Category Archives: Sourcing

Recruitment Non-Poaching Agreements and Bad HR

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Workforce had an interesting article – When the War on Talent Ends with a Peace Treaty – regarding some national non-profit teaching institutions who regularly found themselves competing against each other for teacher talent. Being “non-profit” these organizations felt that it was their “mission” to find a better way to recruit teachers. A better way, meaning more cost effective and using less organizational dollars in recruitment.

For them, non-poaching agreements were part of the answer to help save costs. Non-poaching agreement = staff retention. Less turnover = money saved.  And in the end? This would allow these organizations to spend more money on their “missions” and make the world a better place to live. Amen.

Sounds good, right?

Non-profits squeezing every penny out of every donated dollar to ultimately give “our children” the best education in the world? Let’s not kid ourselves, Teach For America (TFA), KIPP, etc. are organizations that are “non-profit” by definition, but I’m positive their Ivy League educated leadership are not living in one-room apartments, eating government cheese and taking the bus to work – as many of their constituents are. And ultimately, the individuals hurt by non-poaching agreements are those professionals looking to get a job in that chosen field (in this example they’re teachers – but all the examples play out the same way).

Let me explain. Instead of education, let’s take a look at health care. Under the premise above, it would seem safe to believe that all “non-profit” hospitals should be able to come up with similar agreements, right? I mean, we are just trying to make people better, keep them healthy, it’s our mission. We won’t take your doctors, nurses, etc., and you don’t take ours; agree? Good. Now, I can go back to coming up with some policy, like dress code, how to make our lunch menu more exciting, or some other valuable HR deliverable…

Instead I have another novel idea, how about don’t suck!

Yeah, that’s right, stop sucking as a place to work, and you won’t have to come up with agreements with your “competition” about not recruiting your people away from you. Stop sucking in not paying what the market bears for pay and benefits. Stop sucking in developing your employees and giving them a great environment to work in.  You don’t hear about Google or Zappos or Pepsi meeting with their competition about not poaching each other’s talent. Why? It’s illegal, it’s called collusion.  It’s the main reason we have Unions and Unions suck more. so stop it!

To recap: Non-poaching agreements are bad. Bad for talent, bad for business, and bad for America (but good for HR folks who don’t want to make their places of employment better). Stop Sucking as an employer. And, Unions Suck.

HR Manager Position that Pays $364,000! Want it?

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I ran into an age old issue last week, which for some reason hadn’t come up for a very long time, but there he was staring me right in the face, and I still don’t get it!  Here’s the issue, should you post the salary (or your desired salary range based on experience, yadda, yadda…) for the position you are hiring, or not?

My guess is you clicked on this post because you wanted to find out which kind of HR Manager position pays $374K! Well, none, but you clicked, I win! But, while you’re here let’s take a look at the issue at play because it’s a polarizing issue amongst HR Pros.

I say, post the salary right out in front for God and everyone to see.  It will create most interest, which gives you a larger pool of candidates, which gives you better odds at filling your position with the type of talent that fits your organization.  It allows you to eliminate many candidates who won’t accept your job, because you’re too cheap. Sure you’ll get some people who see $98K, and they are making $45K, but they want to make $98K, so they send their resume, hoping.  But we’re smarter than that, plus, maybe Mr. $45K would be a great fit for me for another position, or in 3 more years when I have the same position open.

Posting the salary on a job post creates 137% more candidate traffic, than those posts which don’t list salary, or at least it feels that way to me when I do it that way!  I’m sure my friends at CareerBuilder can probably come up with some more precise figures on this exactly, but I’ll bet my made up math isn’t too far from correct.  It’s common sense. You walk by a store and see “help wanted”, and no one goes in. You walk by the store and you see “Help Wanted $12/hr”, and they have a line out the door asking for applications.

There are only 3 reasons you wouldn’t list the target salary for the position you are hiring for:

1. You know you’re paying below market, and you don’t want to the competition to know, because they’ll cherry pick your best people

2. You can’t find the talent you want, so you’ve increased the salary target, but you aren’t going to increase the salary of the poor suckers already working for you at the lower amount.

3. You don’t know what you’re doing!

Look, I get it, I’ve been there.  You don’t want to list salary because your current employees don’t understand that while the position title is the same, you are “really” looking for someone with more experience.  Or, we just don’t have the budget to raise up everyone already working for us, but we really need some additional talent. Or, we’ve always did it this way, and we want people who are “interested in us” and not money.

Well, let me break it to you gently, you’re an idiot.  People are interested in you because the value equation of what you are offering fits into their current lifestyle!  Otherwise, you could just move forward as a volunteer organization now couldn’t you?!

Do yourself a favor and don’t make recruiting harder than it has to be.  Just tell people what you have to offer. “We’re a great place to work, we have these benefits, they’ll cost you about this much, and we are willing to pay “$X” for this position”, if this is you, we want to speak to you. If it’s not, that’s great to, but check back because we might have something for you in the future.

Also, let me know if you find an HR Manager job that pays $374K. I know the perfect candidate!

Do You Pay Your Employees More for Referring Black People?

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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 lay out 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 many complex circumstances, then a homogeneous workforce will.

4. Diversity departments, is 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, MLK Celebrations, etc.)

Now, keeping in mind the above assumptions, what do you think is the best way to recruit diversity 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 HR Department 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, it’s 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 who are really pushing diversification of workforce, I find that this ratio 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 get 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 an Hispanic, over a similarly qualified white male, to ensure the organization is reaching their highest potential.   Work group 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 a diversified workforce.  Then it might not seem so unheard of to pay more to an employee for referring a diverse candidate!

 

T3 – GlideHR

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This week on T3 I take a look at a niche piece of HR and Talent Acquisition software from GlideHR.  GlideHR helps you do the one thing that 99% of us suck at really bad, make better Job Descriptions!  You and I both know this is such a huge weakness in our HR and TA shops.  Glide’s program makes this process really easy, and really fast.

What usually happens is a hiring manager comes to you and says they need to add someone to their team, or they are losing someone.  If you haven’t hired for that position in a while, let’s say even a year, you pull out the last job description.  Chances are ‘that’ job description you pull out was probably written ten years prior or just stolen from some other company that had a similar posting. Welcome to real HR kids.

You want your hiring manager to ‘revamp’ the JD.  They start to work on it, don’t have the time or the patience, and tell you, “what you send me is great”.  A week or so later you start filling their inbox with candidates and they say, “these all suck, none of them fit the job I have”, to which you say, “they all fit the JD!”

Sound familiar?  Don’t get depressed, almost everyone does it the same way, or they use some dated program that spits out the most boring, worthless JD known to mankind. Take your pick.

GlideHR is an online system that let’s your hiring managers give the information that is needed in about 20 minutes of answering a series of questions, which is then sent to the Glide team who puts together awesome JDs based on your brand, the department, etc. All in about 48 hours. I can’t tell you how many weeks I’ve waited, sometimes, to get a JD back from a manager so we could start sourcing!

5 Things I really like about GlideHR

1. They solve a real problem that the majority of working HR and TA pros actually have. Bad Job Descriptions and almost no creative ability to make the sound like jobs people would actually want.

2. A mechanism and process that helps hiring managers provide the information that is needed, quickly, and doesn’t force them to write the entire thing.

3. Cultural focused job descriptions. You generic JDs aren’t getting anyone to apply. Also, your generic employment brand is getting anyone excited, either. But, what about the culture for that department?  That leader? Glide helps align the JD to that level of your culture specifically.

4. Glide virtually eliminates your need for ‘launch meetings’ with hiring managers every time they have an opening. So, your efficiency as a department increases and you move faster.

5. In the grand scheme of things, it’s really inexpensive!  Also, this is a tool that can be used by any sized shop. Small, Medium and Enterprise all get the same value. That’s rare in a technology.

GlideHR won’t change your HR or TA life, but it will definitely make it easier. Also, the perception from the organization and hiring managers will be that HR is finally doing something, because this is something everyone sees and reads.  Don’t underestimate this.  Small changes can make a huge difference in how the organization views your function and better, faster, more creative JDs can do this.

T3 – Talent Tech Tuesday – is a weekly series here at The Project to educate and inform everyone who stops by on a daily/weekly basis on some great recruiting and sourcing technologies that are on the market.  None of the companies who I highlight are paying me for this promotion.  There are so many really cool things going on in the space and I wanted to educate myself and share what I find.  If you want to be on T3 – send me a note.

You Wouldn’t Even Hire Your Own Mom

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I had a conversation recently with a friend about how hard it is to work and be a Mom.  Just to be a clear, I’m not a Mom.  I hire Moms. In fact I love hiring Moms, they work their asses off.

I know this because I was raised by a single mother.

I remember my Mom having to pick where we would go buy our groceries based on how long it had been since she bounced a check at that store. I remember her handing me items off the belt to return because they wouldn’t take her check and we only had enough cash for a few items. I remember pouring water into my bowl of generic Fruit Loops because we didn’t have enough money to buy milk that week.

My Mom started her own business, paid her own mortgage and raised two kids. It wasn’t perfect, but we made it. Those experiences shape a kid for life. It makes you appreciate what you have, when you know you can live with much less.  My Mom got hugely successful after I got out of college and my kids only know her as the grandma that has so much.  I can’t even describe to them the struggle, they have no concept.

I have zero tolerance for hiring managers who don’t want to hire moms because they might have to stay home with a sick kid, or they might want to take an early lunch to catch fifteen minutes of fourth grade play at school during the day.  Both men and women, hiring managers, have told me they don’t like to hire moms.  This doesn’t sit well with me.

The Moms I hire are some of the strongest employees I have.  They come to work, which for many is a refuge of quiet and clean, and do work that is usually less hard than the other jobs they still have to perform that day and night.  They rarely complain, and usually are much better to put issues into perspective and not freak out.

When I look at my own ‘tough’ days I try and remember that most of my day is done, while theres won’t be until their head hits the pillow. Old people and Moms are the most disrespected of the working class.  They are the most underutilized workers of our generation.  A woman takes a few years off to raise a kid and somehow she’s now worthless and has no skills.

I don’t even want to write this post because I feel like I’m giving away a recipe to a secret sauce.  All these national recruiting companies are hiring the youngest, prettiest college grads they can find to work for them, and they mostly fail in the recruiting industry. Moms find this industry rather easy as comparable to what they are use to doing.

The recruiting secret sauce, main ingredient = moms.

T3 – Honeit

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T3 – Talent Tech Tuesday – is a weekly series here at The Project to educate and inform everyone who stops by on a daily/weekly basis on some great recruiting and sourcing technologies that are on the market.  None of the companies who I highlight are paying me for this promotion.  There are so many really cool things going on in the space and I wanted to educate myself and share what I find.  If you want to be on T3 – send me a note.

This week on T3 I’m taking a look at the digital interview platform Honeit (pronounced “Hone It”, as in hone your skills).  Honeit comes at the interview process from a bit of a different angle.  There is a segment of HR Technology that is originally started not to help companies, but for helping job seekers.  If you think about where we’ve been the last ten years, job seekers needed help and a bunch of well intentioned people had great technology ideas to help those folks.

Honeit comes at the interview a bit from that angle.  How can we help job seekers share their skills with employers, but what does “top talent” want and expect from top companies.  Many of assume that top talent wants to interview digitally on their own time, when it is convenient for them. 90% of the digital interview space is designed around this concept. Post a job with a digital interview/screen link, and people will click through and ‘tape’ their responses to your screening questions.  Honeit feels, and I tend to agree, top talent wants live interaction with a real person from your company.

The Honeit interview platform is designed whereas the candidate and the organization have access to their taped, live interview and can have outside professionals give them feedback on how they feel the candidate can interview better, differently, etc. The company can send the interview on to hiring managers, other recruiters, save it for later, etc.  The candidate can use ‘their’ interview to get better at interviewing, and get real feedback from real talent acquisition pros.  Plus, job seekers get an unique URL to use to help share and promote themselves based on their results.

5 Things I Really Like About Honeit: 

1. Easy to use dashboard and a clean UI gets you up and running in minutes.  There isn’t some big implementation to get this off the ground and running.

2. Build interview scripts and questions for hiring managers to use, and the system basically shows you if they’re using it or not because it’s tied to the taped answers of the live interview.  The system time stamps each question and answer during the interview so you can automatically jump to specific Q and A’s, and also share specific Q and A’s without having to share the entire interview.

3. Some HR and TA pros will hate this, but I love that a job seeker can decide to buy up services in Honeit to get themselves better at interviewing, and spend time, live, with a real person, in a real company, who is working in Talent Acquisition. Plus, the job seeker can get ‘verified’ by these individuals on skills, and use that to help promote themselves to other companies.

4. The live versus taped screen I’m sure is up for debate. You’ll get more volume with taped screens.  I have a feeling the better the talent, the more personal touch they want. This feeling is based on twenty years of pimping great talent.

5. We all suck at interviewing, most of our hiring managers suck worse. Honeit really gives you a quality control mechanism to help get your hiring managers better, by allowing you to actually hear both sides of a real, live interview. This tool can give you invaluable coaching material.

Honeit is fairly new, and still working on perfecting what they have.  That’s a benefit for you, because new companies tend to be inexpensive companies and want to work with you more and give you more one on one attention.  We have a client we are going to test Honeit out with, and I’ll follow up and let you know how our test works out.

Better Employee Relocation Design in 4 Easy Steps!

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I have to admit I’ve been one of those HR Pros who has had to design and develop relocation policies a few times in my career.  My philosophy on relocation has changed somewhat over the years. In my career, I’ve accepted positions 4 times in which I went through “professional” relocation for various HR positions in my career.  That fact has more impact on my philosophy of relocation than all other issues combined.

So, Fact #1 on getting a better relocation policy for your company: force those designing the policy to relocate, at least once.  If you haven’t relocated, you can’t design the policy, it’s that simple.

People who haven’t relocated to another state for a job have no idea what impact it has on your life.  It’s not the same as moving to a new house in another part of the city you live in.  For the most part, if you have a significant other and some kids thrown into the mix, it’s probably one of the most stressful events you’ll go through in life.  You get hired, Yeah!  You now have to go show up at the new job, without family, belongings, etc. You’re trying out the new position, culture, etc., all the while your spouse is home trying to run life, now without 50% of her support resources. That person, you, is now living in a hotel or furnished the apartment, eating out each meal, sitting around doing nothing, etc. You’ll only understand if you’ve been through this!

You need to find a new house, but not until the old house is sold, find the right schools, etc., etc.  Oh, and, by the way, you probably have some HR administrator going over your relocation expense reports like they’re a Zapruder Film. Oh, I’m sorry Mr. Sackett, you seem to have spent $1.32 too much on parking at the airport last week. Really!? I haven’t seen my wife and kids for two straight weeks, and we’re talking about $1.32?  DON’T UNDERESTIMATE FACT #1.

I know the talk, lately, about relocation, has been about how difficult it is to get people to relocate because of falling housing values.  Workforce Management’s article Recruiters Get Creative with Relocation in Sluggish Housing Market by Leah Shepherd speaks specifically to this dilemma. Clearly, it’s more expensive to get people to relocate, but I will argue that it isn’t more difficult.  HR folks are classic in confusing expensive and more difficult – finance people don’t have this same issue.  It’s not more difficult to get some to relocate, it’s just more expensive.

Here is where Fact #2 comes in: Never allow your Hiring Managers to get involved with Relocation.

Believe me, they will want to. It’s interesting how people who already work for a company tend to view relocation dollars spent, like the person receiving the relocation is getting a huge bonus!  All of sudden your hiring manager believes they are personally responsible for every penny that is spent.  They aren’t, and you the HR Pro understand this, and that’s why we keep our hiring managers out of the picture.  We need them to have a great first impression of the new person, so take the money out of the picture so they can focus on the fit and skills.

HR/Recruiting Pros are in the business of increasing talent of their organizations, and this fact has to be paramount when discussing the finances of corporate relocation.  This brings us to Fact #3 on how to make your relocation policy better: don’t budget relocation as a single annual amount, budget relocation by the percent of hires you anticipate in having to relocate.

Look, it’s way too easy for finance and executives to look at the HR budget and say, “Wow, $1.5M in relocation budgeted for 2010? You need to cut that by $500K.”  Great, I’ll do that, but tell me which people we won’t be hiring?

Recruiting Pros need to come to the table with market data supporting why relocation is necessary and at which roles and levels.  Cutting relocation isn’t a question about saving money; it’s a question about which talent is less important to the company, because that’s the real cost.  Also, budgeting by hires forces departments and divisions to answer to their talent management strategies, instead of throwing it on HR’s back. Hey, it’s August, and we’ve already spent our Relocation budget for the whole company!  No, Mr. Hiring Manager, it’s August, and we’ve spent your department’s relocation budget. You better talk to Mrs. CEO and tell her why you couldn’t manage your budget.

And lastly, Fact #4 – Don’t come to a Relocation Gunfight with a knife.  Know what the person brings to the table and be able to show the alternatives to hiring that person, but either way show what the impact will be to the organization no matter what decision is made.

T3 – HarQen

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T3 – Talent Tech Tuesday – is a weekly series here at The Project to educate and inform everyone who stops by on a daily/weekly basis on some great recruiting and sourcing technologies that are on the market.  None of the companies who I highlight are paying me for this promotion.  There are so many really cool things going on in the space and I wanted to educate myself and share what I find.  If you want to be on T3 – send me a note.

This week on T3 I had the chance to demo two recruiting efficiency tools by Harqen.  Harqen has both their flagship product, Voice Advantage, which is a digital interview platform for both voice and video (Yes, I asked them to change the name!), and their newest product called Hot Sheet that I’m really excited about.

First, Harqen does things a bit differently than most Recruiting technology companies.  They have a great leadership team that has been in the talent acquisition game for a long time, so before you can demo, you have to have some business outcomes conversations.  The last thing they want to do is waste your time, and their time, if their products aren’t really what you need.  This is a must, because while we all want the new, cool tech to help us out, so many of us are just not ready for this change from a business processing state.

Harqen’s Voice Advantage is like many of the digital interview platforms that are out there, with the advantage that they don’t just assume you only want video. They also offer a voice/phone screen option, which is still the standard in many industries and professions. The platform is also mobile optimized and allows you do taped live interviews as well. Clean dashboard and UI, it’s simple and easy to use.

Harqen’s Hot Sheet is a real game changer. The one thing none of us in Recruiting and Talent Acquisition do well, is mine our own internal databases. You put a candidate in there two years ago and haven’t touched them since. You interviewed a gal last year, she was second choice by a hair, but you’ve never reached back out.  Hot Sheet is a process that Harqen takes your internal candidate data and reaches back out to your database. These potential candidates then can respond via the interview platform and your recruiters have interested potential candidates ready to go when they come in the next day.  One of the best parts of Hot Sheet, is you only pay for the candidates that actually show interest!

5 Things I really liked about Harqen:

1. One of the best management teams in the planet selling recruiting technology.  These people have actually recruited and know the pain recruiters feel, which shows up in the products they’ve created. They listen to you, and even if you don’t end up working with them, they’ll give you great advice on what you should be doing.

2. The key to their Hot Sheet product is the Harqen team putting some great marketing touches and creating a campaign when reaching out to your internal database. This isn’t just a mass email campaign, this is a recruitment marketing campaign to re-engage one of the most valuable resources you have in your shop.

3. You only send the people you want Harqen to go after with Hot Sheet, so it’s not some spammy program killing your database. You use as much, or as little as you want.  You can also shut it off at any point. Since you only pay for those that respond, this is one of the economical pieces of recruiting technology on the market.

 4. Harqen’s VoiceAdvantage digital interview product is one of the more flexible interview tools on the market. Video, audio, screen, live, etc. But you can also use for performance management, onboarding, etc. Harqen’s team is smart enough to show you how to fully integrate and utilize the tech for other things than just interviewing.

5.  I can’t say it enough, when you work with Harqen, you aren’t just buying recruitment technology, you’re buying Recruitment Consulting at no additional cost. Others will tell you they do this, but it’s only to make the sale. Harqen does this, at certain points, to talk you out of the sale, so they don’t have to work with bad companies that won’t utilize their products in a way they actually work! This is a rarity in the industry.

Check them out. The Hot Sheet is something that almost any shop should be using. It’s something my own shop will begin using soon, and I’ll update everyone on how it is working.  It’s just too good of an idea not to do, and a very inexpensive cost.

Everyone in HR Sucks at JDs

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“So, how are your Job Descriptions (JDs)?”

Ugh! It’s the question we hate to get asked because we know they suck!  There’s only like five companies in the world that have good job descriptions and that’s because they only had to hire like three different kinds of people.  Most of us are stuck with JDs written in the 1970s, and while we know they suck, we can’t seem to find anyone to write a better one.

By “anyone” I mean the hiring managers, who usually ask for the ‘latest’ JD we have.  We blow the dust off Mr. 1970 and send it along.  To which the hiring manager goes, “yeah, that’s about right.”  You then send her the candidates you get from the sucky job description and she says, “these people aren’t even close!”

Shocking…

Sucky job descriptions are like a right of passage for HR pros.  I can’t tell you how many corporate meetings I’ve been in when the topic of conversation was somehow swayed to JDs and it always ended with, “we should hire an intern this summer to redo all those.”  Which never happens. Even the interns know how bad of a job that is!

The real problem doesn’t have to do with HR, but we own it because we own the bible of JDs for the organization.  Obviously, hiring managers should own their own JDs for their departments, but most just won’t do it, or don’t care to do a good job until they can’t find anyone for their open position. Talent Acquisition wants to get all ‘cute’ with them and turn them into marketing commercials, which could be cool if done right, but they also suck at it!

HR is the worst of all to write JDs because they turn them into something SHRM would have an HR boner over, but no one else in their right mind would ever read.  It becomes of a game of how many acronyms can shove onto a piece of paper and for gosh sakes don’t forget the say if it’s “salary” or “exempt”. I mean who would apply for a job unless they know that data?!?

ATS vendors and many of the suites have tried to solve this by auto generating the most boring JDs known to the history of man for you to just cut and paste.  The only good thing about these systems is they give you someone to blame for how sucky your JDs are.  “It’s not us, it’s this crappy software they make us use!”

Some Silicon Valley companies attempt to have “cool” job descriptions and titles, but really how cool can you get with “Brogrammer” and “Coding Ninja”? It’s like watching your high school robotics team try and pick up the cheerleaders.  You root for them, but in the end you know it’s not happening.

What can you do?

I like in-take meetings.  HR and Talent Acquisition pros hate these because it forces them to spend quality time with hiring managers, but they work. A funny thing happens when you sit in front of a hiring manager for more than 45 seconds. They begin to really talk and tell you what they need.  Not the bullet point stuff, your 1970 JD already has that, but the real stuff they want. The stuff that gets people hired and gets the req off your desk.

We all have sucky JDs. It’s nothing to get embarrassed about.  I would have a contest and reward the suckiest JD in our company as a kickoff to making better ones.  Have fun with it. Embrace it.  Just do something to stop it!

T3 – Talemetry

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T3 – Talent Tech Tuesday – is a weekly series here at The Project to educate and inform everyone who stops by on a daily/weekly basis on some great recruiting and sourcing technologies that are on the market.  None of the companies who I highlight are paying me for this promotion.  There are so many really cool things going on in the space and I wanted to educate myself and share what I find.  If you want to be on T3 – send me a note.

This week on T3 I reviewed the recruitment marketing and automation software Talemetry. Talemetry works with your ats & includes CRM, job posting, talent networks, employee referrals, mobile automation, career site landing pages, etc.  Basically, they do everything your ATS doesn’t do, but you wished it did!

Talemetry works with your applicant tracking system enabling you to reach candidates quickly using all recruitment marketing and sourcing channels and activities on a single powerful technology platform. Improve candidate experiences, optimize recruiter efficiency, control costs, and measure what works.   Ultimately, they are delivering a full suite of products to help you manage the candidate relationship like you want to, but never were able to.

Talemetry, like many of the major recruitment CRM and recruitment marketing automation tools are for enterprise level type talent acquisition shops. Basically, if you have 2,000 employees and above, this is a product that can transform how you recruit for your organization.

5 Things I really liked about Talemetry

1.  Perfect tool for Talent Acquisition leaders who are managing multiple locations that are using multiple ATSs and you are struggling to get all this data under one roof.  The depth of analytics within Talemetry allows you to really optimize your recruitment operations.

2. Two integration with your ATS.  Talemetry isn’t just pulling information out of your ATS, it also is putting information back in.  For those using Oracle and Taleo, this is important. The last thing you want, using an enterprise level ATS, is using a recruitment marketing tool that is just a work-around.

3. Talemetry helps your team source on a number of levels socially, job boards, etc., but also leverages your own internal ATS database to source as well.  The most underutilized sourcing tool we all have is our own database, and Talemetry doesn’t allow you to forget this!

4. Recruitment performance metrics. You don’t expect this from a recruitment marketing/automation type of software, but Talemetry delivers great individual Recruiter metrics.  Another powerful tool for leaders managing multiple locations and recruiting team spread all over.

5. Auto broadcasting your jobs out is expected.  Auto broadcasting your jobs out based on rules, like title, location, etc. is pretty cool.  Talemetry allows you to build in specific rules of what and where you broadcast your jobs out to.

CRM recruitment marketing automation type softwares, like Talemetry, are the future of talent acquisition.  Everyone has an ATS, the organizations using advance recruitment marketing tools are going to win the war for talent in the future.

Talemetry is definitely worth checking out especially if you already an Oracle/Peoplesoft and Taleo ATS users, which is a sweet spot for them.  But, they can integrate with any ATS, really, so don’t hold up if you aren’t using one of those.