Staffing agencies meant to improve every day according to the demands of the industries as well as finding the right candidates for new technological skills. A good staffing agency always delivers more than what an agency can ask for. The utilization of staffing firms is on the rise as there are new businesses popping up every day, and they require a talented workforce to build their businesses. These tips can prove to be beneficial for the success of a staffing company.
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While we’ve been sitting in our own little industry closet talking to ourselves about video resumes, the legal community has been doing the same. And (surprise), their opinion of it isn’t quite so favorable. Once again not understanding how recruiters find candidates these days and not distinguishing between video resumes and video interviews, they’ve essentially told companies to close their eyes and not watch videos of candidates at all. From a recent National Law Journal: If a video résumé comes across your computer, hit the delete button. That’s the advice labor and employment attorneys are giving employers and human resources professionals about video résumés, the latest job-searching trend that has employers nationwide both intrigued — and scratching their heads. But lawyers are warning employers that video résumés can open a slew of discrimination claims. “Just don’t even deal with them,” said Dennis Brown, an attorney in the San Jose, Calif., office of Littler Mendelson whose firm recently advised employers about the dangers of video résumés at a seminar. “My advice to my clients who have asked me about video résumés — and I have had a lot of clients ask lately — is do not accept, do not review video résumés.” Brown’s main concern with video résumés is that they reveal information about a person’s race, sex, disability, age — all details that could wind up in a discrimination lawsuit. He believes that employers should stick to the old-fashioned paper résumés and avoid the potential legal hassles of video résumés, which he called “an outgrowth of the reality television craze.” The legal community really hasn’t done their due diligence here. First off, you can’t hit the delete button on a website… because there isn’t one. Because of YouTube’s and other sites’ embedded video technologies, videos will soon become indistinguishable from the sites themselves, making video resume content nearly impossible to avoid. In addition, you might as well insert the phrase “in-person interview” into the last paragraph above, i.e. “Brown’s main concern about (in-person interviews) are that they reveal information about a person’s race, sex, disability, age — all details that could wind up in a discrimination lawsuit.” Perhaps employers should stick to phone interviews and avoid the legal hassles of meeting someone in person? Rather than try to understand the ways that video resumes and interviews can be used for good, the legal beagles seem to want to spread fear among their customers that it’s going to cause a new wave of discrimination and lawsuits.
The last month has been an interesting time for me. As I mentioned in a previous post, a friend and I recently soft launched a seasoning product called Bacon Salt to family and friends. We intended it to be a fun side project driven by our love of all things bacon. Here’s what’s happened since: We’ve been deluged by orders (now over 2,500 of them for a total of 10,000 bottles sold) from all over the world (18 countries and counting). Word is still spreading. To date, we’ve gotten RAVE reviews from our initial customers which was an important market potential litmus test for us and a lot of word of mouth and blog posts (over 80,000 Google references to “bacon salt” and counting). BBQ forums, college football and basketball forums and even very unrelated ones like a Subaru owners forum, a site called The Straight Dope and a surfboarding forum have been helping us spread the word, just to name a few. There’s even a Bacon Salt Society in Charlotte, NC. More recently, we were featured in The Dalles Chronicle in Oregon, which was then picked up in the Culinary Institute of America’s newsletter, which has now led to another deluge, this time from chefs that are interested in incorporating the seasonings into their menus. In short, some really big opportunities. Yesterday, we made the front page of MSN.com under popular searches/hot topics. Another big deluge of orders. Big brokers and distributors – the people who take products to market in the food industry and who previously wouldn’t return our phone calls – are starting to call and email us asking for samples and conversations. When you have a good product, there’s a really short window to capitalize on buzz and get it out in stores before someone else comes in and tries to steal your thunder. Given the size of these opportunities, I’ve made a decision to step out of the recruiting world for a few months to give it a go – which has led to some funny and very ironic conversations recently (imagine saying to a Fortune 500 company, “I can’t take this recruitment technology consulting assignment because I invented Bacon Salt.” with a straight face). So… I’ll be off the grid for a few months at least, maybe more depending on how the next quarter goes. I’ll check in periodically, and will try to post some entrepreneurial notes and updates on this blog every once in awhile that are relevant to the recruiting industry (at this point all I can say is Craig’s List rocks for small businesses, my cost per hire so far is less than $25 and my quality of hire is stupendous). There’s definitely a chance that I could fail spectacularly in this new venture and come right back to the recruiting industry in 3 months. Or, as Hank Stringer has suggested to me when he tried Bacon Salt, I’ll end up being a food magnate. If you see Bacon Salt in a store near you, you’ll know it was the latter. Wishing you all luck in your endeavors, and keep your fingers crossed!
The challenge with the recruiting blogosphere for many is just keeping track of the sheer number of voices that exist within it. Many people just end up reading one or two of their favorite blogs and periodically link to interesting blog posts referenced elsewhere; some use a blog aggregator or feed; others ignore the blogosphere altogether. I’m somewhere in the middle – trying to contribute but not trying to get sucked in too deep. So why are there so many recruiting blogs? I think I have a possible answer (perhaps not the only answer, but it’s a working theory). It goes like this: Recruiters know the hiring process better than anyone. Recruiters know that publishing interesting content helps them get found by employers, helps add context to their resumes and provides interesting fodder for discussion during an interview. Recruiters know that blogs help them connect with other people with similar interests that can help them find gigs down the road. In short, I think that so many recruiters blog because they know that it helps them get jobs. Granted, some of the more inflammatory blogs actually might hurt peoples’ chances of finding work at certain companies – not to pick on anyone, but The Recruiting Animal comes to mind, although it could be argued that even the Animal gets some gigs or splits out of his efforts. Or maybe he’s just completely insane… who knows? I believe this is a case of recruiters knowing their domain better than the rest of the general public, who may eventually catch on and start building more of their own blogs in other industries (lawyers, for example, already have a significant base of bloggers). What do you think?
Authoria, Vurv, Taleo, Kenexa, SuccessFactors and others think it starts in talent management departments – which, for the most part, don’t exist – that want to create repeatable processes around attracting and retaining top performing talent while reducing turnover. HRIS vendors like Oracle, SAP and Lawson think performance management is a general HR, organizational development or even an IT project designed to make more equitable decisions about who to promote. Salary.com thinks it’s the compensation analysts that want to create a performance-driven compensation culture. Meanwhile, lots of companies are buying talent management suites with performance management capabilities, but not a lot of them addressing the people and process components that will drive maximum value from the technology. Can anyone make sense of all of this? Dubs? Jeff? Bueller?
Twice in the last two weeks, on two separate occasions, I heard the following from directors of staffing: “I’ve sat in a few conferences about recruiting technology, and no one is happy with their ATS.” I’m here to tell you why this is. I actually was at one of these conferences a couple of years ago, where everyone went around the room and complained that their ATSes weren’t working the way they wanted it to. What’s funny is that I knew which systems each company in the room used and how severe their problems were from a management, a recruiter/hiring manager user and candidate perspective because I had worked closely with each of them. Even though they said the same exact thing – “I hate my ATS” – their problems were actually much different and on a very big range of scales. The range of problems included: Company 1: “Feature-creep,” or the company requiring so much of a system in their RFP that one that met their requirements just didn’t exist. This tends to happen in a lot of tech companies. The end result: a custom system built by a company with little to no knowledge of the ATS market that didn’t do 1/10th of what the off-the-shelf systems that others in the room used, and a lot of the basic functions (resume search, reporting) just plain didn’t work. Company 2: Misaligned expectations about what the off-the-shelf system actually did. Company 3: Recruiters had never embraced or adopted the system because they never went through proper change management processes – recruiters are people too, and people just don’t want to change their behavior if they can avoid it – leaving 90% of the system untouched and unused. Company 4: There was no actual plan or strategy in place to realize the value that had been promised by the ATS vendor in the sales pitch. Company 5: There were technical problems on the vendor side, but they didn’t come close to comparing in scale or scope to the first problem. Company 6: Implemented their stripped down HRIS’s ATS module (what I like to call the red-headed stepchild module), and were left unable to automate or scale critical staffing processes (like employee referral submissions) I suggest that you cover your ears the next time you get in one of these discussions – or at least take everything with a large grain of salt. Compared to the other companies, the Company 1 had the most severe problems. Yet the fact that other companies were not pleased with their systems left them feeling like there “was no silver bullet” or anything that could solve their problems, when in reality, the majority of their problems were solvable. Selecting an Applicant Tracking System is a big decision with many pitfalls. I do recommend benchmarking with other employers, but at the end of the day, the fact that someone else is not happy has no bearing on whether you need to move quickly and decisively to solve your own (sometimes much bigger) business problems. You also don’t have to settle on something vanilla or mediocre in an attempt to make it fool-proof – you’ll quickly learn that nothing in the technology world is. With the right technologies, processes and people (and not necessarily in that order) in place, a significant competitive advantage for talent can be realized.