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“People will forget what you said, people will forget what you did, but people will never forget how you made them feel,” Maya Angelou famously said. The late poet could easily have been talking about the staffing industry, where the ability to provide unforgettable experiences sets firms apart from their competitors.
CareerBuilder studied the 2014 list of Inc. 5000 companies and their current recruitment strategies, and found that nearly 2 in 5 (39 percent) of them do not have a career site. What’s even more surprising is that 40 percent made it difficult to find any information regarding career opportunities. However, the companies whose information was easy to find did have one thing in common that stood out: 96 percent had a dedicated page to their career site.
Are middle-skill jobs part of your workforce equation? The term "middle-skill jobs" may have somewhat of a stigma associated with it, and we can start changing such perceptions by embracing these jobs of tomorrow and using data to start preparing for the demand sooner rather than later.
I am known in my industry as the one person who doesn’t buy into the concept of the candidate experience. The concept is huge with the corporate HR types, which makes it huge with HR consultants who sell to the corporate HR types. I think it is a modern-day equivalent to snake oil -- and talent advisors are buying it by the case.
Candidates have an emotional, but reasonable, set of expectations of how they will be treated by talent advisors. Do you know what your candidates’ expectations are -- or do you just think you know? The more pertinent question may be, can you put a number to it?
A list of who’s who in HR descended upon Las Vegas last week for one of the world’s biggest conferences dedicated to HR technology. Sessions and conversations at HR Tech 2014 ran the gamut from the latest trends in big data and analytics, to SaaS and the cloud, to social and mobile.
Here, in random order, are some of the top things we learned from HR Tech this year.
Let’s think about the candidate experience from an executive perspective for a moment. Why should they care? And assuming they do care, why should ensuring a positive candidate experience be a business priority, requiring the investment of time and resources? I’ll give you a hint. The correct answer is never “because it’s the right thing to do.”