alumni networks to identify candidates. Work with existing employees and recruiting team members to create gold-standard hiring experiences for candidates identified through such networks to help cement your company brand and encourage more applications.

Diversity Retention and Leadership Programs

Diversity hiring is always made easier when the company has a low diversity attrition rate and strong diversity leadership programs. Provide all potential candidates with recruitment collateral that speaks to diversity inclusion and leadership programs, as a commitment to diversity is not only important to diverse candidates, but matters to many potential employees. Also advertise if your company has a diverse mentoring program, leadership opportunities, and other diversity programs that will help promote your company brand.

Measure Your Results

Recruitment should always be able to measure its results. When tracking diversity recruiting, take into account specific diversity recruiting programs as well as overall employee diversity. It is important to look at the diversity attrition rate, including the percentage of diverse regrettable loss, and percentage of diverse hires, as well as the percentage of diverse employees against the total employee base and a comparison of the diverse company population against the local community diverse population. Companies should also pay attention to the diversity of their recruiting team, and ensure strong representation among the recruiters as well as the main body of the company.

Diversity is a benefit for any organization. Using a comprehensive diversity philosophy and recruiting plan, a company can bring in diverse candidates, while the overall strategy will allow those individuals to feel valued, flourish in their careers, and positively impact the company’s goals.

July 30, 2014 at 9:43 am Leave a comment

AIRS Alumni Recruitment Research – Diversity Recruitment Survey




Recruiter training is an essential part of keeping your talent acquisition team ahead of the curve – providing recruiters with the best resources and internet search techniques to connect with candidates helps to ensure that your company attracts and sources top talent. AIRS, an ADP Company, conducts an annual alumni survey to find out what recruiter teams look like, and what strategies they’re using to identify the right talent at the right time. The 2013 AIRS Recruitment Research Diversity Recruitment Survey was conducted in December, and the results are now available.

The survey provides a sample of the diversity recruitment efforts in the industry as well as current trends represented by AIRS Alumni who are working in the recruitment industry. The goal of the research is to provide survey results as an optional resource for those seeking benchmarks for diversity recruitment across multiple industries.

AIRS Alumni Respondents

The survey was completed by a variety of recruiters and survey-takers identifying themselves by industry type. Healthcare recruiters made up 14.6% of respondents; 8.5% reported as Other, Staffing Agency, Financial Services, Government, Manufacturing and Non-Profit each represented 7.3% of respondents. The Aviation, Aerospace, Defense and Insurance industries each represented 6.1% of respondents. The reported number of employees includes:




Survey-takers reported as being part of organization ranging in size between less than 50 employees to more than 25,000 employees.  
blog number of employees








Survey-takers also reported that 47% of their organizations have a Diversity Recruiting Program and 22% reported having a dedicated Diversity Recruiting team with team members reported as ranging between 1 (16.7%) and more than 20 (6.7%).

















AIRS Alumni Diversity Recruitment Survey Results
AIRS Alumni reported diversity recruitment obstacles ranging from challenges with senior management buy-in to lack of qualified candidates. The results are shown below with a comparison of results from 2012 and 2013.
Blog diverse candidates




To understand where surveyed recruiters were experiencing success in their efforts, we asked what the most creative and/or effective tool they were using in their Diversity Recruitment program. They responded the most success as follows:

  • 19.5% Sourcing
  • 17.1% Employee Referral Programs
  • 14.6% Direct Recruiting

When asked the most successful sourcing tactic deployed to support Diversity Recruitment goals: 

  • 31.7% reported Direct Recruiting
  • 19.5% reported Employee Referral Programs 

Looking specifically at Employee Referral Programs: 

  • 76.8% reported a defined goal within their organization (up from 72.1% in 2012)
  • 73.2% reported their organization does not reward or incent employees for referring a diverse candidate
  • 19.5% of respondent indicated their organizations does reward or incent employees for referring a diverse candidate.
  • 22% of respondents reported that their program has positively impacted their Diversity Recruitment Program
  • 24.4% of respondents reported that their program had not positively impacted their Diversity Recruitment Program

The results of the AIRS Alumni Diversity Recruitment survey reveal a great deal of information about the current trends of diversity recruitment.  To learn more, click here for a complimentary download of the survey’s complete results.

July 16, 2014 at 8:16 am Leave a comment

Are Your Online Job Openings Attracting Top Talent?






Fully half of online job ads remain open for 90 days[1] – that’s 3 months without a qualified candidate coming into your company, and 3 months of lost productivity. Does that send a shiver down your spine? It should. Companies everywhere are struggling to find the right talent for their open positions – and the competition for top candidates will grow fiercer as the economy continues to improve. Is your company using the right tactics to source candidates for these long-term openings?





Reaching Top Talent

Companies don’t just need to pay attention to their online sourcing strategies, however – they also need to adjust to changing candidate behavior. More candidates are taking time to research companies and find out about them before applying for a position, and younger candidates tend to do more research. As 75% of the workforce will be Millennials by 2025[2], the question of how to reach candidates and provide them with the information they want is becoming more and more important.

Employer branding is an essential part of connecting with candidates, and companies with a strong employer brand are likely to have significantly reduced cost-per-hire, as well as nearly 30% reduction in turnover once hires have been found[3]. Talent communities, social media, company websites, the application process, and recruiter interactions are all places where employer branding can be successfully communicated.


Talent Communities

One of the best ways to connect with high-quality candidates, offer company information, and reduce time-to-fill is to invite candidates to join a talent community. Talent communities allow potential candidates to access information about your company while simultaneously indicating their interest. Getting a candidate to provide information for an applicant tracking system continues to be a struggle, but up to 90% of candidates will join a talent community if it’s available[4].

Building a talent community is a simple way to increase candidate engagement, educate candidates about your organization, and develop a pool of active and passive talent. Talent communities that are customized to locations, positions, or company divisions further help segment the talent population, increasing your odds of finding the right candidate for an open position. Talent communities have the ability to create additional opportunities to connect with candidates, decrease your time-to-fill, and develop additional brand awareness.

Connecting with candidates via social media is one of the newest ways to garner top quality candidates for open positions. Using mobile platforms and talent communities in order to reach these passive candidates can be a competitive advantage for companies and a tool that decreases the time positions sit open, helping you find the right candidates faster.

[1] RPOA, 2014
[2] HR Magazine, 2013
[3] The Recruitment Quotient: Raising Your Talent IQ, ADP, 2014
[4] Ascendify, 2013

June 11, 2014 at 7:45 am Leave a comment

The Benefits of RPO

The RPO industry is always changing and as RPO offerings continue to mature, providers are facing increased demand for other value-added services. That’s the gist of a recent report from Everest Group, “Capturing Strategic Value in RPO.” Now is the time for RPO clients, companies considering RPO, and RPO providers themselves to look at what services are available, and what will become more important down the road.

Everest research and reports from other analysts have shown that RPO is a well-established industry – not only that, but it continues to experience rapid growth in the U.S. and around the world. However, companies and their RPO providers are facing increased competition for top talent as the economy improves, and as organizations continue investing in global expansions. These pressures are making value-add services increasingly important.

Value-Add Services

While the current expectations from RPO services include well-known things like cost savings, flexibility, and scalability, there is increasing pressure on RPO providers to offer more services to their clients. Some of these emerging expectations, according to the Everest report, include:

Improving quality of hire

  • Reducing time-to-fill for critical talent
  • Better access to scarce talent
  • Process improvement
  • Greater visibility and insights into the process

Additionally, organizations are seeking specific services in the form of:

  •  Employer branding
  • Talent communities
  • Analytics
  • Workforce planning
  • Assessment
  • Process reengineering

While many of the leading RPO providers already offer one or more of these additional services, many companies are just beginning to develop the capabilities and technology to support client needs. Companies that truly want to reap the benefits of value-add services should talk to RPO providers about what is available.

Supply and Demand

Despite the increasing demand for additional services, adoption remains relatively low – according to Everest, there are a number of reasons for the limited adoption of these services, including organizations making future plans to adopt them. However, there are a few other reasons companies are holding back:

They consider the function too strategic to outsource

  • Satisfactory in-house services
  • Client perceives the RPO provider cannot offer that capability
  • Lack of awareness around offered value-add services

Many of the factors related to reduced demand can easily be overcome, but it is critical for companies currently using RPO services to know what is available to them, and to partner with their RPO provider on developing the best solution for their needs. Additionally, companies seeking an RPO solution should look for the providers that most clearly state what additional services they offer.

Strong talent can make the difference between failure and success in the marketplace, and having the right strategies in place to find and attract talent is critical. While standard RPO services are still an essential part of any RPO relationship, they are no longer the only things companies are expecting to receive as part of the partnership. As competition for talent continues to heat up, RPO providers will have to become more nimble and efficient at developing their value-add services, and companies must look more closely at whose offerings best meet their needs.


May 30, 2014 at 7:32 am Leave a comment

What is your Recruiting Reputation?

Employer brand is a critical part of defining an organization’s reputation in the marketplace. Companies with strong employer brand are more likely to attract and retain top talent, which has a direct impact on the bottom line. However, employer brand initiatives that focus on making the company look attractive often fail to make sure the candidates are engaged with the brand. How are your candidates feeling about customer care within the hiring process?

Companies need to look not only at how they promote their employer brand, but also focus on how candidates respond to and interact with the brand and the hiring process. There are a number of effective methods for tracking how candidates see the employer brand – utilizing them as part of an ongoing branding process will allow your company to make proactive changes and respond to the feedback from candidates within the hiring process.

Examine Your Recruiting Reputation

Taking charge of your company’s employer brand requires the ability to answer an important question: What is your recruiting reputation? If you don’t have the answer, the first step is finding out how to get it. If you do know what your recruiting reputation is, then how are you using it to make sure you are connecting with the best available talent? The strategies included here are a simple way to start ensuring that your employer brand is deployed in the most effective way possible.

Companies that want to attract top talent have to do more than merely monitor the feedback from candidates – candidate reactions to the hiring process should be used to inform changes to the hiring process, as well as the marketing around employer branding and the employer value proposition. Even negative feedback from candidates can be useful, as it may highlight bumps in the road that can be smoothed over, thereby increasing future candidate satisfaction and improving the employer brand.

Candidate Satisfaction Surveys and Reviews

There are industry-wide candidate satisfaction surveys, like the CandE Awards, that track the overall satisfaction candidates have with the recruiting process and their interactions with companies during a hiring experience. These surveys and industry reports are useful for developing a benchmark to compare internal results to – but for that benchmark to be truly useful, an internal standard must be set.

Providing your own candidates with a satisfaction survey after they have completed the hiring process will offer insight into how those candidates feel about their experience with your company. This information can be used to refine the hiring process further, in response to candidate feedback.

Websites like GlassDoor that allow candidates to review their hiring experience are also an important way to gather data on how your company’s recruiting reputation functions in the marketplace. Since the feedback on the website is public, reviews may have an impact – good or bad – on the types of candidates that choose to apply to your openings. Use these review websites to do a regular pulse check on how your company is perceived by applicants and current employees.


Employer brand and recruiting reputation management must go hand in hand to create successful talent acquisition strategies. Companies that take candidate feedback seriously will stay ahead of the recruiting curve.

May 1, 2014 at 9:52 am Leave a comment

Breaking through the Polar Vortex and Letting Innovation Grow

Even if you were not meteorologically impacted by the polar vortex, data suggests that you were economically impacted by it: whether in cancelled flights, slowed delivery, higher prices for fuel and produce, and limited job growth, everyone felt the chill. It’s spring now and just as warmer weather can positively encourage and facilitate economic growth, so can warmer human relations amongst coworkers and leaders impact innovation.

By facilitating and encouraging each other’s ideas we will see improved innovation results. Why? Because innovation, or introducing something new, is inherently risky and introducing new ideas is a conditioned behavior that can be frozen or thawed like economic growth.

Nurturing the Growth of Innovative Ideas

Imagine an associate you lead has an idea for a new strategy, product, or process.

In an organization with hierarchy, departments, policies and procedures, anything new can be like a seed in the crack of a rock. It requires some nurturing to flourish. To allow it to break through, provide increasing amounts of water, light, and nutrients. I note an “increasing amount” because too much too fast can kill an idea as much as rejecting it outright.

Water in this scenario is your encouragement. Offer a “yes,” “I like it,” “I think you may have something.” Later in the development process, you can offer provoking questions/comments like, “Have you discussed it with the product or client group?” or, “I think it’s time you got folks from Accounting and Legal involved. Let me talk to “Brad” and “Lisa” about who to engage.”

Light is the attention the idea gets from others. People within the department may feel threatened by a coworker’s new idea, and it may be easier for other departments if new ideas do not develop. Managing the involvement of other employees takes thoughtful consideration and planning. Involving others soon can aid in buy-in, but the “something new” must have enough to it, including your support, to withstand the heat of their attention. Years ago, I think we used the term “stage gates” to help evaluate initiatives for the next level of involvement and commitment.

A leader’s commitment is evident in their time and mentoring as well as the dedication of other resources: i.e. people, technology, and pilots. Those are the nutrients for something new and they are critical to the survival of a good and innovative idea.

A leader will be required to nurture and protect the evolution of something new – it requires attention, which is where stage gates come in. You want to make sure that the innovation warrants increased levels of attention and resources before the process gets too far along. Leaders, like others, need to be willing to say “yes” even if it’s only long enough to see one idea develop into an improved or different innovation.






It’s your responsibility to make employees feel like it really is springtime. Make sure that new ideas and associates don’t get frozen out, or conditioned to believe a thaw will never come. By leveraging the growth of springtime ideas, new innovations may develop to carry us through any cold spells.

April 16, 2014 at 8:41 am Leave a comment

Ensuring a Winning Strategy for Recruitment Success

Super-Bowl-2014-Seahawks-vs-Broncos                                                                                                                                                                                                                        Super Bowl XXXXVIII was one of the largest, most anticipated, most watched sporting events of the year.  This year, it was expected to be one of the hardest fought Super Bowl match-ups in decades… the #1 Offense of the Denver Broncos against the #1 Defense of the Seattle Seahawks.  The Denver Broncos take the field led by their quarterback, Peyton Manning.  Manning, a 13 time pro bowl winner and 5-time NFL MVP winner is poised to lead his team to victory.  The ball is snapped.  It goes over Manning’s head into the endzone.  Seattle defends… Safety!  Two points, Seahawks.  In that moment, the tone of the game changes and for the next 2 ½ hours, Denver goes on to play arguably one of the worst games in franchise history…  No Lombardi trophy, no Super Bowl ring, no title.  All the right players, and what appeared to be all the right plays heading into the match-up, but Seattle prevails.   Seahawks 43, Broncos 8.

In many ways, recruiting is like these two teams in the Super Bowl.  You can have a great employment brand (equal to the team franchise/popularity), you can seemingly have the right recruitment team in play (equal to the top recruits from college/best players in the league), and you can have all the tools you need to garner success (equal to the playbook, right coaches, winning record).  However, if you do not account for what your opponent (i.e. competitive organizations) is offering candidates and ensure that your strategy stays ahead of theirs, then you may find yourself in a similar situation to the Broncos.  All the right people, seemingly all the right components, but poor execution.

So, how do you build a successful recruitment strategy?

A successful recruitment strategy starts with how your company is branded and viewed in the marketplace.  Is your brand a well-known brand such as Pepsi or Coke?  Has your brand been through some challenges… maybe a history of layoffs, restructuring the organization, or economic challenges for growth?  Being aware of how your brand is perceived by candidates, no matter how big or small your organization, is critical to how you “sell” your recruitment opportunity to a prospective candidate.

Next, having a process in place that is candidate-friendly and allows the candidate to move through the requisition requirements in a timely manner is crucial to keeping them engaged throughout the experience.  Utilizing an applicant tracking system (ATS) to formalize the requisition workflow and drive candidates through the hiring process is key.  The more you can automate the documentation pieces of the hiring requirements and the more communication you can provide to the candidate throughout the required process steps, the more engaged you are going to keep them. 

In addition to having the right ATS in play, it’s important that you have the right people running the process for you.  Think of you ATS as the Quarterback and your Recruiters as the team.  The ATS runs the process flow, but the team controls whether the plays are pulled off successfully.  You can have the right branding and the right system in play to generate the interest and drive the recruitment strategy.  However, if you don’t have the right recruitment team in place to execute the strategy for your organization, then none of the other pieces matter.  The recruiters are the ones that have to “sell” the candidate on the position and the company.  They are your number one support system to getting the right people in the door.  Your recruiters are your biggest drivers of the brand, the seller of the benefits, and the gatekeeper of making sure the right quality comes through the door and the others are screened out.  However, if a recruiter doesn’t properly execute the strategy, then the process can fall apart and the quality of hire can suffer as a result.  This can later result in higher turnover, negative brand perceptions in the marketplace, and other consequences.

Finally, knowing what your competition is doing to attract and retain talent is key to developing your talent for your own organization.  It’s important that you know what a candidate is attracted to, what motivates them, and what drives them to gravitate towards a certain role or a certain company.  It’s also important that you stay aligned with, and even ahead of, what your competition is offering to help ensure you “win out” with the candidates you desire for your organization and, once hired, you are able to retain them and motivate them based on continued company offerings.

March 12, 2014 at 9:34 am Leave a comment

Applicants or Top Candidates – How do your Job Descriptions Rate?

For talent acquisition professionals, expectations for the success of job descriptions in attracting candidates are high – but good candidate flow doesn’t necessarily mean top quality candidate flow. If 1,000 people applied to a posting, how many were a good fit? If only a handful were strong contenders for the position, it’s time to assess how to increase the percentages of applications that are a good fit for the role.

AIRS®, an ADP® Company is a brand leader in recruitment training and promotes several best practices on how to develop compelling and effective job descriptions. Following the strategies outlined by AIRS can help any organization modify their job descriptions to increase their opportunity to attract top talent.

AIRS best practices for assessing job descriptions include

  • Explore Competitor Postings – Does your job description do a better job of positioning the role than your competitors?
  • Position the company as a great place to work – Does your job description showcase your company as a place people would like to work?
  • Peaking candidates’ interest – Does your job description provide a compelling introduction to the role?
  • Use clear, concise required skills lists – Does your job description clearly articulate the required skills for the position relative to a top performer?
  • Advertise special company benefits – Provide details on organization-driven employee benefits as a differentiator for candidates.
  • Highlight Diversity Inclusion Initiatives – Showcase any diversity commitments that are unique to your organization.
  • Be creative  and clear – The inclusion of specific details and expectations will sell a position to top candidates and filter out candidates that are not a good fit
  • Make sure the job posting matches the target resumes – Aligning the job description to the resume/profile of top candidates will attract better qualified candidates

It’s critical for organizations to leverage social media in job postings – and to go above and beyond simply posting a link to the career site. Interactive, compelling information about the company that directs candidates to job information will garner better engagement and improve your employer brand.

Effective uses of social media could include posting a personalized video from the CEO, a hiring manager, or top performer within your company describing the work environment, a specific position, or a company initiative. Posting live links to employee testimonials, press releases, and community support activities help increase engagement from internal and external candidates. Use the power of social media to tell a compelling story about your company and job openings.  Also, be mobile ready for your applicants.

AIRS teaches there are some fundamental points to keep in mind when formulating your job descriptions:

#1: Company Brand Description – Advertise the Company as Well as the Position

The job description should sell the company and create excitement for a potential candidate. Recruitment success starts with advertising the company as well as the position. The job description should:

  • Talk about more than just what a company does
  • Clearly show why the company is special
  • Define a value proposition that sets the company apart from a competitor

#2: Environmental Descriptions – Engage Candidates in the Specific Job

The job description should showcase to the candidate specific opportunities that they can expect to be challenged, developed, and engaged with their position. A good job description should:

  • Walk a candidate through a day in the role
    •  What will they do?
    • How will they contribute to the success of their new organization?
  • Provide potential applicants a clear picture of the opportunity within the company

#3: Skills and Education – Be Clear and Concise

It is important to list the required skills and education levels for a specific position in a clear and concise manner.  Job descriptions that repeat information or use vague terms may drive away top candidates and encourage less qualified candidates to apply. Skills and education requirements should be:

  • Concise with each required skill listed only one time
  • Presented in an easy to comprehend manner
  • Free from the pitfall of repeated information communicated in a different manner
  • Presented in a bullet points format to create an easy to read list

#4: Clear Information on How to Apply – Test and Summarize

Candidates should be able to easily and quickly find information on how to apply for the position as part of the job description. Whether the description includes a link or button leading to an external page, or an application form within the job description, it should be obvious and easy to find.

  • Test and re-test to ensure the application link is working
  • Place the application link in a highly visible location within the posting
  • Summarizing the posting is a good way to filter candidates prior to application submitted

AIRS Steps to a Great Candidate Message

  • Maximize the Doing: Focus on the description of what the candidate will DO.
  • Maximize the Becoming: Illustrate a picture of the career path for this new opportunity.
  • Minimize the Having: Too many skills in a long list can turn away great candidates.  Be clear and concise.
  • Depict the role as Fun and Exciting: Engage potential candidates online via social media leveraging the fun and exciting aspects of the company mission, culture and promise of opportunity.

February 19, 2014 at 10:14 am Leave a comment

Building a Customer Service Culture

The idea of customer service isn’t new – everyone talks about it, and we all know the familiar phrases heard in stores, restaurants, and on the phone: “Is there anything else I can do for you?” or “Were you satisfied with your service today?” Some companies ask for a full explanation if a customer isn’t satisfied, to ensure that it can be made right. Despite that, the American Customer Satisfaction Index puts U.S. customer satisfaction at 76.6 percent for 2013 – hardly an impressive figure. If everyone is trying to satisfy the customer, why is it so hard to do?

There are a number of potential causes for the challenges organizations face in providing strong customer satisfaction. One may be that customers know they have more options: if they don’t like service at one store, they can go somewhere else or shop online. The multitude of options is growing at a rapid clip, and the pace is unlikely to decline. Another possible cause is that while many companies talk the customer service talk, few organizations give their associates any customer service training beyond a scripted talk track or set of minimum requirements.

If your company is not top of mind for customer service, it’s time to examine your processes and culture to see if you meet either of the two scenarios listed above. Are you losing out on clients and customers due to poor service? And if so, what is the solution?

Customer Service Culture

Developing a company culture centered on customer service is the only true way to provide strong customer service that is authentic and meaningful for your clients and customers. However, building a customer service culture isn’t done overnight; instead, creating a customer service culture is a process that must be engrained in the day-to-day activities and mindset of each employee. Customer service has to become as much a part of the business plan as the delivery of a final product.

To build a true customer service culture, everyone in the organization has to be focused on creating a positive customer experience. If front line associates need to feel empowered to deliver excellent customer service, they have to be supported by more than just training: their manager must exemplify company expectations around customer service – and their manager’s manager, all the way to the top of the ladder.

A true customer service culture also recognizes that not all customers are external. Interactions between employees should be regarded as opportunities to demonstrate strong customer service skills and encourage a culture of service.

Building a Customer Service Culture

While talking about the importance of customer service is a starting point, it’s not enough to build a customer service culture. In order for culture changes to take root, they must be clearly communicated to all employees and stakeholders, properly supported with resources like training or coaching, and the changes must be measured, motivated, and reinforced.

When developing change management for raising the profile of customer service, it is important to involve stakeholders from each department and regularly communicate with all employees. Creating a sense of accountability and consistent messaging around what is expected in terms of customer service will help ensure success. Additionally, implementing measurable goals for internal- and external-facing employees is crucial. Tracking customer service surveys and other metrics will help company leadership determine whether the implemented changes have been successful. Paying attention to and rewarding strong instances of customer service from individual associates will also create motivation for employees to engage in desired cultural behaviors.

When creating a customer service culture, you must pay attention to each part of the process, engaging in strong customer service practices along the way. By doing so, you will display the traits you want to encourage in your associates, increasing the likelihood of positive responses within the company.

January 22, 2014 at 10:14 am Leave a comment

A New Year’s Recruiting Resolution

With the advent of 2014, we have the opportunity to close the book, reflect upon a year of hard work, and find inspiration to guide and cultivate our New Year’s objectives. Following the holiday we now face that time of year when we are inspired to debrief, detox, revise, and commit to be better in the New Year than we were in the past.

There are some common categories identified in New Year’s resolutions that we aspire toward as individuals which also have relevance in the Recruitment and Talent Acquisition industry. In exploring resolutions, I realized that the motivation for making them declines sharply as the year progresses. The multi-faceted demands on our time drive our focus away from our initial inspiration, keeping us from reaching our goals as more immediate aspects of daily life seem to take on greater importance.

With that said, the key to determining a successful outcome for your chosen resolutions comes down to two things: Ensure that your resolution is simple and realistic, and commit to sharing it with others. If you can motivate others to support you or join in on your cause and pursue your goal, the synergy and accountability will ensure that your goal is attained.

This year, there is only one resolution that we as Talent Acquisition Professionals need to make and that is: to improve.


Every Talent Acquisition program needs to improve. We work in a time of ever-changing technology and increasingly stringent regulations. We compete for top candidates, who possess increasingly specific qualifications and who have a plethora of options available to them in their career search. The best way to compete for top talent is to find ways to educate them about your organization and to help them envision their place within it.

To do so, you need to educate yourself on where candidates are looking for that information, and how to best present it to them. This may mean taking on some additional trainings or pursuing AIRS certifications to better understand the ever changing recruiting landscape. Creating the best strategy could mean investing time to learn about trends in social media or mobile communications.

Conduct a competitive landscape analysis against your competitors to define where to focus on improving shortcomings or identifying opportunities to proactively surpass them. Sharing your goal with others will help to ensure that you are motivated to deliver based on their expectation that you will, and creating shared goals within the organization enhances buy-in and garners additional support. Your goal of improvement could be an opportunity to lead and to facilitate change in partnership with others.

Organizational Health

In Talent Acquisition, the health and perception of our organization rests heavily upon our shoulders. How do we attract the best talent? How do we ensure that we have the right skill set and capabilities in our human collateral to lead and transform the company into future success? Employer Brand means everything. Today’s technology connected candidates have a world of information available at a moment’s notice.

Ensuring that our organizations have the right image and perception within the talent marketplace is pivotal, so as Recruiters, we lead this charge. Resolve to make an impact: Educate your candidates. Develop a Talent Community to engage potential future candidates and share the great things that your organization offers. What is the culture? What inspires you and your co-workers? Why would they want to work for your company? Sharing the great experiences of our workforce helps to improve perception and engage and attractive to top talent.


Do more, spend less. If there were a magic bullet, it would be priceless. Alas, we work in a climate where the “hot” resource in 2013 will inevitably become obsolete as we enter into 2014. Commit to better analytics to avoid focusing on fads and ignoring the fundamentals. Data is the driver to ensuring that we can make informed decisions that will positively impact the bottom line. Big Data is no longer merely a trend, and with good reason. The use of Big Data provides an abundance of information on-demand, so the ability to aggregate and make informed decisions from it mitigates risk and ensures strategic decision-making.

Use your available analytics to examine your current strategies and results. Where are you spending money on job boards? What is the yield – not just in the number of applicants, but how many candidates qualified, and how many applicants result in hires? How qualified are your new hires for their roles? Quality considerations should drive your decisions. Commit to spending your recruiting budget in the right places. Resolve to leveraging information and analytics to drive your decisions. If you don’t have the right data, commit to develop it – it will pay off in the long run, as you will have the tools and knowledge to spend less and do more, or spend more and get more quality, and get it faster. Whichever course you choose, resolve to be informed in your decision making and to develop the tools you need to drive improvement.


I had the pleasure of being in a meeting recently where my client was asked, “Where do you invest your recruitment dollars?” and they quickly responded by saying, “We invest in The RightThing!” It was overwhelming to receive the reaffirmation of their confidence in us as their RPO partner, and it caused me to reflect on the hard work that brought us to this place. If properly executed, a partnership is built on confidence, trust, communication, and shared visions for success. Resolve to improve in these areas with your own internal and external relationships. Ensure that you understand the organization’s goals and objectives and resolve to focus yourself and to lead your function in aligning to them. The right partnership can make you stronger, more effective, and strategically invaluable.

May your New Year bring health and prosperity, and may you reap the rewards of surrounding yourself with people who inspire, challenge, and validate your efforts throughout the year. May you recognize the success of surpassing your past accomplishments and improving upon your shortcomings. I invite you to join me in the Recruiting Resolution: To Improve. Improve ourselves, improve our delivery, and improve our internal and external partnerships. While the journeys will vary and the road may be long, I wish you all the opportunity to reflect with satisfaction at the end of this New Year on the improvements, efficiencies and accomplishments that your organization realizes as a result of your resolution.

January 8, 2014 at 8:39 am Leave a comment

AIRS 2013 Alumni Recruitment Research – Salary Survey

AIRS®, An ADP® Company is a market leader in recruitment training services, and as part of that leadership, AIRS creates, distributes, and shares the results of Alumni Recruitment Research Surveys. The 2013 AIRS Recruitment Research Salary Survey was conducted in September, and the results are now available.

The survey provides a sample of the salaries represented by AIRS Alumni who are working in the recruitment industry. The goal of the research is to provide survey results as an optional resource for those seeking benchmarks for recruitment compensation, salaries, education, and expected requisition load across multiple industries.

 AIRS Alumni Respondents

The survey was completed by a variety of recruiters. Survey-takers identified themselves by both recruiter type and length of experience. Corporate recruiters made up 75% of respondents; 16.4% were Agency, Third-Party, or Executive Search recruiters, and 6.1% were Contingent or Contract recruiters. The experience levels include:








AIRS Alumni are group of recruiters with a long-term commitment to the art of recruiting – over 50% of alumni who participated in the survey have at least a decade of experience in recruiting, most of them in the corporate realm. Organizations seeking recruiters who already know how to find top talent, and who stay in touch with new and innovative recruitment tools, have a significant opportunity in AIRS Alumni.

The survey-takers came from a diverse range of industries and positions as well. The top three industries reported were Telecommunications/Technology/Internet & Electronics, at 15% of respondents; Healthcare & Pharmaceuticals at 14.6% of respondents, and Finance & Financial Services at 9.5% of respondents. Over 56% of AIRS Alumni described their position as a Full Cycle Recruiter; 18.5% reported that they are a Recruiting Manager, Director, or VP; 12.4% are Recruiters, and 7.6% are Sourcers. 

AIRS Alumni Salary Results


The AIRS Alumni reported salary information using a range of salary types, from hourly rates to commission-only. The results heavily favor an annual salary or salary plus bonuses or commission, but multiple types of compensation formats were represented within the survey.

Upon breaking down the results further, hourly rates provided an interesting sample. The reported rates primarily fall between $21 and $35 per hour for hourly recruiting work.



27.6% of hourly-only respondents make $21-$25 per hour
13.8% of hourly-only respondents make $26-$30 per hour
10.3% of hourly-only respondents make $31-$35 per hour

Across all AIRS Alumni respondents, total annual compensation was self-reported as follows:

  •  .9% make less than $20,000
  • .9% make $20,001-$30,000
  • 1.3% make $30,001-$40,000
  • 6.4% make $40,001- $50,000
  • 9.8% make $50,001-$60,000
  • 12.4% make $60,001-$70,000
  • 16.2% make $70,001-$80,000
  • 12.4% make $80,001-$90,000
  • 10.7% make $90,001-$100,000
  • 14.5% make $100,001-$125,000
  • 7.7% make $125,001-$150,000
  • 3.0% make $150,001-$200,000
  • 3.8% make more than $200,000

The survey-takers also reported their highest levels of completed education with the majority possessing an undergraduate college degree:




  • 12.6% completed High School
  • 3.5% completed an Associate’s Degree
  • 4.2% completed Some College
  • 51.7% hold an Undergraduate Degree
  • 20.3% hold a Master’s Degree
  • .7% hold a PhD
  • 7% Other

 When asked to identify the number of open requisitions they handle at one time, respondents reported the following:

  • 31.6% have 1-10 requisitions on average
  • 30.9% have 11-20 requisitions on average
  • 20.4% have 21-30 requisitions on average
  • 6.2% have 31-40 requisitions on average
  • 5.1% have 41-50 requisitions on average
  • 5.8% have more than 50 requisitions on average

The results of the AIRS Alumni salary survey reveal a great deal of information about the working lives of AIRS-trained recruiters – click here for a complimentary download of the survey’s complete results.

December 12, 2013 at 9:14 am Leave a comment

If You’re Thankful and You Know It…

As the weather gets colder and the holidays draw near, I often think of Jimmy Buffett’s song “Fruitcakes,” and a few lines in particular stand out:

“…Relationships! We all got ‘em
We all want ‘em. What do we do with them?
Here we go, I’ll tell you.”

He goes on, but the core message of those lines puts me in mind of both personal and professional gratitude. I propose that it is those relationships and the gratitude they can create that provide the basis for success. While our daily routine can include a flurry of “to-dos” from appointments, meetings, and problems, it’s the season to step back and reflect. We can get caught up in the flurry of scheduling, brushing up against others doing the same, and living a transactional life, instead of a grateful and full one.

As 2013 draws to a close, consider choosing to pay more attention to the opportunities we have each day to positively impact someone else. Decide to support the people and organizations that give back to you. Be thankful to them in action as well as in spirit. Put as much energy into developing positive relationships with the people around you as you do in checking off items on that ever-present to-do list.

It’s simpler than you think to let others know that you appreciate their efforts, service, excellence or follow-through, and it’s easy to find joy in the good works of others. Too often, we are more likely to notice price, poor service, tardiness, or misaligned expectations – both in the office and at home. Taking time to notice the positives instead reinforces the successful aspects of a relationship.

A few easy ways to demonstrate gratitude and develop a commitment to relationships include:

  • Share thanks with co-workers, friends, and service providers who bring remarkable value to you
  • Acknowledge the astonishingly quick check-in during your travel stay
  • Thank the travel agent or coordinator who goes above and beyond
  • Comment the meeting planner who has thought of everything
  • Recommend the craftsman who listens, provides a creative solution, and works ahead of schedule
  • Thank the leader or co-worker who shares an article or report with you
  • Tip the barista who remembers what drink you like and how you like it
  • Praise your kids – and their teachers – for their good grades
  • Make a habit of regularly calling your loved ones
  • Recognize an employee, co-worker, or business partner for their work on important projects

Take some time this holiday season to pay attention to and be grateful for the people who make you smile, the business partners who work with you to create great results, and to appreciate the benefits they offer.

Relationships – we all got ‘em. Now what are you doing with them?

November 26, 2013 at 8:20 am Leave a comment

Holistic Recruiting Solutions with RPO

As the economy improves, retention is becoming more critical for organizations. With half or more of Millennial workers planning to leave their current role[i], and nearly 40 percent of the total workforce planning to look for a new job within the next 5 years[ii], it is imperative the employers have a strategic retention plan in place, as the cost of replacing skilled employees can have a serious impact on the bottom line. The average cost of turnover is 30 to 50 percent of an entry-level salary, 140 percent of a mid-level employee’s salary, and up to 400 percent of a senior-level salary.  For organizations with historically high turnover, the costs can add up quickly.[iii]

Recruitment Process Outsourcing (RPO) can provide results that last long beyond a new hire’s start date. By creating a holistic talent solution with an organization’s HR business partners, RPO can have a long-term positive impact on talent, strategy, and turnover. Aligning strategic talent and recruitment plans with an RPO solution can help improve initial hiring results and retention.

In many cases, the cost of turnover is not realized in immediate hard costs, but through hidden costs that have longer lasting effects on an organization. In addition to the financial cost of finding a new hire, the lost productivity and knowledge, damage to morale, training time and the increased workload for remaining employees all raise the price of turnover in ways that may not be obvious. Mitigating these impacts is as important to organizational success as reducing the initial cost of turnover.

Developing a recruitment solution that addresses the entire employee lifecycle is a way for employers to increase retention rates. Identifying top quality talent early in the hiring process and ensuring the candidate will be a good fit reduces the risk of bringing on a bad hire. RPO partnerships broaden the ability to develop a hiring solution that meets those goals through a recruitment process customized to the specific needs of an organization. Successful RPO solutions align with a client’s talent needs, as well as candidate needs, providing support throughout the entire recruiting, hiring, and on-boarding process.  

A holistic RPO partnership also produces effects lasting long past the on-boarding of a new hire. Aligning RPO solutions with overall talent management can create a candidate and employee experience that incorporates effective interactions throughout an employee’s tenure with an organization. An integrated RPO provider has the ability to positively impact aspects of the employee experience like training, performance management, and retention activities.

Although RPO solutions are typically portrayed as stopping where the hire starts, engaging in a deeper partnership with a provider can help organizations manage their overall employee engagement and lead to better retention. RPO providers that work with organizations across an entire talent cycle can implement learning and performance management solutions that create a consistent experience for employees, increasing satisfaction and engagement.

RPO providers can offer cost-effective and productive technology solutions for training and performance by maintaining a new hire’s information in the same tracking system throughout their employment. This creates easier interaction with employee information and progress throughout their career, enabling managers to more accurately assess the employee and assign necessary training.

A consistent candidate experience from application through on-boarding, along with a continual employee engagement program throughout his/her career, provides a stronger experience and enables an organization to create a  better, more satisfying work environment for its employees. If an employee is satisfied with his/her workplace, the level of engagement will be higher and the employee is likely to be far more productive and focused on his/her responsibilities versus looking for the next opportunity.

[i] Bersin, 2013

[ii] Talent Management, 2013

[iii] Gallup poll, 2013

November 6, 2013 at 9:02 am Leave a comment

Recruiting with a B2C Mindset

There once was a time when organizations only thought about branding as a tool to assist with growing their business and selling products. However, with the continuing challenges in finding talent and keeping up with candidate expectations, it’s necessary for organizations to take that same methodology and find ways to use it to attract top talent. For most organizations, the biggest question is not “where to begin,” but rather how to get the budget and resources to keep up with today’s changing social networks and technologies. While implementing and executing a strategy does not happen overnight, you can certainly leverage your current brand strategy as a starting point.

Think about branding your organization’s products for consumers, but shift the focus to branding your organization itself for talent. Just as companies invest countless hours into understanding why a consumer would want to buy their products or services and then work diligently to craft messaging that promotes it, the same is true from a business-to-talent perspective. What is it about your organization that stands out from the competition? What is your Employer Value Proposition?

As with product consumers, what’s important to one employee many not be to the next. Create focus groups with different members of your organization to drill down into each employee’s motivations.  You may find that the most important things to some employees are not necessarily the organization’s products and services, but the intangibles such as the ability to grow and develop, working side-by-side others with the same passion, or even volunteer opportunities that create commitment and drive. What compels your employees should be integrated into the key messages that drive your employment branding and communications.  Want dynamic people? Show them your organization and employees are dynamic!

Just as your organization spent time and resources creating the perfect website to carry your brand, it is equally important to invest in your career site. Getting talent to the career site landing page is no longer enough. There must be a compelling catch that entices them to learn more, and ultimately apply. Posting pictures and stories on your career site helps to create a more personal and relatable message for candidates, and it provides a great way to showcase your current talent. Create talent networks so that individuals can opt into a forum to learn more about opportunities. While a candidate may not be interested today, they might be more inclined after learning more about the organization. This can be a valuable strategy for future engagement, or even referrals.   

It’s also vital to ensure your mobile strategy is up to speed. Research shows mobile internet searches are expected to exceed PC/desktop internet searches by 2014[i]. Today, consumers expect the optimal experience, which is why companies are putting mobile friendly websites in place – the same is now true for candidates searching for jobs. Mobile optimization reduces the time it takes for pages to load, ensuring that candidates remain on the page, and increases engagement. When pages on a career site are not optimized for mobile use, potential talent may abandon that site – and may end up on a competitor’s site. Today’s talent wants to be able to apply anytime, anywhere. Getting top candidates into your talent pool requires enabling mobile access to your career site.

Finally, with over 699 million daily active users on Facebook[ii] and 200 million monthly active users on Twitter[iii] alone, we can be certain that social media is here to stay. While many organizations are already using social media to brand products and services, it’s equally important to leverage that resource for connecting with active and passive jobseekers. A common complaint from organizations is that they don’t want to open up an avenue for public complaints – however, companies and employment are being talked about on social media whether or not they use it. Social media creates the opportunity for better control of the Employer Value Proposition, and builds a two-way street of interaction with potential talent.

Building a strong social media presence is not just a question of resources. It’s also an issue of internal engagement and branding. There are people in your organization today who can become your social media champions. Tapping into that talent increases their engagement and provides opportunity for increased relationships with other talent. Additionally, utilizing internal resources for social media oversight may create opportunities for strategies that you might not otherwise have considered.

Consider these statistics:

  • 89% of employees who admit they’ll look for a new job in the next year say their mobile device is an important tool and resource for their job search[iv]
  • 64% of candidates report they check the company’s social media channels prior to an interview[v]
  • By 2014, 36% of the workforce will be Millennials – by 2020, they will be 46% of the workforce. 65% of Millennials currently working say that the opportunity for personal development was the most influential factor in their current job[vi]
  • 3 in 5 job seekers have searched for jobs on their mobile device in the past year[vii]
  • CareerBuilder tracking shows that as much as 40 percent of mobile candidates abandon the application process when they are notified they are about to encounter a non-mobile friendly apply process[viii]

As talent and their expectations continue to change, it is becoming increasingly important for competitive organizations to have a strategy in place to market to candidates, not unlike that which is used for consumers. The companies that succeed will be those that develop the ability to successfully address today’s talent market.



[i] Smart Insights, Mobile Marketing Statistics 2013, June 2013

[ii] Facebook, Key Facts, 2013

[iii] Crunchbase, Twitter, 2013

[iv] Glassdoor, Rise of Mobile Job Search, May 2013

[v] ibid

[vi] Interactyx, Millennials in the Workplace, May 2013

[vii] Glassdoor, Rise of Mobile Job Search, May 2013

[viii] CareerBuilder: The Hiring Site, Forty Percent of Mobile Candidates Abandon Non-Mobile Apply Processes, March 2013

October 2, 2013 at 9:16 am Leave a comment

Military Hiring Benefits Veterans and Organizations

Beginning my recruiting career in the military, the experience and skills I gained there have continued to assist me throughout my recruitment process outsourcing (RPO) career. During my six-year military tenure, I worked on the HR side of operations— three of those years in recruiting. Based on my time in the military and civilian recruiting, I can see extraordinary benefits for companies interested in recruiting veterans.

While not a military recruiter in the traditional sense, I was responsible for working overseas and recruiting local residents to work on American bases. These local-nationals were typically government employees brought onto the base to work and to help maintain positive relationships with the surrounding areas. To recruit these individuals, I had to develop a strong sense of who could work well cross-culturally and in a military environment.

Upon transitioning out of military life, I joined Selective Staffing, the RPO company that was the predecessor to The RightThing. As a result of the strong recruiting and HR skills I developed through military work, I was able to assist the organization and its clients in identifying top talent across multiple industries. My experience with following military guidelines and compliance requirements, as well as working with diversity initiatives, contributed to my success in civilian recruiting work.

Why Hire Military Veterans?

There are many reasons that organizations should look at developing a targeted veteran hiring program – my own experience is one example, but there are countless other reasons veteran hiring is a good option for companies. For starters, military veterans come from a background that instills a solid sense of work ethic that will remain part of their character as they transition into civilian life.

Additionally, military work gives people a well-rounded outlook on business life. Military life can be seen as rigid and robotic, but service members are trained to be very self-sufficient, learn strong teamwork skills, and take accountability for a lot of responsibility all at once. It’s crucial for military members to be able to juggle various types of work, maintain training outcomes, and easily assess the big picture under high pressure – all characteristics that are invaluable in civilian working life.

Military service creates workers with a strong sense of pride in their work – veterans are comfortable working hard, long hours, and ensuring that the work that gets done is done well. Military work also enables veterans to leave with a good sense of when it’s imperative to take a leadership role, and when it’s time to follow the directions that were given. In a time when employers are scrambling to find experienced talent, military veterans offer a strong pool of candidates with prior and proven experience.

The saying “Look, Think, Act like a solider” is a motto used to help guide service members even through times when they’re not sure what to do. The phrase assists members of the military in building a high level of professionalism in any situation, a mode of working that helps reduce stress and improve outcomes. This attitude easily transitions into civilian life, where veterans are easily able to adopt a culturally-appropriate professionalism. Military veterans know well that you’re never off-duty in how you represent an employer, which is a beneficial quality in today’s interconnected social world.

Veterans offer pride in and respect for the work they do, bring strong leadership and teamwork to a company, and bring numerous unique skills to the table. Recruiting and hiring veterans is not only a sound diversity hiring option that will improve employer brand, it also provides employers with numerous business benefits.

August 28, 2013 at 9:02 am Leave a comment

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