Daily Top 5 Global HR News – 17 October 2017
We bring together from ICube Research and published news, a summary of 5 items that are contemporary. The news is curated from more than 50 HR related websites across more than 15 countries including Singapore, USA, UK, Canada, Australia, India, Malaysia and Kenya, among others.
The Daily Digest covers the Global view of latest people practices and technology developments amongst other areas.
1. How to get Wall Street recruiters to respond to you
Sometimes you hit send on an email or leave a voicemail and it’s as if your message entered a black hole, especially when dealing with Wall Street recruiters. They tend to be busy, and they are often only searching for a few specific skills sets or types of experience at any given time based on their clients’ current wants and needs. Still, there are certain tactics you can use to improve the likelihood that they’ll call or email you back, even if you’re not a perfect fit.
Here are some tips from Wall Street recruiters on getting them to respond – and avoid annoying them – when you’re reaching out via phone, email or social media.
Get in touch with the right people
You have to do research to make sure that the recruiter’s areas of focus are the right fit for you and your past experience, rather than randomly picking recruiters and trying to get in their face.
“Recruiters focus on specific areas, so don’t ask ‘Why isn’t that person paying attention to me?’ – they’re not being rude; it just may not be a fit, so educate yourself on the recruiter you’re going after and trying to get in touch with,” says Jeanne Branthover, a managing partner at recruitment firm DHR International. “Their background is going to be clearly advertised.
“Once you do that homework, you’ll figure out the recruiters who are a fit for your background and have a better idea of how to get in front of them,” she says.
The bottom line: Contact Wall Street recruiters who recruit for your skill set.
“Do research ahead of contacting recruiters to ensure we recruit for what you do,” says Anne Crowley, a managing director at recruitment firm Jay Gaines & Co. “You’ll have much higher odds of getting a call or email back if our searches align with your talents, industry and interests.”
Keep it concise and polite
Be brief and be clear when reaching out to recruiters.
“If writing, make it a short and to-the-point email or social-media message – if calling state what you are seeking, and don’t get frustrated or testy if we can’t help,” Crowley says. “We have feelings too and remember rudeness and note it in our databases to not contact you in the future when we may have a good opportunity you might be interested in.
“Don’t send out those generic form letters that start: ‘Are you looking for someone who…,” she says. “We never finish reading those because they never yield anyone for our searches.”
Be politely persistent via the recruiter’s preferred communication channel
Some recruiters hate email in general and rarely read unsolicited messages from candidates. Others hate voicemail and only check it infrequently. Still others haven’t embraced social media and are not accustomed to using it as a communication channel. That said, all of them use all three to a certain extent. The key is to figure out which one is their preference for communicating.
“Candidates should be politely persistent using multiple channels – social media, email and phone,” Branthover says. “That will catch the attention of the recruiter, and [in the case of social media], look for connections in common to see if someone will refer you or introduce you.
“If someone knows a way that to contact me that is creative, that’s fine, but people who cold-call my cell phone, especially late at night – I don’t love that,” she says. “First reach out via social media, then send a resume via email, then call.
“If you leave a voicemail saying, ‘I reached out via LinkedIn and email, and I wanted to make sure you got my resume,’ I’ll think, ‘Let me check.’”
Try to contact Wall Street recruiters first through social media, sending a request to connect with them, and then send a short email asking to schedule a brief conversation.
“This will appear in our inboxes and get our attention faster than a random email,” Crowley says. “See if you have anyone in common, either through LinkedIn – a first-level connection you may have in common – or someone we’ve already been in contact with as a candidate or current or previous client who can make an introduction or be a positive reference check.”
It’s all about your resume
The resumes that prompt recruiters to go further in their communication are typically well-organized and show that the sender has thought through the important skills and attributes that will interest an employer. Make sure yours includes the right keywords – without going overboard.
“We tend to dislike long summaries of skills at the beginning of the resume – they can be easily ‘spun,’” says Robin Judson, the founder of recruitment firm Robin Judson Partners. “I will not respond to skills-based resumes that do not outline career progression and responsibility from one role to the next.
“The resumes that grab my attention show job listed in reverse chronological order with the dates right or left justified,” she says. “The best resumes have bullet points or short description of skills and achievements – that makes it easy for me to determine if someone is a potential fit for our practice.
“A very brief cover note describing what a candidate is looking for in their next role is helpful.”
Follow up without coming off as desperate
After applying for a job or completing a job interview, you have to stay on Wall Street recruiters’, HR executives’ and hiring managers’ radar screen without coming off as desperate.
“People who are looking for jobs have to be very careful that they don’t act unprofessionally, sound desperate or do things that aren’t professional,” Branthover says. “As a job-seeker, you have to say to yourself, ‘Where is the line that I should draw that will turn off a recruiter?
“How often should I call? How soon should I follow up? What should that I do so that I’m on their radar but not in their face in a negative way?”
2. Nonprofits Should Emulate Corporate Recruiting to Compete for Talent
Nonprofit employers are hiring more aggressively this year than their for-profit counterparts, maintaining a trend from the last several years, although that gap is narrowing, according to new research.
The 2017 Nonprofit Employment Practices Survey, conducted by Nonprofit HR, a Washington, D.C.-based HR consulting firm that works with the nonprofit sector, found that half of 420 nonprofits in the U.S. and Canada anticipated increasing staff levels in 2017.
However, the percentage of nonprofits that planned to hire shrunk 7 percentage points between 2016 and 2017. At the same time, the corporate hiring outlook is the best it has been in a decade, with 40 percent of for-profit companies saying that they planned to hire in 2017, up four percentage points from 2016, according to CareerBuilder’s annual jobs forecast.
Part of the reason for the narrowing gap is the growth of corporate social responsibility initiatives and companies marketing themselves as being purpose-driven, which research shows appeals to Millennials and members of Generation Z eager to contribute to companies with a positive mission and vision, according to Nonprofit HR.
“With social enterprises and purpose-driven businesses experiencing tremendous growth, it is only going to get more difficult for nonprofits to attract and retain the top performers they need to advance their missions,” said Lisa Brown Alexander, president and CEO of Nonprofit HR. “The results of this year’s survey clearly illustrate the need for nonprofits to prioritize their people, and the talent and culture strategies that support them.”
Today’s workers want to see that they are having a meaningful impact on the world, said Paul D’Arcy, senior vice president at job search engine Indeed. “For this reason, we’ve seen a growing interest in not-for-profit work and many businesses increasingly emphasizing the social purpose of their mission.”
Addressing urgent housing needs is the driving force behind attracting top-notch talent to Habitat for Humanity International, the top-rated nonprofit from 2015-17, according to Indeed’s company reviews database. Headquartered in Atlanta and Americus, Ga., the global nonprofit operates in more than 1,300 communities across the United States and in more than 70 countries.
“We take pride in being inclusive and mission-driven,” said Jonathan Reckford, CEO of Habitat for Humanity International. “Our work simply would not be possible without the thousands of staff and volunteers in the United States and around the world who are bound together by a common sense of purpose.”
But that purpose-driven message may be getting lost for many nonprofits in a competitive recruiting landscape where more employers are branding themselves with that mantle, while nonprofits are failing to keep up with talent acquisition best practices, according to the report.
Sixty-four percent of nonprofits do not have a formal recruitment strategy, and 70 percent reported that they have no formal recruitment budget. A whopping 81 percent have no formal retention strategy. About 70 percent have not developed an employment brand, despite the important role branding plays in attracting top talent. Only 33 percent of nonprofits said they use an applicant tracking system or candidate relationship management platform, tools that can make recruiting more efficient and improve the candidate experience.
Onboarding is a bright spot, however, with 63 percent of nonprofits saying they have a formal onboarding process and 31 percent reporting that they use an informal process.
Invest in Your Recruitment Function
Over one-quarter of nonprofits cite an inability to hire qualified staff within a limited budget as their top staffing challenge. This was the most commonly cited top challenge among nonprofits surveyed.
“If your nonprofit hopes to keep up with increasing competition for talent, you must make the appropriate financial resources available to support your people,” Alexander said.
She advised HR to develop talent acquisition and retention strategies that align with the organization’s strategic plan and to advocate for an increased investment in recruiting.
“Less than 1 percent of nonprofit funding has historically gone toward supporting talent,” she said. “Show your leadership, board and funders these data and discuss what you can do together to begin to drive change.”
Jason Walker, the director of talent acquisition at Habitat for Humanity International, said that a winning workplace culture requires a well-structured, strategic hiring plan. “In support of our mission, we act intentionally to attract talent that has both the values and skills to expand Habitat’s impact and the way we address housing needs,” he said. “It would be impossible to build such a workforce if we didn’t invest appropriately in the latest sourcing technology and seasoned recruiters. Our HR division has an annual recruitment budget and a talent acquisition department to carry out recruitment campaigns at the domestic U.S. and international levels, using sourcing technology and trained recruiters.”
3. UK struggling to meet increasing challenges of paying gig-economy workers
Cloud Could Hold Key to Transforming How Organizations Pay Workers as Work Practices Change
UK organisations are struggling to meet the challenges of paying gig economy workers, according to new research out today from ROC Consulting, the global consultancy dedicated to digital Human Capital Management (HCM). Just over half (56 per cent) of UK private sector decision makers and little more than a third (39 per cent) of their public-sector equivalents believe their payroll can meet the challenges, despite 74 per cent agreeing that changing staffing models require new ways of paying workers.
With the ONS revealing that self-employment rose 22% from 2008 to 2015, and currently accounts for 15% of the UK workforce, the results suggest that traditional payroll systems are not being used effectively to help secure the best short-term talent.
Commenting on the findings, Sunny Patel, Cloud Practice Head at ROC said, “Contractors and freelancers and millennials who are all forcing new working practices allow organisations to access rapid, short term expertise and support, but it’s only one way the world of work is changing. What’s clear is that traditional IT approaches lack the speed, flexibility and intelligence to support these new approaches – if they don’t change employers will find themselves missing out on top talent.”
Fifty six per cent of IT and Finance decision makers agree they need to find better ways to pay quickly, but cut offs and systems mean that 59 per cent are unable to pay a new starter until a new payroll cycle has started. When the majority (78 per cent) still pay monthly, and 60 per cent would not consider paying daily, new workers could wait for up to six weeks before receiving payment.
Issues of having to increase resource, lack of faith in current technology and systems not coping were some of the barriers holding businesses back from making the changes they needed to, such as paying more frequently or faster, while at the same time almost 75 per cent said they wanted to reduce the cost of running payroll or make it more efficient. Cloud could be the answer – 61 per cent of respondent choose flexibility as the number one reason for switching to the cloud, while 41 per cent believe cloud could help reduce payroll reconciliation cycles, a key factor in delaying payments, and accuracy of payment through enhanced analytics.
Jerry Chilvers, CEO at ROC, a Zalaris company, said “In order to thrive, organisations are becoming more digital, across the length and breadth of their operations. Payroll is no different, and it needs to evolve to support new working styles and practices, whether that’s paying new starters faster or adapting to increasing numbers of contractors and freelancers in the business. It needs to be flexible, fast and cost-effective, and in finding the right platform for it, businesses can overcome the barriers of rigid systems and unlock the strategic contribution adaptable payroll cut-off dates can provide.
Removing barriers was another appeal of cloud computing – 64 per cent of respondents thought that moving payroll to the cloud would reduce resource requirements, overcoming a significant hurdle, with 25 per cent believing those reductions could total up to a quarter.
“Cloud computing is a proven technology that’s no longer a mystical IT term – business leaders understand the potential it offers them as a platform from which to secure greater value from mission critical applications like payroll. The technology, the services and the consultancy available to support its deployment is more mature,” continued Patel. “With forty-two per cent of decision makers expecting to move their payroll system to the cloud in the near future, organisations are going to be in a position to be more flexible to different payroll cycles and models.”
Moving payroll to the cloud has started for many, according to respondents – just under half (48 per cent) had already migrated payroll to a cloud environment. However, Hans-Petter Mellerud of Zalaris questioned whether these environments were truly cloud. “We see a number of organisations that believe they have cloud-based applications, when actually it’s hosted by a service provider offsite. While this removes some of the demands on the in-house team, businesses are less likely to receive the flexibility and speed they need than if they had moved to a true cloud environment, whether onsite or managed.”
London-based businesses felt they were better prepared for the gig economy (65 per cent) versus the UK as a whole (50 per cent), and more likely to pay daily (64 per cent against 39 per cent).
On September 25 2017, ROC was acquired by Zalaris ASA (OSE: ZAL). The deal unites two complementary SAP Human Capital Management (HCM) and SuccessFactors partners to meet the fast-growing demand for HCM advisory, payroll and cloud-based services across the Nordics, Baltics, Poland, UK, Germany, Austria, Switzerland, Spain and India.
4. Social media plays pivotal role in recruitment, brand building
USD’s athletic teams all utilize social media as a means of recruitment and building a personal brand.
“We instruct our players in August with a presentation done by Northwest Mutual called ‘Build Your Brand,’” said Kayla Tetschlag, assistant women’s basketball coach. “It’s about how your presence on social media actually produces your own personal brand, and you want to make sure that future employers will see what they want to see.”
Behind the brand
“We tell the girls that they need to focus on how they want to convey themselves,” said Michael Runde, volleyball associate head coach. “You represent your team and our university. Don’t do stuff to negatively impact yourself now, or in the future.”
Because USD isn’t as large as other schools such as University of Iowa or Iowa State University, Felts said it’s even more important to put an emphasis on USD’s brand.
“We want to spread the South Dakota brand,” said Colby Felts, the offensive quality control position on the football staff. “We want our name out there for recruits to see the brand.”
Along with building their brand, each team at USD uses different techniques to create effective social media usage for its specific audience.
“We have three main groups that our social media pages are directed towards. Recruits, parents of recruits and alumni. About 10 percent of (social media posts) are directed at the team,” said Lucky Huber, head of men and women’s track and field program.
Team takeovers on Twitter
The volleyball team puts the highest emphasis on generating media for recruits, Runde said.
“When something good happens, I get it out there,” Runde said. “I want to highlight good things, and give recruits a chance to see the outside stuff on the team through playertakeovers on Snapchat or Instagram. We want to show the interaction between players and behind the scenes stuff.”
Coaches also generate excitement about the daily work put in by student-athletes.
“We like to tweet about fun workouts, even about the Friday morning grind when we are up early and working out hard,” said Jason Mahowald, head coach of men’s and women’s swimming and diving teams.
Not only do coaches want to build a brand, but they want to get the brand out to as many people as possible.
“It is a way for us to stay in front of recruits without being overdone,” said Rick Karius, director of operations for men’s basketball. “They are going through their normal day and we pop into it without being overbearing. It adds another level to recruitment.”
Role in recruitment relationships
Coaches want to get their information in front of recruits, and vice versa.
“We look at recruits’ social media,” Karius said. “We like to figure out what their favorite NBA player is and who else they follow. You can learn a lot about a kid’s favorite things just by looking at their social media.”
Not all social media usage builds good branding or relationships with potential recruits.
“We vent their social media accounts,” Mahowald said. “Some stuff has popped up and we have decided not to offer that sport to the person. It usually just solidifies red flags already spotted in a kid. It’s usually just confirmation.”
This process of building a relationship over phone calls, social media and in-person communication doesn’t stop once the recruit walks on campus, Felts said.
“We follow all of our recruits on social media,” Felts said. “We are constantly evaluating them, from the second we start thinking about recruiting them to the time that they graduate.”
Coaches try to cultivate an atmosphere of positive tweets sent out by all athletes. Many coaches don’t have hard and fast rules, but guidelines to help student-athletes stop and think, Huber said.
“We use the ‘grandma rule’ — if you wouldn’t want your grandma to see it, then don’t tweet it,” Huber said.
Dufoe is a thrower track and field team. Lucky Huber, head of men and women’s track and field program, was interviewed by another reporter.
5. Four ways to use social media to help your recruitment process
Social media has become an extremely valuable resource in the recruitment process, enabling companies to reach target audiences directly. What’s more, there are a variety of ways companies can utilise social media to their advantage when hiring: from promoting a positive employer brand and encouraging desirable candidates to apply for positions, to advertising vacancies and expanding their network of potential recruits. Below, we explore some of these in more detail so you can use them to aid your recruitment process.
Boost your brand
It goes without saying that employers need to promote a positive image of their company through social media. After-all, potential candidates will have access to a whole host of information through the likes of Wikipedia, Twitter, LinkedIn and Facebook, enabling them to make judgments based on a company’s suitability. Therefore, closely managing your company social media accounts to ensure your brand is coming across positively is vital.
This can be anything from ensuring you’re sharing interesting content on Twitter and LinkedIn, to monitoring customer feedback. For example, Facebook allows users to rate and comment on company pages and any negative posts could ring alarm bells for potential candidates. So, as long as you address any potential issues from customers, you’ll be able to present your company positively on these platforms.
Advertise your roles
Companies can also use social networks as a method of advertising vacancies. Twitter is a great example of how micro-blogging can be used to promote vacancies via hashtags, exposing certain topics and ideas to reach more users, and potential candidates may also find vacancies by scrolling through their news feed. What’s more, many job boards like CV-Library will have plug-ins that enable you to automatically post your roles on Twitter, LinkedIn and Facebook.
Reach a wider network
It’s important to note that this activity is not limited to a company’s own social media accounts and employees can also be encouraged to share vacancies on their personal social media. Doing so will present the company in a positive light, especially if current employees are seen to be recommending working there. Furthermore, encouraging employees to reach out to their personal network means a wider range of individuals will be exposed to your business. Offering incentives in the form of referral schemes can go some way to encouraging staff to share vacancies.
Screen potential candidates
And finally, any successful recruiter would not be able to live without social media when it comes to screening potential candidates. While this method should always be used carefully, to ensure you’re not discriminating against individuals, it can prove to be a useful source of information. Employers can search candidates’ names on websites such as Facebook to see if the candidate would be a suitable fit for the company. This search may flag up a reason to not employ a certain candidate or may highlight how the candidate’s personal traits may fit in well with the company.
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(The articles above have been curated from various sources but not been edited by ICube staff)
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