Online Technologies and Their Impact on Recruitment Strategies: Using Social Networking Websites To Attract Talent

Size: px
Start display at page:

Download "Online Technologies and Their Impact on Recruitment Strategies: Using Social Networking Websites To Attract Talent"

Transcription

1 Online Technologies and Their Impact on Recruitment Strategies: Using Social Networking Websites To Attract Talent

2 Introduction Building relationships and networking has always been one of the best ways for staffing professionals to source job candidates and for job seekers to find jobs. The technological frenzy of the 21 st century is having a profound impact on recruiting strategies, whilst still allowing the human element of relationships to remain at the core. This survey investigated how staffing professionals are using online technologies, specifically social networking sites, for recruitment and screening of job candidates. Social networking sites provide a unique method of allowing staffing professionals to source, contact and screen both active and passive job candidates. 2

3 Figure 1: Recruiting Sources Primarily Used When Recruiting Job Candidates n=571 National online job boards (e.g. careerbuilder.com, hotjobs.com etc.) Employee referrals Career section of organization's website Internal job postings Industry-specific/ niche online job boards Print advertising Job fairs On-campus college recruiting Regional online job boards Direct hire agencies/ search firms (excluding temp agencies) Informal networking Temporary agencies Social networking sites (Facebook, M yspace, Friendster) Online campus recruiting Trade publications (print & online) Open house events Research/ sourcing firms TV advertising Radio advertising Other 16% 13% 12% 8% 8% 5% 5% 3% 3% 3% 2% 1% 1% 1% 0% 0% 3% 35% 43% 48% 0% 10% 20% 30% 40% 50% 60% Note: Percentages do not total 100% because multiple response options were used. Respondents were asked to select their top three primary recruiting sources. National online job boards, employee referrals and the career section of an organization s website, are the primary sources used for recruiting. 3

4 Table 1: Influences on a Hiring Decision From Information Implicitly or Explicitly Found on an Applicant's Social Networking Profile Would be much less likely to hire Would be somewhat less likely to hire Would be neither more likely nor less likely to hire Would be somewhat more likely to hire Unusual hobbies (n=43) 2% 5% 93% 0% 0% Information or pictures concerning romantic exploits (n=42) Involvement in volunteer or civic groups (n=44) Revealing private or confidential information about former or current employers (n=44) Personal views, values, and/ or morals contradictory to your own organization (n=44) Involvement in professional societies or organizations (n=44) Information on the applicant s profile page contradicts that provided on the applicant s resume, cover letter, or CV (n=44) 26% 21% 52% 0% 0% 0% 2% 36% 52% 9% 52% 41% 7% 0% 0% 11% 43% 43% 2% 0% 2% 0% 30% 59% 9% 52% 41% 2% 5% 0% Would be much more likely to hire Note: Percentages may not total 100% due to rounding. A subset of participants were surveyed. Those who don t currently use social networking sites to screen job applicants were excluded. 4

5 Table 1: Influences on a Hiring Decision From Information Implicitly or Explicitly Found on an Applicant's Social Networking Profile (continued) Information on the applicant s profile page supports that provided on the applicant s resume, cover letter, or CV (n=44) Slanderous or otherwise negative discussion of former or current employers (n=44) Negative or slanderous discussion of the applicant s friends, peers, or coworkers (former or current) (n=44) Would be much less likely to hire Would be somewhat less likely to hire Would be neither more likely nor less likely to hire Would be somewhat more likely to hire 0% 5% 34% 46% 16% 43% 50% 5% 2% 0% 41% 46% 11% 2% 0% Excessive alcohol use (n=44) 41% 39% 21% 0% 0% Personal views, values, and/ or morals similar to your own organization (n=43) 2% 5% 51% 37% 5% Illegal drug use (n=44) 80% 18% 2% 0% 0% Positive or complimentary discussion of former employers (n=44) 0% 7% 55% 30% 9% Would be much more likely to hire Note: Percentages may not total 100% due to rounding. A subset of participants were surveyed. Those who don t currently use social networking sites to screen job applicants were excluded. Negative information has a greater influence on hiring decisions, than positive information. 5

6 Figure 2: Usage of Social Networking Sites as an HR Tool 90% 80% 79% 70% 60% 56% 50% 40% 30% 20% 10% 0% 18% 13% 12% 9% 7% 4% 2% 0% Always Frequently Occasionally Seldom Never 2006 (n=297) 2008 (n=529) Social networking sites are being used more frequently now as an HR tool, than they were two years ago. 6

7 Figure 3: Usage of Online Search Engines as an HR Tool 30% 26% 29% 27% 21% 22% 23% 20% 16% 13% 12% 10% 10% 0% Always Frequently Occasionally Seldom Never Note: Percentages may not total 100% due to rounding (n=297) 2008 (n=533) Online search engines are being used more frequently now as an HR tool, than they were two years ago. 7

8 Figure 4: Average Number of Hours Spent per Week on Social Networking Sites Related to Recruiting and Screening Applicants 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 49% 51% 28% 24% 13% 10% 5% 6% 2% 3% 3% 3% 3% over 41 Number of Hours Recruiting Applicants (n=94) Screening Applicants (n=39) Note: Percentages may not total 100% due to rounding. A subset of participants were surveyed. Those who don t currently use social networking sites to screen or recruit job applicants were excluded. A few hours a week are spent recruiting and screening applicants on social networking sites. 8

9 Figure 5: Usage and Intention of Using Online Search Engines and Social Networking Sites to Screen Job Applicants at Any Point in the Hiring Process 80% 70% 67% 60% 53% 50% 40% 34% 30% 20% 10% 9% 18% 4% 2% 13% 0% No, we have never and do not plan to No, we have never, but plan to Yes, we did previously, but do not plan to again Yes, we currently use this online tool to screen applicants Online Search Engines (n=381) Social Networking Sites (n=388) Most organizations do not use online search engines and social networking sites to screen applicants. 9

10 Figure 6: Usage and Intention of Using Social Networking Sites to Recruit or Contact Potential Job Applicants n=371 No, we have never and do not plan to in the future 45% Yes, we currently use these sites to recruit/ attract potential applicants 34% No, we have never, but plan to in the future 19% Yes, we did previously, but do not plan to again in the future 3% 0% 10% 20% 30% 40% 50% Note: Percentages may not total 100% due to rounding. A subset of participants were surveyed. Those who don t currently use social networking sites to recruit job applicants were excluded. Close to one-half of organizations do not use social networking sites to recruit/contact applicants. 10

11 Figure 7: Methods Used on Social Networking Sites to Recruit or Contact Potential Applicants n=103 Search for passive recruits or applicants by using the social netw orking w ebsite's search feature 53% Both create a group or page w ith information about your organization and search for passive applicants using the social netw orking w ebsite's search feature 24% Create a group or page for your organization to post information and career opportunities 16% Other 7% 0% 10% 20% 30% 40% 50% 60% Note: A subset of participants were surveyed. Those who don t currently use social networking sites to recruit job applicants were excluded. For recruiting/contacting potential applicants, social networking sites are primarily used to search for passive applicants. 11

12 Figure 8: Points in the Hiring Process Where Social Networking Sites are Used to Screen Applicants Prior to actually contacting the applicant for the first time n=51 47% After initially contacting the applicant, but before offering a formal interview to the applicant 41% After offering a formal interview, but prior to extending an offer for employment to the applicant 37% After extending an offer for employment to the applicant 8% Other 6% 0% 10% 20% 30% 40% 50% Note: Percentages may not total 100% due to rounding. A subset of participants were surveyed. Those who don t currently use social networking sites to screen job applicants were excluded. Social networking sites are mainly used prior to contacting the applicant for the first time, prior to an interview and before extending a formal offer to the applicant. 12

13 Figure 9: Existence of a Formal Policy for Using Social Networking Sites to Screen Applicants n=471 No, there is no formal or informal policy at all with regards to use of these sites 72% No, there is no formal policy but there is an informal policy against use of these sites No, there is no formal policy but there is an informal policy allowing use of these sites 10% 13% Yes, formal policy against use of these sites 3% Yes, formal policy allowing use of these sites 2% 0% 10% 20% 30% 40% 50% 60% 70% 80% Most organizations do not have a formal policy regarding the use of social networking sites for screening applicants. 13

14 Figure 10: Intention to Implement a Formal Policy for Use of Social Networking Sites to Screen Applicants n=208 No, our organization does not have plans to implement a policy 89% Yes, our organization plans to implement a policy within the next 12 months. 11% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Note: A subset of participants were surveyed. Those who have a formal plan regarding the use of social networking sites were excluded. Most organizations don t plan to implement a formal policy for the use of social networking sites for screening applicants. 14

15 Figure 11: Job Levels Social Networking Sites are Used for to Recruit or Contact Potential Applicants n=125 Exempt/ Non-management (e.g., coordinator, specialist) 58% Middle management (e.g., director, manager, supervisor) 54% Non-exempt employees/ Non-management (e.g., assistant, secretary, retail. hospitality, etc.) 32% Executive level (e.g., CEO, CFO) 27% Consultants 15% 0% 10% 20% 30% 40% 50% 60% 70% Note: Percentages may not total 100% because multiple response options were used. A subset of participants were surveyed. Those who don t currently use social networking sites to recruit job applicants were excluded. Social networking sites are primarily used to recruit exempt/nonmanagement and middle management applicants. 15

16 Table 2: Effectiveness of Social Networking Sites for Recruiting Applicants at Each Job Level in the Past 12 Months Non-exempt employees/ Nonmanagement (e.g., assistant, secretary, retail, hospitality, etc.) (n=60) Exempt/ Non-management (e.g., coordinator, specialist) (n=86) Middle management (e.g., director, manager, supervisor) (n=75) Executive level (e.g., CEO, CFO) (n=52) Very ineffective Somewhat ineffective Neither effective nor ineffective Somewhat effective 10% 12% 40% 32% 7% Very effective 4% 11% 26% 49% 12% 4% 9% 23% 44% 20% 12% 14% 29% 31% 15% Note: Percentages may not total 100% because multiple response options were used. A subset of participants were surveyed. Those who don t currently use social networking sites to recruit job applicants were excluded. Social networking sites are effective in recruiting applicants of all job levels, they are most effective for exempt/non-management and middle management positions. 16

17 Figure 12: Why Organizations Use Social Networking Websites to Recruit or Contact Applicants n=125 Able to recruit passive applicants which might not otherwise apply or be contacted by your organization 69% Able to target a specific job level to recruit or contact (i.e., entry level, managers, executives, etc.) Can target applicants with a very specific set of skills To increase employer brand and recognition Able to target a specific geographic region in which to recruit applicants Allows for potential applicants to easily contact your organization about employment Results in more qualified applicants relative to the amount of time and effort invested Able to identify potential applicants in other geographic regions Results in a large quantity of applicants relative to the amount of time and effort invested To create an online community focused on my organization Allows for effective dissemination of job and organization related information 40% 38% 35% 31% 29% 27% 25% 20% 18% 18% Other 3% 0% 10% 20% 30% 40% 50% 60% 70% Note: Percentages may not total 100% because multiple response options were used. A subset of participants were surveyed. Those who don t currently use social networking sites to recruit job applicants were excluded. The number one reason social networking sites are used is to recruit passive applicants who might not otherwise apply or be contacted by an organization. 17

18 Figure 13: Why Organizations Do Not Use Social Networking Websites to Recruit or Contact Applicants n=246 Do not have enough HR staff time to use this recruiting method in addition to others 49% Questions about the veracity of the information contained in these pages 42% Social netw orking sites do not have applicants at the job level which we are targeting Results in less qualified applicants relative to the amount of time and effort invested Results in a smaller quantity of applicants relative to the amount of time and effort invested HR staff does not have the know ledge or skills to recruit using this method 22% 21% 21% 19% Other 15% 0% 10% 20% 30% 40% 50% 60% Note: Percentages do not total 100% because multiple response options were used. A subset of participants were surveyed. Those who currently used social networking sites to recruit job applicants were excluded. Other includes reasons such as IT restrictions on these sites, legal ramifications for using these sites and having not considered using them as an option. Not having enough staff time to recruit via social networking sites and questions about the veracity of the information obtained, prevents organizations from using such sites for recruitment purposes. 18

19 Figure 14: Why Organizations Use Social Networking Websites to Screen Applicants n=51 Takes little time and effort in relation to information gained 51% Able to obtain more information about an applicant than would be provided by just a resume, cover letter, or CV 49% Able to easily verify information from an applicant's resume, cover letter, or CV 26% Able to assess whether the applicant is a good fit with the organization 26% Able to assess the applicant's work related potential or performance 20% Less expensive than other methods of screening applicants 16% Other 16% 0% 10% 20% 30% 40% 50% 60% Note: Percentages may not total 100% because multiple response options were used. A subset of participants were surveyed. Those who don t currently use social networking sites to screen job applicants were excluded. Other includes reasons such as discovering the applicant s character. Social networking sites are used for screening because compared to the information that is gained little time/effort is needed and more information is gained about an applicant than through traditional methods. 19

20 Figure 15: Why Organizations Do Not Use Social Networking Websites to Screen Applicants n=337 Questions about the legality of the process 54% Not able to verify w ith confidence information from an applicant's profile 43% Concerns about unethically invading the privacy of applicants 40% Information about applicants taken from these sites is not relevant to their w ork related potential or performance 36% Information about applicants taken from these sites is not relevant to w hether they w illl be a good fit w ith the organization 26% Takes too much time and effort in relation to information gained. 19% Other 16% Applicants might be less likely to apply if they knew your organization screened applicants in this manner. 9% N/A - Organization does not screen applicants in any manner w hatsoever 4% 0% 10% 20% 30% 40% 50% 60% Note: Percentages do not total 100% because multiple response options were used. A subset of participants were surveyed. Those who currently used social networking sites to screen job applicants were excluded. Questions about the legality of using social networking sites and not being able to verify the information on applicant s profile pages with confidence prevents organizations from using such sites for screening purposes. 20

21 Figure 16: Percentage of Organizations Collecting Data on Quality/Quantity of Candidates Sources Through Various Methods 80% 70% 71% 60% 61% 50% 40% 39% 30% 29% 20% 10% 0% No Number of Qualified Candidates (n=381) Yes Quality of Qualified Candidates (n=372) More organizations track the number of qualified candidates sourced through various methods rather than the quality of qualified candidates. 21

22 Table 3: Comparison in Quality of Applicants Recruited From Social Networking Sites and Other Sources Direct hire agencies/ search firms (excluding temp agencies) (n=75) Much worse Somewhat worse Neither worse nor better Somewhat better Much better 7% 28% 43% 13% 9% Regional online job boards (n=74) 3% 14% 51% 24% 8% Internal job postings (n=82) 9% 26% 44% 20% 2% Radio advertising (n=41) 0% 7% 63% 22% 7% Open house events (n=57) 9% 12% 53% 18% 9% Print advertising (n=72) 4% 15% 36% 24% 21% Industry-specific/ niche online job boards (n=84) 8% 18% 46% 19% 8% Informal networking (n=83) 6% 23% 49% 11% 11% Temporary agencies (n=66) 3% 17% 38% 21% 21% Trade publications (print & online) (n=65) 5% 15% 49% 20% 11% Research/ sourcing firms (n=74) 1% 24% 50% 14% 11% 22

23 Table 3: Comparison in Quality of Applicants Recruited From Social Networking Sites and Other Sources (continued) National online job boards (e.g., careerbuilder.com, hotjobs.com etc.) (n=85) Career section of organization s websites (n=86) Much worse Somewhat worse Neither worse nor better Somewhat better Much better 4% 20% 42% 24% 11% 9% 21% 49% 14% 7% Employee referrals (n=85) 15% 37% 33% 9% 6% Job fairs (n=79) 4% 17% 48% 20% 11% Online college recruiting (n=64) 6% 9% 56% 23% 5% On-campus college recruiting (n=66) 11% 24% 38% 20% 8% TV advertising (n=40) 3% 5% 68% 15% 10% Note: Row percentages may not total 100% due to rounding A subset of participants were surveyed. Those who don t currently use social networking sites to recruit job applicants were excluded. The quality of applicant s recruited from social networking sites is predominantly neither worse nor better than other recruiting methods. 23

24 Figure 17: Do Applicant's Social Networking Site Profiles Provide Important Information About an Applicant's Work Related Potential or Performance? n=402 Strongly disagree 16% Somewhat disagree 24% Neither agree nor disagree 30% Somewhat agree 27% Strongly agree 3% 0% 10% 20% 30% 40% Three out of 10 recruiters agree that examining an applicant s profile can provide important information about their work related potential or performance. 24

25 Figure 18: Do Applicant's Social Networking Site Profiles Provide Important Information About Whether or Not an Applicant is a Good Fit for an Organization? n=400 Strongly disagree 11% Somewhat disagree 19% Neither agree nor disagree 31% Somewhat agree 36% Strongly agree 4% Note: Percentages may not total 100% due to rounding. 0% 10% 20% 30% 40% Four out of 10 recruiters indicate that examining an applicant s profile can provide important information about whether or not an applicant is a good fit for an organization. 25

26 Figure 19: Organizational Industry n=403 Organizational Industry Services (profit) 15% Health 13% Manufacturing (durable goods) 7% Finance 7% Educational services 6% Government 5% Wholesale/retail trade 4% Manufacturing (nondurable goods) 4% Insurance 4% High-tech 4% Construction & mining/oil & gas 3% Transportation 3% Services (nonprofit) 2% Telecommunications 2% Utilities 2% Newspaper publishing/broadcasting 1% Other 18% Note: Percentages do not total 100% because multiple response options were used. Source: SHRM Staffing Research: Online Technologies and Their Impact on Recruitment Strategies (2008, July - September) Several industries were represented, especially services (profit) and health. 26

27 Figure 20: Organizational Sector n=402 Privately owned for profit 41% Publically owned for profit 28% Nonprofit organization 18% Government sector 10% Other 3% 0% 10% 20% 30% 40% 50% Most organizations that participated in the survey were either privately owned for profit or publically owned for profit. 27

28 Figure 21: Organization Staff Size n=386 Large (500 and more employees) 50% Medium ( employees) 30% Small (Fewer than 100 employees) 20% 0% 10% 20% 30% 40% 50% 60% One-half of organizations that participated in the survey had more than 500 employees. 28

29 Methodology In May 2008, SHRM conducted a survey about the use of social networking web sites and recruitment. A sample of 3,000 HR professionals with the job function of recruiting/staffing was randomly selected from the SHRM membership database, which consisted of more than 225,000 members at the time the survey was conducted. Of these, 2,797 s were successfully delivered to the recipients, and 571 HR professionals responded, yielding a response rate of 20% (the number of respondents is indicated by n in figures and tables). 29

Research S O C I E T Y F O R H U M A N R E S O U R C E M A N A G E M E N T. Employee Referral Programs

Research S O C I E T Y F O R H U M A N R E S O U R C E M A N A G E M E N T. Employee Referral Programs Research S O C I E T Y F O R H U M A N R E S O U R C E M A N A G E M E N T Employee Referral Programs SHRM 2001 Employee Referral Program Survey Contents 2 About this Report 3 A Message from Referral Networks,

More information

SHRM Job Satisfaction Series: Job Security Survey. Research SHRM

SHRM Job Satisfaction Series: Job Security Survey. Research SHRM Job Satisfaction Series: Job Security Survey SHRM Job Satisfaction Series: Job Security Survey Evren Esen Survey Program Coordinator SHRM June 2003 This report is published by the Society for Human Resource

More information

2007 Advances in E-Recruiting: Leveraging the.jobs Domain. A Survey Report by the Society for Human Resource Management

2007 Advances in E-Recruiting: Leveraging the.jobs Domain. A Survey Report by the Society for Human Resource Management 2007 Advances in E-Recruiting: Leveraging the.jobs Domain A Survey Report by the Society for Human Resource Management Project Team Project leader: Project contributors: External reviewers: Editor: Design:

More information

2012 SOCIAL RECRUITING SURVEY RESULTS

2012 SOCIAL RECRUITING SURVEY RESULTS 2012 SOCIAL RECRUITING SURVEY RESULTS Widespread acceptance of social recruiting leads to a spike in candidate quantity and quality and an increase in employee referrals, and social knowledge. Social media

More information

Executive Brief: What Factors Influence Cost-per-Hire?

Executive Brief: What Factors Influence Cost-per-Hire? Executive Brief: What Factors Influence Cost-per-Hire? The SHRM Benchmarking Database provides members with more than 400 metrics based on their organization s industry, employee size, geographic region

More information

Fig. 2 - Active Company Presence on Social Media by Industry. % Value. Netherlands, 2014. 89,888,1 88,1 76,7 68,2 69,3 57,4 26,1 0,6 0,6 0 0,6 0,6

Fig. 2 - Active Company Presence on Social Media by Industry. % Value. Netherlands, 2014. 89,888,1 88,1 76,7 68,2 69,3 57,4 26,1 0,6 0,6 0 0,6 0,6 1 in Netherlands. Recruiting is increasingly social and Adecco wants to know how it evolves. An international survey, that involved over 17.000 candidates and 1.502 Human Resources managers between March

More information

in Switzerland. 1 The total values reported in the tables and

in Switzerland. 1 The total values reported in the tables and 1 in Switzerland. Recruiting is increasingly social and Adecco wants to know how it evolves. An international survey, that involved over 17.000 candidates and 1.502 Human Resources managers between March

More information

SHRM Survey Findings: Social Media in the Workplace. November 10 th, 2011

SHRM Survey Findings: Social Media in the Workplace. November 10 th, 2011 SHRM Survey Findings: Social Media in the Workplace November 10 th, 2011 SHRM Survey Findings: Social Media in the Workplace SHRM 2011 Key Findings Are organizations leveraging social media to reach external

More information

WE HELP YOU GROW. Using Social Media as an Effective Recruitment Tool for Nonprofits A Nonprofit HR White Paper. August 1, 2013

WE HELP YOU GROW. Using Social Media as an Effective Recruitment Tool for Nonprofits A Nonprofit HR White Paper. August 1, 2013 Using Social Media as an Effective Recruitment Tool for Nonprofits A Nonprofit HR White Paper August 1, 2013 Alicia Schoshinski, Senior Human Resources Consultant WE HELP YOU GROW. Contents: Introduction

More information

2.9.7 Other... 37 3.0 Summary... 38 4.0 About CCP... 39

2.9.7 Other... 37 3.0 Summary... 38 4.0 About CCP... 39 Table of Contents 1.0 Executive Summary... 1 2.0 Survey Results... 3 2.1 Respondents... 3 2.2 Social Media and Recruitment... 6 2.2.1 Role of Social Media... 8 2.2.2 Brand Awareness... 8 2.2.3 Benefits

More information

Social Recruiting Survey Results

Social Recruiting Survey Results 20 10 Social Recruiting Survey Results EXECUTIVE SUMMARY Social networks lead all other recruiting channels for planned investment by employers as the economy recovers Social media has been an engine for

More information

Critical Skills Needs and Resources for the Changing Workforce. Keeping Skills Competitive

Critical Skills Needs and Resources for the Changing Workforce. Keeping Skills Competitive A study by the Society for Human Resource Management and WSJ.com/ Careers Critical Skills Needs and Resources for the Changing Workforce Keeping Skills Competitive Critical Skills Needs and Resources for

More information

SPRING 2015 RECRUITING TRENDS SURVEY

SPRING 2015 RECRUITING TRENDS SURVEY SPRING 2015 RECRUITING TRENDS SURVEY Methodology Survey fielded via Qualtrics from June 4 July 6, 2015 92 business schools responded to the survey Results compared to survey fielded in June 2014, when

More information

WHITEPAPER. Call Center Survey Snapshot: What Recruiting Sources Work the Best?

WHITEPAPER. Call Center Survey Snapshot: What Recruiting Sources Work the Best? WHITEPAPER Call Center Survey Snapshot: What Recruiting Sources Work the Best? 1 DID YOU KNOW? Leaders and directors from over 70 contact centers throughout the United States and Canada participated in

More information

SOCIAL JOB SEEKER SURVEY

SOCIAL JOB SEEKER SURVEY 2012 SOCIAL JOB SEEKER SURVEY Methodology the polling company, inc. on behalf of Jobvite conducted a nationwide online omnibus survey of 2,108 adults, of which 1,266 adults (aged 18+) were part of the

More information

2014 Nonprofit Employment Practices Survey

2014 Nonprofit Employment Practices Survey 2014 Nonprofit Employment Practices Survey www.nonprofithr.com The national Nonprofit Employment Practices Survey has been conducted through a partnership between Nonprofit HR and the Improve Group. NONPROFIT

More information

REPORT 2014 Eastern Europe and MENA

REPORT 2014 Eastern Europe and MENA Find out how companies and jobseekers use social media in the job market. REPORT 2014 Eastern Europe and MENA 1 The Use of Social Media in the Matching Between Supply and Demand within the Labor Market.

More information

Social Recruiting Survey Results

Social Recruiting Survey Results 20 11 Social Recruiting Survey Results introduction Social recruiting on the rise: Employers will invest more in recruiting across multiple social networks as competition for talent intensifies 56% in

More information

HOW CANDIDATE EXPERIENCE IS TRANSFORMING HR TECHNOLOGY

HOW CANDIDATE EXPERIENCE IS TRANSFORMING HR TECHNOLOGY HOW CANDIDATE EXPERIENCE IS TRANSFORMING HR TECHNOLOGY 2014 CareerBuilder 2014 CareerBuilder TABLE OF CONTENTS Page Methodology / Objectives 3 Executive Summary 5 Detailed Findings Human Resource Metrics

More information

Tapping into the Recruiting Power. Employees. Tapping into the Recruiting. of Existing. Employees. a Recruiting Trends white paper, sponsored by

Tapping into the Recruiting Power. Employees. Tapping into the Recruiting. of Existing. Employees. a Recruiting Trends white paper, sponsored by Tapping into the Recruiting Power of Existing Power Employees Tapping into the Recruiting of Existing Employees a Recruiting Trends white paper, sponsored by Tapping into the Recruiting Power of Existing

More information

Social Recruiting Survey

Social Recruiting Survey Jobvite 2014 Job Seeker Nation: Mobility In The Workforce Study Page 1 2014 Social Recruiting Survey Social Recruiting Survey Results 2014 Page 1 The job market is cutthroat due to an Jobvite 2014 Job

More information

SHRM Survey Findings: Employee Recognition Programs, Spring 2013. In collaboration with and commissioned by Globoforce

SHRM Survey Findings: Employee Recognition Programs, Spring 2013. In collaboration with and commissioned by Globoforce SHRM Survey Findings: Employee Recognition Programs, Spring 2013 In collaboration with and commissioned by Globoforce May 29, 2013 Introduction Twice a year, Globoforce conducts a survey with the Society

More information

1 The total values reported in the tables and

1 The total values reported in the tables and 1 Recruiting is increasingly social and Adecco wants to know how it works. An international survey, that involved over 17.272 candidates and 1.502 Human Resources managers between March 18 and June 2,

More information

FYI HIRING. Recruiting Strategies

FYI HIRING. Recruiting Strategies FYI HIRING Recruiting Strategies Revised: March 2011 Summary: This FYI discusses the steps involved establishing or revitalizing an effective recruiting process. It includes considerations for goal setting,

More information

What Job Seekers Want in 2014

What Job Seekers Want in 2014 What Job Seekers Want in 2014 1,275 job seekers tell us how they found work Sponsored by: Today s Sponsor 100M 4x Network reach to over 100 million active and passive job seekers Up to 4x qualified response

More information

Using Workforce Analytics to Reduce Employee Turnover

Using Workforce Analytics to Reduce Employee Turnover Using Workforce Analytics to Reduce Employee Turnover White Paper This White Paper describes the challenges of reducing employee turnover in shift based organizations, and introduces Otipo s innovative

More information

An Employer versus Employee Overview

An Employer versus Employee Overview Employee Job Satisfaction & Retention Survey 2007 / 2008 An Employer versus Employee Overview 1 Survey Highlights At the end of 2007, Salary.com conducted its third annual survey of employee job satisfaction

More information

Cost of Hiring Average Employees

Cost of Hiring Average Employees How to Avoid the Cost of Hiring Average Employees 1/16 Did You Know... Top performers can increase productivity, revenue, and profit between 40% and 67% over average performers. Source: McKinsey & Co.

More information

PROACTIVE HIRING TIPS: A BODY

PROACTIVE HIRING TIPS: A BODY WWAdCon2015 PROACTIVE HIRING TIPS: HOW TO AVOID HIRING JUST A BODY A NEW MINDSET BEGIN WITH THE END IN MIND Where do you want to be as a company? What positions do you need to get there? Is this a chance

More information

POLICY STATEMENT Recruiting Services

POLICY STATEMENT Recruiting Services POLICY STATEMENT Recruiting Services Policies Regarding Employers And Recruiting Services GENERAL POLICIES Services Provided: BSC Career Services provides recruiting services to employment professionals

More information

Social Media and Recruitment

Social Media and Recruitment Social Media and Recruitment Everything You Need to Know for Your Job Search Naima Hafeez McCoy College of Business Administration Texas State University Within the past few years, new technologies such

More information

Social media is revolutionizing the way people connect

Social media is revolutionizing the way people connect SHRM Foundation Executive Briefing Social Media in the Workplace: Issues and Strategic Questions By Robert E. Ployhart, Ph.D. sponsored by Spherion Social media is revolutionizing the way people connect

More information

Internet Recruitment Report

Internet Recruitment Report Internet Recruitment Report The Internet has influenced the American way of life. Over the past decade the Internet has changed the way we communicate, search for information and conduct business. Most

More information

HR Web SURVEY On SMALL and GROWING BUSINESSES

HR Web SURVEY On SMALL and GROWING BUSINESSES HR Web SURVEY On SMALL and GROWING BUSINESSES Georgia Institute of Technology Japan Institute of Labor Society for Human Resource Management March 2000 Contents About This Report.. 2 Executive Summary..

More information

kelly Global workforce index release: JUNE 2012 when worlds collide the rise of social media for professional & personal use

kelly Global workforce index release: JUNE 2012 when worlds collide the rise of social media for professional & personal use kelly Global workforce index 168,000 people release: JUNE 2012 30 countries when worlds collide the rise of social media for professional & personal use business or pleasure? social media in the workplace

More information

Supervising for Success Module 2 Presented by: UAF Human Resources Office of Diversity and Equal Opportunity

Supervising for Success Module 2 Presented by: UAF Human Resources Office of Diversity and Equal Opportunity Supervising for Success Module 2 Presented by: UAF Human Resources Office of Diversity and Equal Opportunity Supervising for Success Module 2 Staffing Wage and Hour Classification and Compensation Recruitment

More information

salary, benefits and workplace trends

salary, benefits and workplace trends and workplace 2011-2012 www.randstad.gr preface X salary, benefits Dear customer, Welcome to the annual Randstad Salary, Benefits & Workplace Trends Survey report. As Managing Director of Randstad Hellas

More information

Human Resources Department Recruitment Process

Human Resources Department Recruitment Process Human Resources Department Recruitment Process for Executive, Non Civil Service & Labor Hires Quality of Life Committee Meeting March 24, 2008 1 Table of Content Strategic Planning Workforce Model pages

More information

BeecherMadden Cyber Security Recruitment Trends 2012

BeecherMadden Cyber Security Recruitment Trends 2012 BeecherMadden Cyber Security Recruitment Trends 2012 Search & Selection Permanent Resource Interim & Contract Talent & Career Services Summary Hiring within the cyber security arena has increased significantly

More information

2007 Change Management. Survey Report A Study by the Society for Human Resource Management

2007 Change Management. Survey Report A Study by the Society for Human Resource Management 2007 Change Management Survey Report A Study by the Society for Human Resource Management 07-0180 2007 Change Management Survey Report Amanda Benedict Survey Research Specialist SHRM April 2007 Research

More information

ESAfrica. Partnering People Creating Change. www.es-africa.com

ESAfrica. Partnering People Creating Change. www.es-africa.com www.es-africa.com ESAfrica Partnering People Creating Change. Search and Selection Employment Assessment Analysis Outplacement Employment Services Payroll Processing ESAfrica has been a leader in the recruiting

More information

Building an Effective. A Step by Step Guide

Building an Effective. A Step by Step Guide Building an Effective Organizational Pay Structure A Step by Step Guide About Jennifer Loftus Jennifer C. Loftus, MBA, SPHR-CA, GPHR, CCP, CBP, GRP, is a National Director for Astron Solutions. Her primary

More information

5 (online) steps to landing the job you want

5 (online) steps to landing the job you want BRAND ou SERIES BRAND SERIES 5 (online) steps to landing the job you want Create, connect, share and customize Even when we have a job, most of us are in search mode we re consistently seeking new ways

More information

Workforce Recruitment Program: Tapping the Talent of Students and Graduates with Disabilities

Workforce Recruitment Program: Tapping the Talent of Students and Graduates with Disabilities Workforce Recruitment Program: Tapping the Talent of Students and Graduates with Disabilities Workforce Recruitment Program Established by Department of Defense (DoD) Managed jointly by DoD s Office of

More information

When Engaging the Right Talent, One Size Does Not Fit All

When Engaging the Right Talent, One Size Does Not Fit All When Engaging the Right Talent, One Size Does Not Fit All Candidate Preferences in Job Search and Interview Practices This is the first in a five-part series from ManpowerGroup Solutions analyzing the

More information

Six Key Elements of an Effective Talent Acquisition Strategy

Six Key Elements of an Effective Talent Acquisition Strategy 1 Six Key Elements of an Effective Talent Acquisition Strategy Laurie McIntosh, SHRM-SCP, CAE SHRM Director, Membership August 18, 2016 Importance of Talent Acquisition 2 Winning in today s competitive

More information

1. To begin, which of the following skill sets do you think are most important for recent college graduates to possess?

1. To begin, which of the following skill sets do you think are most important for recent college graduates to possess? NORTHEASTERN UNIVERSITY PREPARING GRADUATES FOR GLOBAL SUCCESS TOPLINES REPORT National Public Opinion Poll of American Adults 18+ (N=1,000) National Sample Conducted August 16 28, 2013 via Landline and

More information

2013 Social Recruiting Survey Results

2013 Social Recruiting Survey Results 2013 Social Recruiting Survey Results Social recruiting has grown up and has seen universal adoption across industries. Anyone not leveraging social referrals is behind the curve. 94 % of recruiters use

More information

Student or Non-Student Temporary Employee Recruitment & Hiring Process

Student or Non-Student Temporary Employee Recruitment & Hiring Process Student or Non-Student Temporary Employee Recruitment & Hiring Process Definition of a Temporary Employee: Employees that are hired to meet short term or sporadic staffing needs (i.e. those anticipated

More information

Social Media Recruiting What s Your Strategy?

Social Media Recruiting What s Your Strategy? Social Media Recruiting What s Your Strategy? Alison Johnson Strategic Resources Melissa Gold Outspoken Media What is Social Media, and What Are All of These? LinkedIn Twitter Facebook Tumblr YouTube Tweetdeck

More information

Writing Good Survey Questions Tips & Advice February 21, 2013

Writing Good Survey Questions Tips & Advice February 21, 2013 Step 1: Establish goals Sept 2: Develop questions and responses Step 3: Pilot test questions Step 4: Re-evaluate each question General Tips A. Identify what you want to learn. Writing Good Survey Questions

More information

HUMAN RESOURCE MANAGEMENT

HUMAN RESOURCE MANAGEMENT HUMAN RESOURCE MANAGEMENT Recruiting and Selection www.skills4u.broadspectrumsynergy.com +23408169625660 Course Objectives After this Tutorial you will: Be able to define Recruiting and Selection Understand

More information

INTRODUCTION...1 FREQUENTLY ASKED QUESTIONS ABOUT REFERENCE CHECKS...2

INTRODUCTION...1 FREQUENTLY ASKED QUESTIONS ABOUT REFERENCE CHECKS...2 Reference Checking Table of Contents INTRODUCTION...1 FREQUENTLY ASKED QUESTIONS ABOUT REFERENCE CHECKS...2 WHO CONDUCTS THE REFERENCE CHECKS?...2 HOW MANY REFERENCES SHOULD BE CONTACTED?...2 WHO SHOULD

More information

HIRING & COMPENSATION. An approach for supervisors

HIRING & COMPENSATION. An approach for supervisors HIRING & COMPENSATION An approach for supervisors 1 Employment & Recruiting Services (ERS) is available to help you with your recruiting needs More than 3,900 employees help make Caltech a worldwide center

More information

Job hunting in the digital age

Job hunting in the digital age Job hunting in the digital age Leveraging the web in your job search and preventing social media from hindering your efforts. It s a digital world. Job hunting has changed dramatically in the past decade.

More information

SHRM Poll: Hiring Practices and Attitudes: Traditional vs. Online Degree Credentials

SHRM Poll: Hiring Practices and Attitudes: Traditional vs. Online Degree Credentials SHRM Poll: Hiring Practices and Attitudes: Traditional vs. Online Degree Credentials Commissioned by: August 18, 2010 Definitions All colleges and universities discussed in this survey, whether online

More information

HOW TO FIND A JOB. Are You Ready to Begin a Job Search?

HOW TO FIND A JOB. Are You Ready to Begin a Job Search? LSG 500/LNG 300 P.O. Box 6000 Binghamton, NY 13902-6000 (607) 777-2400 http://cdc.binghamton.edu Division of Student Affairs HOW TO FIND A JOB Candidates looking for jobs and employers seeking candidates

More information

Recruitment and Selection Process and Its Current Challenges

Recruitment and Selection Process and Its Current Challenges Recruitment and Selection Process and Its Current Challenges Abstract The use of new methods of recruitment and selection has helped in managing quality of new hires in all HR perspectives and therefore

More information

Recruit More Talent Now Attract more candidates, boost referrals, and get more jobs filled!

Recruit More Talent Now Attract more candidates, boost referrals, and get more jobs filled! Recruit More Talent Now Attract more candidates, boost referrals, and get more jobs filled! PRESENTED BY David Searns Agenda The Missing Talent Market 20 Ideas to Improve Recruiting Intro to Re-Recruiting

More information

Job Board Trends. 2015 Survey Results. February 2015

Job Board Trends. 2015 Survey Results. February 2015 Job Board Trends 2015 Survey Results February 2015 Survey Structure: The Job Board Trends Spring 2015 survey of job boards was conducted to better understand current trends in the job board industry. There

More information

Recruitment and Selection

Recruitment and Selection Recruitment and Selection The recruitment and selection belongs to value added HR Processes. The recruitment is about: the ability of the organization to source new employees, to keep the organization

More information

Job Seeker Survey Fall 2013

Job Seeker Survey Fall 2013 Job Seeker Survey Fall 2013 A Joint Research Project by Job-Hunt.org, eharmony, & Job Board Doctor Fall 2013 Survey Structure: The 2013 Job Seeker Survey was conducted to better understand current trends

More information

HR and Recruiting Stats That Make You Think. A Statistical Reference Guide for Talent Acquisition Professionals

HR and Recruiting Stats That Make You Think. A Statistical Reference Guide for Talent Acquisition Professionals 50 HR and Recruiting Stats That Make You Think Introduction Employer branding, employee engagement, social recruiting, transparency and Millennials are among the most important trends and topics impacting

More information

ROI & Cost-Benefit Analysis

ROI & Cost-Benefit Analysis ROI & Cost-Benefit Analysis Understanding the value of your company s investment in opportunity youth is as important as it would be for any other business initiative. You will probably discover that some

More information

SPRING 2014 RECRUITING TRENDS SURVEY

SPRING 2014 RECRUITING TRENDS SURVEY SPRING 2014 RECRUITING TRENDS SURVEY Methodology Survey fielded via Qualtrics from June 2 20, 2014 80 programs responded to the survey Results compared to survey fielded in Spring 2013, when 70 schools

More information

Sourcing Gets Smart. Revamping Strategies, Rethinking Technology. April 2012 Madeline Laurano

Sourcing Gets Smart. Revamping Strategies, Rethinking Technology. April 2012 Madeline Laurano Sourcing Gets Smart Revamping Strategies, Rethinking Technology April 2012 Madeline Laurano Sourcing Gets Smart: Revamping Strategies, Rethinking Technology Sourcing is the foundation of any successful

More information

The Direct Employers Association

The Direct Employers Association The Direct Employers Association Membership Educate, Innovate, Cooperate About The Direct Employers Association The Direct Employers Association [DEA] is a not for profit membership organisation specifically

More information

2015 Global Recruiting Trends

2015 Global Recruiting Trends 4 th Annual Report 2015 Win the war for talent by staying ahead of these industry changes 02 Introduction Introduction To win in 2015, talent acquisition and business leaders need to stay ahead of the

More information

2012 ERC Talent Management Practices Survey

2012 ERC Talent Management Practices Survey 2012 ERC Talent Management Practices Survey October 2012 Conducted by ERC 6700 Beta Drive, Suite 300, Mayfield Village, OH 44143 440/684-9700 www.yourerc.com ERC 2012 www.yourerc.com 0 About ERC ERC is

More information

Principles FOR. Practice. for Career Services & Employment Professionals

Principles FOR. Practice. for Career Services & Employment Professionals Principles FOR Professional Practice for Career Services & Employment Professionals Principles for Professional Practice For Career Services & Employment Professionals Career services and employment professionals

More information

BERRY COLLEGE CAREER CENTER JOB SEARCH STRATEGIES

BERRY COLLEGE CAREER CENTER JOB SEARCH STRATEGIES BERRY COLLEGE CAREER CENTER JOB SEARCH STRATEGIES A job search is a time-consuming endeavor. However, the time you put into the job search process will be proportional to your results. Be prepared before

More information

USAJOBS Privacy Impact Assessment

USAJOBS Privacy Impact Assessment USAJOBS Privacy Impact Assessment 1. IT System of Electronic Collection Identification a. Who is completing the initial screening assessment? Designated Security Officer. b. Who is the IT system or electronic

More information

The Real Cost of a Bad Hire

The Real Cost of a Bad Hire On average, employee turnover cost U.S. businesses an estimated $300 billion. 1 The staggering cost of employee turnover can be viewed as simply the cost of doing business, however, additional damage occurs

More information

LinkedIn Tutorial. An Introduction to Today s Leading Job-Search Social Network

LinkedIn Tutorial. An Introduction to Today s Leading Job-Search Social Network LinkedIn Tutorial An Introduction to Today s Leading Job-Search Social Network Introduction to The second most popular social network in the U.S., LinkedIn is used for keeping track of and growing a professional

More information

Social Media. The Good, The Bad, The Really Ugly

Social Media. The Good, The Bad, The Really Ugly Social Media The Good, The Bad, The Really Ugly Hospitals Using Social Media No longer a luxury it s a necessity Bottom Line It expands our reach to a broader audience Allows us to disseminate health information

More information

IJMSS Vol.03 Issue-01, (January 2015) ISSN: 2321-1784 Impact Factor- 3.259

IJMSS Vol.03 Issue-01, (January 2015) ISSN: 2321-1784 Impact Factor- 3.259 A STUDY ON PERCEPTION OF JOB SEEKERS ON RECRUITMENT THROUGH SOCIAL MEDIA APPLICATION Mr. DINESH.N 1 Dr. MAHESH KUMAR.K.R. 2 Research Scholar, Research Supervisor, Research and Development Centre Research

More information

Source of Hire Report 2014 A CareerXroads Lab Report: Filling the Gaps (based on hiring data from 2013)

Source of Hire Report 2014 A CareerXroads Lab Report: Filling the Gaps (based on hiring data from 2013) Source of Hire Report 2014 A CareerXroads Lab Report: Filling the Gaps (based on hiring data from 2013) Survey & report authors: Gerry Crispin & Mark Mehler Co-founders of CareerXroads www.careerxroads.com

More information

YOUR COMPANY'S LETTER HEAD

YOUR COMPANY'S LETTER HEAD YOUR COMPANY'S LETTER HEAD DATE Dear XXXXXX Employee: Here is your copy of the results of the XXXX Employee Opinion Survey. We asked Discovery Surveys, Inc. to prepare this special report which presents

More information

Outreach to Businesses in the Lawrence Heights Neighbourhood: Survey Findings March 2011. Local immigration Partnership.

Outreach to Businesses in the Lawrence Heights Neighbourhood: Survey Findings March 2011. Local immigration Partnership. Outreach to Businesses in the Lawrence Heights Neighbourhood: Survey Findings March 2011 Local immigration Partnership Introduction The City of Toronto comprises some 140 neighbourhoods which range in

More information

Online Reputation in a Connected World

Online Reputation in a Connected World Online Reputation in a Connected World Abstract This research examines the expanding role of online reputation in both professional and personal lives. It studies how recruiters and HR professionals use

More information

WORKFORCE SURVEY 2014/2015 M7 CORRIDOR

WORKFORCE SURVEY 2014/2015 M7 CORRIDOR WORKFORCE SURVEY 2014/2015 M7 CORRIDOR CONTENTS PAGE Introduction. 3 Key findings Employers. 4-7 Key findings - Employees. 8-11 Compare Salary Levels Engineering.. 12 Professional... 13 Accountancy.. 14

More information

Using Social Media for Talent Attraction

Using Social Media for Talent Attraction USING FOR TALENT ATTRACTION 1 2020 OUTLOOK: THE FUTURE OF EMPLOYER PART FOUR OF A FOUR-PART SERIES Using Social Media for Talent Attraction MANY COMPANIES SHOW A SURPRISING LACK OF COMPETENCE IN THE SOCIAL

More information

HUMAN RESOURCES DIRECTIVE

HUMAN RESOURCES DIRECTIVE HUMAN RESOURCES DIRECTIVE SUBJECT: The Library of Congress Selective Placement Program NUMBER: HRD 7-05-14 EFFECTIVE DATE: November 1, 2011 I. PURPOSE This Directive describes the objectives, policies,

More information

Recruiting College Graduates. Nathan Lippe Collegiate Marketing Manager

Recruiting College Graduates. Nathan Lippe Collegiate Marketing Manager Recruiting College Graduates Nathan Lippe Collegiate Marketing Manager Agenda College Hiring Market Recent Graduate Expectations Knowledge & Sources Where they want to work Tools they utilize Creating

More information

The goal you want to accomplish during a telephone interview is to receive an invitation for an on-site interview.

The goal you want to accomplish during a telephone interview is to receive an invitation for an on-site interview. Telephone Interviewing Tips The goal you want to accomplish during a telephone interview is to receive an invitation for an on-site interview. Conduct your telephone interview in an area where you can

More information

Nonprofit Workplace Trends: Putting Best Practices to Work

Nonprofit Workplace Trends: Putting Best Practices to Work Nonprofit Workplace Trends: Putting Best Practices to Work Lisa Brown Morton, SPHR, President & CEO Minnesota Council of Nonprofits 2014 Leadership Conference Nonprofit HR Human Resources Consulting Services

More information

Career & Professional Aspirations Benchmarking Study

Career & Professional Aspirations Benchmarking Study Career & Professional Aspirations Benchmarking Study Spring 2013 The NASPA Assessment & Knowledge Consortium is a collection of assessment instruments powered by Campus Labs focused on key areas within

More information

Job Board Survey: Industry Trends All Job Boards Need to Know

Job Board Survey: Industry Trends All Job Boards Need to Know #RMwebinars Join the conversation today! Job Board Survey: Industry Trends All Job Boards Need to Know Sponsored Webinar (Today s Sponsor) White-Label Job Board Platform and Distribution Technology 100M

More information

USE OF SOCIAL NETWORKING SITES FOR RECRUITMENT

USE OF SOCIAL NETWORKING SITES FOR RECRUITMENT USE OF SOCIAL NETWORKING SITES FOR RECRUITMENT Prof. Sharayu Patil Asst. Professor Institute of Professional Studies Pune,Maharashtra,India Dr.G.B.Patil Director Institute of Professional Studies Pune,Maharashtra,India

More information

HR SOLUTIONS RECRUITING FOR A NEW AGE

HR SOLUTIONS RECRUITING FOR A NEW AGE HR SOLUTIONS RECRUITING FOR A NEW AGE Successful businesses never stop evolving Staying ahead of the competition means your business never stops evolving and innovating. The approach to recruitment should

More information

PROPOSAL FOR RECRUITMENT PROCESS OUTSOURCING

PROPOSAL FOR RECRUITMENT PROCESS OUTSOURCING PROPOSAL FOR RECRUITMENT PROCESS OUTSOURCING SUBMITTED BY: TYRO HUMAN RESOURCE (P) LIMITED N-4/243, IRC village, Bhubaneswar Tel: +91-674-6511376/6444665 E-mail: info@tyrohr.com www.tyrohr.com Why companies

More information

Anemic Response In 2011

Anemic Response In 2011 The Evolving World of Mobile Recruiting Companies have progressed but still need to improve By Gerry Crispin, SPHR and Mark Mehler CareerXroads With the seismic shifting of the world population to mobile

More information

2014 National Study of Employers: Including the Talents of Employees with Disabilities

2014 National Study of Employers: Including the Talents of Employees with Disabilities ACKNOWLEDGEMENTS First, we give special thanks to Kathleen Christensen of the Alfred P. Sloan Foundation for supporting this research in 2005, 2008 and 2012. Her wise counsel has affected our work and

More information

How to Hire, Pay and Assimilate 100 Nurse Practitioners and Physician Assistants in One Year!

How to Hire, Pay and Assimilate 100 Nurse Practitioners and Physician Assistants in One Year! How to Hire, Pay and Assimilate 100 Nurse Practitioners and Physician Assistants in One Year! Jaimee Gertz, Staffing Specialist Karmen Reid, Compensation Director Mandy Verdick, HR Manager ASHHRA National

More information

How do professional accountancy bodies measure up?

How do professional accountancy bodies measure up? How do professional accountancy bodies measure up? Introduction Introduction In the ever changing and highly competitive accountancy and finance sector, it s essential to keep your skills up-to-date through

More information

HBA Career Center Job Posting Options. http://careers.hbanet.org

HBA Career Center Job Posting Options. http://careers.hbanet.org HBA Career Center Job Posting Options 1 Two Posting Options LOCAL POSTING Have your position posted to the HBA Career Center on the HBA website and HB Facebook page Access to over 2400 resumes from the

More information

It s Business Services not BS!

It s Business Services not BS! It s Business Services not BS! What is RochesterWorks!? Monroe County's largest employment and training initiative dedicated to helping Monroe County in the Rochester, NY region develop a strong workforce.

More information

NEW EMPLOYEE SURVEY Overview Survey Implementation Strongly agree (5) Agree (4) Neither Agree/or Disagree (3) Disagree (2) Strongly Disagree (1)

NEW EMPLOYEE SURVEY Overview Survey Implementation Strongly agree (5) Agree (4) Neither Agree/or Disagree (3) Disagree (2) Strongly Disagree (1) NEW EMPLOYEE SURVEY Overview The new employee survey template was designed through a joint effort between OPM and the CHCOC Subcommittee for Hiring and Succession Planning. The template was designed for

More information

INTERNS: Trends & Best Practices in Management & Pay

INTERNS: Trends & Best Practices in Management & Pay INTERNS: Trends & Best Practices in Management & Pay INTERNS Their Role in Organizations The majority of organizations employ interns. Most notably, interns help develop a talent pipeline in organizations.

More information

Best Practices in Hiring

Best Practices in Hiring Best Practices in Hiring by Mike Poskey ZERORISK HR If a job candidate looks good on paper and looks good in the interview, one would naturally assume this candidate would be a good fit for the job. While

More information