Category Archives: Recruiting

Are Your Recruiting Candidates Winning at Work? #TheProjectTakeover

Posted on by
Reply

I’m on vacation this week so my friends are taking over the Project! Enjoy their content, connect with them, and share the content with new people! Some amazing voices coming to you this week! 

Enjoy this post by Joey Price!

Want a quick way to evaluate the potential for a candidate to win at work? While there’s no magic bullet for employee experience and retention, success does leave clues. Here, Joey Price (Jumpstart:HR, LLC, and the Business, Life, and Coffee podcast) discuss the four keys to winning at work and how you can incorporate them into the candidate evaluation process.

 

3 Secrets Talent Acquisition Leaders Do Not Want You to Know #TheProjectTakeover

Posted on by
1

I’m on vacation this week so my friends are taking over the Project! Enjoy their content, connect with them, and share the content with new people! Some amazing voices coming to you this week! 

Enjoy this post by Jackye Clayton! 

I love technology. I order my groceries online. I am on a first-name basis with my mailman, FedEx, and UPS driver. I have a Google home, a ‘Smart’ TV, and a scale that is connected via Bluetooth. And most of us these days are pretty well connected. I love it so much that rather than just write about it, I changed careers to help others in HR and Recruiting find the best combination of technology to hire better candidates faster in a more efficient way. After dedicating my life to the benefits of using technology I found something I was not expecting. It isn’t just the technology that makes us better. It is the data we get from the technology and how we use it that is the difference between good recruiters and great ones. I have worked now with literally hundreds of recruiting leaders – and there is some stuff they won’t tell you. Here are 3 secrets TA Leaders do NOT want you to know!  (Spoiler alert – these aren’t silver bullets; it is simple math.)

Quality of Hire > Time to Hire = Take Your Time to Find the Best

Recruiters have ZERO control over how fast a hire is made and yet for some reason, we evaluate recruiters based on how fast a hire is made. That is crap and they know it. Of course, they want to get someone in the role quickly. But if they knew that if they waited an extra week, there would be a better candidate in the aisles, they will wait. A majority of companies are looking now for diverse candidates unless you use HiringSolved (#shamelessplug) it will take you extra time to find that ideal candidate. And all will sacrifice speed for a candidate that fits the requirements, the culture, and can solve the problem they are trying to solve. Do not be afraid to ask for more time.

Data > Instinct = Show Your Work

TA leaders want to give their sourcers and recruiters the world. If they had millions of dollars available to spend on whatever they wanted, after a new laptop, they would want to spend it entirely on tools that would help their team hire faster and better. Because they want you to be successful. (I promise.) However, there are so many tools they have no time to research them all and so, they buy the ones either their top recruiter asks for, the one from the salesperson who called at the same time they realized they needed something, or the one an influencer recommends. Until now – Because you can help.

We already established that you know more about what it takes to find the best candidates. That also means you know what tools will give you access to those candidates. Don’t tell your manager that you want what everyone else has. Use the data you have to tell them where the candidates are and why what you are requesting would be a good investment. Don’t have a tool to communicate regularly? Get a CRM. Have too many candidates applying and not enough time? Explain why you need a matching tool. Don’t tell them what you want – tell them what you NEED – then tell them why. Use data to support your instinct. Not the other way around.

Recruiters’ Talent Knowledge > Hiring Managers’ Talent Knowledge = It is Your Job to Educate

The majority of hiring managers have no idea what is going on in the world of hiring. They don’t know what an appropriate job title is. They don’t know what a good salary is. They don’t know what will make or break an offer. But you do. Let your hiring managers know the trends in hiring and how things have changed since the last time they hired. This goes with job descriptions as well. The same old job descriptions from 2018 will not work in this post-COVID, social justice focused world. When they know better, they will do better.

This is especially true when reviewing the job requirements. Is a bachelor’s degree really necessary? Sometimes removing that barrier will give your company access to hundreds of additional candidates. If you think they are making a mistake, use the data to let them know what you think could help them gain better candidates faster.

In conclusion, it is time for recruiters, sourcers, and other talent acquisition professionals to take their power back. The world of technology has some hiring managers thinking that recruiting is a simple job. Go out there with the knowledge and skills you have and go wow your hiring managers! (And your boss!)

Jackye Clayton is recognized as a people expert who puts the Human in Human Resources. An international trainer, she has traveled worldwide sharing her unique gifts in sourcing, recruiting, and coaching. 

Do Recruiters Still Need to Make Phone Calls?

Posted on by
3

Recently, I was on a webinar, and in my presentation, I harped on the talent acquisition pros and leaders on the webcast on why 100% of us are not using texting as a primary first form of contact with candidates. The data is in. Texting works! It works better than email by a mile, but still, less than 50% in the room are texting candidates.

After I was done a great TA pro contacted me and said, “Tim, shouldn’t recruiters being calling candidates!” I feel in love! Why, yes, fine, sir they should always be calling candidates! But, let’s not forsake other tools that are working at a high level. We know people, in general, respond to texts at a much higher rate than email and phone calls.

You see a text and within seconds you read it, and you respond to it at more than double the rate of email or voicemail. In talent acquisition, we are in LOVE with email, even when it doesn’t work.

In 2011, I wrote this post below – funny enough, it’s still relevant today (except now I think we need to add in more texting with those phone calls!)

Do we (recruiters) still need to make telephone calls?

I mean really it’s 2011 – we have text messaging, emails, Facebook, Twitter, etc. – hasn’t the telephone just become obsolete?  Does anyone actually use their cell phones to make actual phone calls anymore?

The New York Times had an article: Don’t Call Me, I Won’t Call You, in which they delve into this concept of whether the act of making a phone call has jumped the shark or not.  From the article:

“I remember when I was growing up, the rule was, ‘Don’t call anyone after 10 p.m.,’ ” Mr. Adler said. “Now the rule is, ‘Don’t call anyone. Ever.’ ”

Phone calls are rude. Intrusive. Awkward. “Thank you for noticing something that millions of people have failed to notice since the invention of the telephone until just now,” Judith Martin, a k a Miss Manners, said by way of opening our phone conversation. “I’ve been hammering away at this for decades. The telephone has a very rude propensity to interrupt people…

Even at work, where people once managed to look busy by wearing a headset or constantly parrying calls back and forth via a harried assistant, the offices are silent. The reasons are multifold. Nobody has assistants anymore to handle telecommunications. And in today’s nearly door-free workplaces, unless everyone is on the phone, calls are disruptive and, in a tight warren of cubicles, distressingly public. Does anyone want to hear me detail to the dentist the havoc six-year molars have wreaked on my daughter?

“When I walk around the office, nobody is on the phone,” said Jonathan Burnham, senior vice president, and publisher at HarperCollins. The nature of the rare business call has also changed. “Phone calls used to be everything: serious, light, heavy, funny,” Mr. Burnham said. “But now they tend to be things that are very focused. And almost everyone e-mails first and asks, ‘Is it O.K. if I call?’ ”

Sound Familiar?

Now I could easily turn this into a generational issue because for one it’s easy to do, but this isn’t a GenX vs. GenY issue.  This is a basic communication issue.  An understanding of what we do in our industry issue.  Whether your third party or corporate recruitment, we do the same thing, we search and find talent.  There are two basic ways to screen potential talent for fit for your organization: 1. Meet them in Person (no one would argue that this is the best way, but boy it’s expensive if you are using it as your first-line screen); 2. Meet them over the phone (done in some form or another by 99.9% of recruiters).

There really isn’t any way around this issue, we recruit, we make telephone calls.  If you don’t like to make telephone calls, if you believe what the New York Times article believes, you shouldn’t recruit.  It’s not an indictment on you, this just isn’t your gig.

Recruiters like to talk to people, to question people, to find out more about people, not a career, best done by email and text messaging. We need to talk live to others. That’s how we go to work. Doesn’t matter if you’re 21 or 6. It’s how to deliver great talent to our hiring managers.

So, here’s a tip, if you’re in recruitment and you don’t like making phone calls get, out of recruitment, you will not be successful.  If your first choice of contacting someone isn’t picking up the phone and calling them, instead of sending them an email, when you have their phone number, get out of recruitment. If you’re thinking you want to recruit, and you don’t like making phone calls take another path.

Recruiters make phone calls, that’s what we do.

Do you pay a larger employee referral bonus for Black Engineers?

Posted on by
1

I know a ton of HR Pros right now who have been charged by their organizations to go out and “Diversify” their workforce.  By “Diversify”, I’m not talking about diversity of thought, but to recruit a more diverse workforce in terms of ethnic, gender, and racial diversity.

Clearly, by bringing in more individuals from underrepresented groups in your workforce, you’ll expand the “thought diversification”, but for those HR Pros in the trenches and sitting in conference rooms with executives behind closed doors, diversification of thought isn’t the issue being discussed.

So, I have some assumptions I want to put forth before I go any further:

1. Referred employees make the best hires. (Workforce studies frequently list employee referrals as the highest quality hires across all industries and positions)

2. ERPs (Employee Referral Programs) are the major tool used to get employee referrals by HR Pros.

3. A diverse workforce will perform better in most circumstances, then I homogeneous workforce will.

4. Diversity departments, if you’re lucky enough, or big enough, to have one in your organization, traditionally tend to do a weak job at “recruiting” diversity candidates (there more concerned about getting the Cinco De Mayo Taco Bar scheduled, etc.)

Now, keeping in mind the above assumptions, what do you think is the best way to recruit diverse candidates to your organization?

I’ve yet to find a company willing to go as far as to “Pay More” for a black engineer referral vs. a white engineer referral. Can you imagine how that would play out in your organization!?  But behind the scenes in the HR Departments across the world, this exact thing is happening in a number of ways.

First, what is your cost of hire for diverse candidates versus non-diverse candidates? Do you even measure that? Why not?  I’ll tell you why, is very hard to justify why you are paying two, three, and even four times more for a diversity candidate, with the same skill sets, versus a non-diverse candidate in most technical and medical recruiting environments.  Second, how many diversity recruitment events do you go to versus non-specific diversity recruitment events?  In organizations that are really pushing diversification of the workforce, I find that this figure is usually 2 to 1.

So, you will easily spend more resources of your organization to become more diversified, but you won’t reward your employees for helping you to reach your goals?  I find this somewhat ironic. You will pay Joe, one of your best engineers, $2000 for any referral, but you are unwilling to pay him $4000 for referring his black engineer friends from his former company.

Yet, you’ll go out and spend $50,000 attending diversity recruiting job fairs and events all over the country trying to get the same person.  When you know the best investment of your resources would be to put up a poster in your hallways saying “Wanted Black Engineers $4000 Reward!”.

Here’s why you don’t do this.

Most organizations do a terrible job at communicating the importance of having a diverse workforce, and that to get to an ideal state, sometimes it means the organization might have to hire a female, or an Asian, or an African American, or a Hispanic, over a similarly qualified white male to ensure the organization is reaching their highest potential.

Workgroup performance by diversity is easily measured and reported to employees, to demonstrate diversity successes, but we rarely do it, to help us explain why we do what we are doing in talent selection.  What do we need to do? Stop treating our employees like they won’t get it, start educating them beyond the politically correct version of Diversity and start educating them on the performance increases we get with diversity.  Then it might not seem so unheard of to pay more to an employee for referring a diverse candidate!

So, you take pride in your diversity hiring efforts, but you’re just unwilling to properly reward for it…

The Weekly Dose: An Updated @Workday Recruiting Roadmap!

Posted on by
3

Today on the Weekly Dose I dive into largest and arguably fastest-growing recruiting technology on the planet, Workday Recruiting! Workday Recruiting currently has over 2350 clients, all of which would be considered enterprise, and over 50% of the Fortune 500 are currently using Workday for recruiting.

Let that sink in a bit. A decade ago, no one was using Workday to recruit talent, and now over 50% of the largest organizations on the planet are using it! You have to be impressed by those numbers and growth of Workday Recruiting.

Workday Recruiting has taken its share of criticism over the years coming out of the date and trying to deliver an enterprise recruiting solution at scale. It’s not easy. Ask Oracle and SAP, no one would consider their recruiting offerings to be world-class. It’s a tough game at scale.

I got a chance to sit down with the Workday Recruiting product team last week to look at where they’ve been and where they are going, and it looks like they are on the right track:

– Workday internal mobility functionality is a clear differentiator amongst its competitors, connecting the entire experience across the platform for both the employee, the recruiting team, and the hiring managers. Also, the ability to post “gigs” internally to staff that might have capacity is great and the design is very modern and user friendly for employees. The internal mobility tech also gives employees a suspected career path based on all of their own data and the data of those before them in similar situations.

– The ability to adjust each hiring process by position was a critical need and now your recruiting team can easily make custom applies on the fly per position, even with the ability to apply to a job with one click if necessary.

– Candidate experience and a candidate home dashboard make it easy for candidates to track where they are in the process and also machine learning push other potential matches they might fit for, as well as assisting them in applying and suggesting things that might increase their chances at getting hired.

– The Recruiting Dashboard has been completely redesigned and now allows each recruiter to build their own custom dashboard by simple drag and drop. Also, adding in the ability to offer and process at scale, which was a must-have for enterprise organizations. Recruiting analytics and reporting continue to evolve as well, and Workday Recruiting has some of the most eye-catching metrics dashboards out there.

– Workday has been slower than most in building out partnerships of add-on recruiting technologies, but that was by design, partly to ensure what they were offering clients in terms of partnerships where products they could fully stand behind (and actually invest in those they feel most strongly about). Workday has two forms of partnership: Venture partners (Jobcase, Mya, Beamery, and Pymetrics) which are technologies Workday has a vested interest in success, and their ecosystem, which are partners that are vetted by the Workday Recruiting team. The four current Workday Venture partners are some of the strongest recruiting technologies in the game right now.

– The roadmap is full of features that current Workday Recruiting clients are looking forward to including: Candidate matching scores, built-in interview scheduling assistance, external candidate referral automation and tracking, and database candidate rediscovery technology.

Workday Recruiting is a large enterprise HCM recruiting module. They won’t apologize for that because large, enterprise organizations need hiring technology that can handle the scope and scale of hiring at massive volumes, that is super secure, and has the ability to hire globally. Workday Recruiting can do all of that, and it’s doing it well based on the large number of clients awaiting implementation.

What can Workday Recruiting do better? I think they have the ability to truly help organizations around D&I hiring. They have the data and the ability to connect the dots for senior executives on what’s going on with their diversity hiring. They do some of this now, but it’s mostly tracking and reporting anonymous data. And will soon be producing the ability for organizations to make candidate records anonymous to hiring managers, but this is clearly something I suspect we’ll see additional roadmap items on in the near future.

I think Workday Recruiting’s strength definitely lies in their ability to pull in learnings from their giant client base and they have extremely active user groups that are jointly developed by both Workday and their clients, providing non-stop product feedback on desires and enhancements. The trick being the balance of delivering features and functions at scale for the good of all, compared to what they believe they want/need individually.

Workday Recruiting has been the one company in the recruiting technology space that folks have loved to hate on over the past few years, but I think they are doing the right stuff and developing the technology that their clients need, without listening to the outside noise.

Someone is Banking on You Being Lazy!

Posted on by
Reply

I work in an industry where I’ve been told for a decade technology is going to take my job. The staffing industry is half a trillion-dollar industry worldwide. The entire industry is built on us banking on the fact that someone in corporate TA is going to be lazy.

Ouch! That should sting a little!

So, I don’t really bank on you being lazy at my company. We do contract work so we are looking to fill contingent roles, not direct hire staffing, which is an industry almost completely built on lazy! For my staffing brothers and sisters out there, I hear you, I know you’re ‘just’ filling in when ‘capacity’ is an issue. (wink, head nod, wink)

There are other industries that bank you us being lazy. The entire diet industry! You’ve got overpriced awful foods, bars, shakes, workout gyms, at home gyms, etc. Because we won’t eat less and move more, because we are “lazy”, we pay a lot for that! Believe me, I pay my fair share! Just because I’m too lazy! Ugh, it’s embarrassing!

Direct hire staffing as an industry could be gone tomorrow if corporate TA just did what they were hired to do. You have an opening, you fill the opening. We aren’t trying to put a woman on the moon! This isn’t rocket science!

But, we don’t fill the opening. In fact, we do just about everything except filling the opening. We post the opening. We meet about the opening. We send whoever applies to the manager of the opening. We meet some more about candidate experience. We have another meeting about employment branding. One more meeting with the manager to see if anything has changed.

That doesn’t sound lazy, does it?

But, deflection of more difficult work is just another form of laziness.

My kid doesn’t want to go out in 90-degree heat and mow the lawn. It’s a hard, hot job. So, they come up with ‘alternative’ work that they have to do that just happens to be inside in the air conditioning.

As TA Leaders, we have to understand how are others are banking on us being lazy, and then make adjustments to stop lazy. So, how do you do that?

Well, I wrote an entire book on the subject – The Talent Fix – you can buy it here – but until you can get it, here are some tips:

  1. Have clearly defined measurable activity goals set for each member of your TA team.
  2. Make those measures transparent so everyone can see them every day.
  3. Have performance conversations immediately when measures aren’t met.
  4. Course correct as measures need to be adjusted to meet the needs of the business.
  5. Rinse, repeat.

1 -5 above is like page 37 of the book. So, you can imagine what the rest of the 200+ pages will be like! 😉

If you follow the five steps above about half of your team will quit in 90 days. That’s a good thing, those idiots didn’t want to recruit, to begin with, they just wanted that fat corporate check and Taco Tuesdays. They were being lazy and it was costing your corporate bottom line.

The talent acquisition function is not a charity case. I think in the history of HR we’ve done some corporate charity where we let people keep collecting money even though they were costing us money. They weren’t giving back the value we needed for what we were paying. Great leaders stop this from happening.

Great leaders understand that there are people in the world that are banking on us being lazy.

The Worst Hire You’ll Ever Make!

Posted on by
Reply

A crazy thing happens almost every day in professional sports, and it’s the one thing that separates great teams from the pack. Talent selection will make or break a team’s success and in professional sports, it’s about getting the right talent for the right price.

The problem with most professional sports teams, regardless of the sport, is they continually try to improve their roster incrementally. “Oh, let’s pick up Pitcher A because he’s a little better than Pitcher B”.

Great Pitcher A is better than Pitcher B, but did Pitcher A truly solve the issue you have?

That’s the real issue!

The worst hire you can ever make is one that doesn’t solve your problem but just make it a little better. “We suck at sales, let’s hire Tim, he’s not great, but he’s better than Bob.” Wonderful, now you only slightly suck less at sales!

Never make a hire that doesn’t solve your problem completely that you are having in that specific position. Upgrading doesn’t always fix problems, and many times it actually continues your main problem longer instead of fixing it completely.

We have this belief that all we need to do is continue to get a little better each day, each week, each month until we eventually have fixed it. The problem is that this isn’t how most problems are actually solved, by getting a little bit better over time. Most problems are fixed by implementing one solution that solves the problem.

It’s basically this crappy failure paradox we continue to get sold by seemingly everyone with a platform. “Just keep failing and eventually you’ll find success!” Which is complete and utter bullshit, but we LOVE hearing this!

In hiring, you can’t keep failing and find success. You will actually find failure even faster and be out of business. In hiring, it’s critical you find success and hire the right people who will solve your problem the first time, not just make you a little better.

Another great example of this is in the NFL. It’s critical in the NFL that you have a great quarterback, but they’re extremely hard to find. So, if you don’t have an elite quarterback, most teams will continue to try and upgrade with average quarterbacks.

The better advice is to work with what you have and make it the best you can until you get the opportunity to hire, or draft, that one great quarterback that can truly change your franchise. Constant change and churn, just to get a little better, is slowly killing your organization.

Make great hires. Organizational change hires. Individuals who have the ability to make things right. Too often, and we’ve all been there, we make hires that feel safe, knowing they won’t hurt us, but they probably won’t help us much either. Those are the worst hires you can make.

Interview Pro Tips: The “You” Show!

Posted on by
3

A bunch of folks have been doing some work at home or furloughed at home, or some laid off at home over the past few months. Depending on your situation I’ve been hearing more and more from people who are out interviewing for the first time in a long time and looking for advice.

JDP did a survey recently and found out that the average candidate preps for 7 hours to prepare for an interview! I’m not sure I buy into that piece of data, it seems like there might be a bit of exaggeration going on from candidates who want to make you believe they actually did way more than they actually do.

Let’s be honest, you looking at a companies website and reading reviews on Glassdoor doesn’t take you seven hours. It probably takes you about 30 minutes, and I would bet my career on the fact that is about 99% prep that happens for most candidates.

How should you prepare for an interview? 

There are two types of candidates I see in an interview. The first type just lets the interview happen to them. They basically react. I’m here, you have questions, let’s see how this turns out.

The second type of candidate, which is much rarer, come prepared to put on a show. I’ll call it the “You” Show! This candidate comes in and has prepared to show you why they are the person for this position. They risk that you might be the type of person who won’t like this, but more times than not I find leaders are actually impressed by these candidates.

What does the “You” Show script include?

It starts off with an introduction that includes a good story that will instantly get those in the room on your side. It might be funny, might be inspirational, but it was definitely planned and prepared. Anywhere from three to five minutes of this is who I am and why I’m unique, and why you should like me.

The You Show candidates have also prepped by doing research on those who will interview them. They probably know more about the people interviewing them, then the people interviewing know about you as the candidate. They’ll stalk your LinkedIn profile, your social footprint, Google name search, people from my school who work there, etc. I want to know my audience if I’m putting on a show, so I at least have a chance to producing a show they’ll like.

If I have one hour, planned, for the interview, I want them to hear 55 minutes of me, and very little from them. I want them leaving that room, call, video conference being wowed! Being of the mindset that we really don’t need to interview any longer, since we just found the person.

The “You” Show is probably an exaggeration of your true self. Kind of like, “Hey, this is the best me” and while I might not be this person every minute of every day, when you get the best of me, this is what you can expect. The “You” Show is high-energy, fully caffeinated, I’m going to energize you and when I leave you’ll feel better about yourself.

As you get ready for your next interview ask yourself if you would want to watch you do that interview. If your answer is “no”, it will probably be “no” from those interviewing you as well.

The Fight Club Recruiting Rules!

Posted on by
4

Great talent and great hiring are about getting the best candidates to respond to your messaging. It’s our reality as talent acquisition professionals that we have candidates who apply to our jobs, some of whom might be great. We also have to go out and find great talent and find ways to get them to respond to our overtures.

It’s the number one job of every talent acquisition professional. I would argue it might be the only job of talent acquisition. Get great talent to interact with you!

The first rule of Fight Recruiting Club is you need to get candidates to respond!

The second rule of Recruiting Club is you need to keep trying to get talent to respond to you until they actually respond. Wait a second, Tim! You mean we have to reach out to a candidate more than once!? I mean, if they don’t respond to me after my first outreach, that’s their loss! No, it’s your loss! You need that talent!

The third rule of Recruiting Club is you need to interact with candidates in themedium they are most comfortable with. I like it when you text me, most people do. It gets a high response rate. Some folks like email, phone calls, Facebook messenger, handwritten notes, etc. Find all the mediums the candidate likes, not your favorite!

The fourth rule of Recruiting Club is it’s not about you. It’s about them! “I’ve got a great career opportunity for you!” How do you know what I want? Stop assuming you know what I want when you don’t. How about you first to get to know me a little. I mean, you don’t ask someone to marry you on the first date!

The fifth rule of Recruiting Club is….(there are ten in total, click through to the rest of my post over on Saba’s Blog)

The Weekly Dose: @Fountain_Inc – Hourly Recruiting Reimagined

Posted on by
Reply

Today on The Weekly Dose I take a look at the hourly recruiting technology, Fountain. Fountain is a technology designed to make high volume hourly hiring more efficient, easier, with higher quality.

The reality is most HCM-based Applicant Tracking Systems are not designed for high volume hourly. They are designed mostly to process requisitions for a salaried workforce. Candidates who will sit at a desktop and be willing to jump through hoops and take a bunch of time following each step.

Hourly workers, the vast majority who will only access the internet via their mobile device, will not jump through a bunch of hoops and have the patients to follow a long process. Thus, most organizations that have a high volume hourly hiring component tend to find a workaround to their ATS or go out and find technology, like Fountain, that can fix their hourly hiring inefficiencies while still getting the data they need into their HCM for onboarding and payroll.

What I like about Fountain:

  • A mobile-based hiring process that makes it super easy and quick for an hourly candidate to apply and show interest. We don’t want a system that eliminates or discourages candidates to apply, we want them all to apply, and then let the technology screen and sort the best ones for us, which is what Fountain does.
  • Built-in programmatic like functionality that allows you the TA team to boost specific jobs that aren’t having the candidate flow they need to meet your recruiting plan goals.
  • Candidate communication via email and SMS, ability to communicate with groups of candidates at once through the entire process right from the platform.
  • Fountain can automatically begin video screening candidates as they match certain criteria you need for each position, reducing time to fill dramatically.
  • Simple Collaboration between applicant and hiring managers as many organizations with multi-locations have on-the-ground managers who do their own hourly hiring. So, great for franchise-type environments as well.
  • Fully integrates with your HRIS and Payroll for easy onboarding of hourly hires all within the same recruiting process flow.

Why do I need a system just for hiring hourly workers? 

That’s the big question, right? Quite frankly, you wouldn’t if the ATS you had was designed to actually be a benefit to you for high volume hourly hiring, but most are not. While they will say they are mobile-optimized, they are not built mobile-first. They were not built to have someone apply in a minute or less, verse twenty to thirty minutes.

Hourly workers have shown they are unwilling to “register” with your ATS before applying, and then click from screen to screen in what seems to be an endless maze of a process. They want to pick up their phone, show you they are interested, and almost instantly see if you have an interest or not. If you don’t have that, they’ll go apply to someone else that will. Speed, in mass-volume hourly hiring, is critical!

I recently witnessed an hourly worker apply, get screened, and have an offer of employment in 18 minutes! This hourly candidate had a job in 18 minutes! Why do you need a stand-alone hourly hiring platform? Because your competition is getting the best talent before you even see them.

Fountain is definitely worth a demo. It’s amazing to see how fast a recruiting process can work when you have the right technology in place. It’s all about getting high quality, fast, and Fountain delivers.