Recruiting employees is only half the battle for HR professionals and recruiters in today’s hiring landscape. Retaining employees has become an increasingly difficult challenge in recent years. According to CareerArc’s EMBARC Pulse Survey, 43% of HR professionals report more difficulty retaining talent than in years past. And employee retention is sure to continue being a challenge that businesses will face in the year ahead.
Job seeker confidence is at a record high, and with good reason: the unemployment rate fell to 3.5 percent in September, a record 50-year low. It’s a job seeker’s market, and this climate forces employers to seriously reevaluate and enhance their recruitment and employment practices, or suffer the cost.The narrative makes a lot of sense: When times are tough (as they were in the last recession), job seekers cared about two things—finding a job, or keeping the job they had. But now that things are looking up, what do job seekers and employees want? A great experience. And their expectation for that great experience is only growing. So what happens when employers don’t live up to candidate and employee expectations? Apparently, a lot, and each has a hefty price tag. Here are a few ways to understand the true cost of a bad employer brand:
HR professionals play bigger roles in telling and amplifying a brand’s story than one might think. After all, what a company stands for and how they conduct their business is just as important as the work or product they produce—at least to many job seekers in today’s market looking to make a switch.
At some point within the application process when someone is looking to apply to a new company, they’ll likely land on the business’ career page. What’s displayed on that page will typically speak to the benefits of working at that particular company. Snacks at the office, corporate activities, pets sitting at desks, open work environments. All of these things could be considered job perks—and some people might even consider these “extras” to be part of a company’s culture. But do standardized office privileges really make up the ethos of a corporation?
The air is brisk, “Jingle Bells” is playing in stores and hot cocoa is the beverage of choice. No, we’re not just talking about the holiday season—it’s also that time of year when companies are conducting employee annual reviews. As the new year approaches, many HR professionals look back at employee’s past performances before they look ahead. To help HR professionals navigate this specific review season it’s important to understand the best practices around performance evaluations, as well as what not to do.
As a modern HR professional, you already know the benefits of social recruiting. However, not everyone in your company may understand the perks that come with this recruitment strategy. In order to introduce social media recruitment in a way that convinces internal stakeholders, you must start by framing the idea in a way that non-HR professionals can understand. This is a challenging exercise, but one that is necessary for getting social media recruitment strategies approved at your company.
In 2008, the term “social recruiting” was coined, representing a company’s ability to leverage social media platforms and its website to recruit and attract top talent. Over ten years later, we’re still talking about social recruiting, as businesses are continuing to develop strategies to augment their talent acquisition goals.
In today’s competitive job market, social recruiting has become de rigueur. Half of HR leaders report using social recruiting tools to attract job candidates, and more than a quarter plan to purchase or increase their investment in this type of HR technology in 2020.
The typical HR department sits on a vast amount of data. From recruitment data and career progression data to social media data and sentiment analysis data, data is constantly being collected from a wide range of sources. Unfortunately, for many companies, the process just stops there. However, without processing and extracting information from the data to inform HR decisions, the only good the data is providing is simply taking up space.
In August Facebook announced it would begin requiring all U.S. based housing, employment and credit advertisers to select the “Special Ad Category” option in Ads Manager when creating ads. Selecting this option restricts ad targeting options. Employment advertisers can no longer target by age, gender, zip code, multicultural affinity or options describing protected characteristics. Unfortunately, this includes targeting by company, job title or education.