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We live in a technological world, and it seems as if we now communicate more through our electronic devices than we do in person. Yet, one interpersonal mechanism necessary for securing a job has remained largely sacrosanct — interviews.
Recently, employers have taken up a new trend, eliminating visibility in favor of efficiency by conducting interviews by text. In the constantly evolving hiring market, employers can gain a significant competitive advantage by understanding how this new process works, the benefits it can afford and strategies to implement the practice.
How Does it Work?
Given that text is the most utilized data service worldwide, with approximately 23 billion texts sent every day, it seems apparent that it can be used in hiring. Surprisingly, many employers have not yet capitalized on the practice.
More akin to traditional interviews, some employers utilizing the practice still prefer a live method, where the interviewer and interviewee designate a time window to talk. Generally, this style mirrors a question and answer format, i.e. the interviewer does not provide the next question until the interviewee provides the answer to the previous question. While this method maintains formal questioning, it promotes focused interactivity between the participants and allows each person to mindfully craft their question or answer without extraneous pressures.
Meanwhile, questionnaire formats entail sending all questions to the interviewee at once, who then returns all answers in one message once completed. At the same time, it facilitates reasoned responses, this approach also allows the candidate greater opportunity to research or obtain other help on the answers, which may not be a desired or intended result.
Additionally, interviewers can use the asynchronous process to conduct multiple interviews simultaneously and take as much time as needed to review answers and send the next questions, and interviewees can enjoy little to no disruption of their daily lives.
Why Should Employers Do it?
In theory, technology often aims to streamline processes. In practice, results often vary. Interview by text, however, promises a multitude of benefits for employers. Whether a small business or an international corporation, an employer can contact potential candidates that were previously unreachable.
Interviewing by text allows you to operate outside of the confines of a normal workday and geographical time differences, and the response time is often less than one minute. In so doing, you prioritize efficiency by reducing: (a) the amount of time spent on disinterested candidates and for hiring decisions overall; (b) the travel costs and environmental impact not spent on travel; and (c) the likelihood of losing a valuable candidate due to lack of engagement.
Not only can interview by text facilitate progress through internal processes, but it can also promote external growth by perpetuating a contemporary brand image. Instant gratification is ensured by satisfying candidate desire for the hiring process to be convenient and easy. Employers have boundless potential to reinvent their image and desirability merely by doing something they likely already do — pick up the phone.
How to Make It Happen
In most cases, interview by text can likely be implemented with limited changes to an existing hiring practice. Mass text messaging may be the most efficient means to secure seasonal workers but may not be appropriate for a single high-level position. Therefore, it is important for you to consider what goals you seek to achieve.
First, consider creating a policy outlining text message etiquette. You can specify how and when to initiate contact through text, whether short-form communication or use of slang is appropriate and the frequency with which texts should be sent. This guidance ensures that expectations remain clear, privacy boundaries are set and control over public image is maintained.
Second, further ensure quality control by choosing how communications are preserved. You can manage text messaging in one central location through recruitment marketing software that keeps all communications in one place — including candidate applications, email communications, file notes and any text messages.
Comprehensive and diligent recordkeeping also limits legal exposure. For example, interviews by text could protect an employer against a failure to hire claim based on race discrimination in that the employee conducting the interview did not see the candidate’s face, body language or mannerisms. Eliminating many identifiers and maintaining a record of the interview can deflate a potential bias argument.
Speed, efficiency, and innovation allow employers to attract a modern workforce. Undoubtedly, participating in popular technological movements such as text messaging can make employers relevant. Nonetheless, each employer must determine whether adapting its hiring practices to this new forum is feasible and prudent.
SHRM Online caught up with Gretchen Alarcon, group vice president of human capital management (HCM) strategy at Oracle, to ask her about the company’s new voice capabilities for its digital assistants and other ways employers can support employees’ career growth and help them collaborate more effectively with their peers.
Though health insurance coverage for mental health has
steadily improved in recent years, experts
say support for mental health awareness in the workplace hasn’t kept pace.
Here’s why that’s notable: More than 200 million workdays are lost due to mental health conditions each year ($16.8 billion in employee productivity).
Three in five employees say they’ve never spoken to anyone at work about their mental health status.
To help understand why mental health awareness remains so elusive, Mind Share Partners, SAP, and Qualtrics conducted a study of the prevalence of mental health challenges and stigma in U.S. workplaces.
Less than half of respondents felt that mental health was a priority where they work, and even fewer viewed their company leaders as advocates.
Other findings included:
About 86% felt their company’s culture should support mental
A full 50% of Millennials and a whopping 75% of Gen Zers had
voluntarily left jobs for mental health reasons, compared to just 20% of
In fact, most people don’t consider themselves vulnerable to
a disabling mental health condition, even though 4 out of 5 will manage a
mental health issue in their lifetimes.
According the Centers for Disease Control, poor mental
health awareness, and the accompanying stress, can negatively affect employee:
Also, mental illnesses such as depression, are associated
with higher rates of disability and unemployment. Depression interferes with a
person’s ability to complete physical job tasks about 20% of the time and
reduces cognitive performance about 35% of the time.
Only 57% of employees who report moderate depression, and 40% of those who report severe depression, receive treatment to control depression symptoms.
CDC experts say workplace health
promotion programs have proven to be successful, especially when they combine
mental and physical health interventions.
The workplace is an optimal setting to create a culture of health because good communication structures are already in place, and:
Action steps employers can take include:
The post Keys to promote mental health awareness and ease employee stress appeared first on HR Morning.
Google AdWords presents businesses with an intriguing prospect for promoting their employer brand and driving up job applications. Google’s ads platform gives you the opportunity to move beyond social media sites and start attracting potential applicants through Google search results and across the Google Display Network. While the new possibilities that recruiters are afforded by… View Article
While campaigning for President in 1932, Franklin Roosevelt promised a crowd in Pittsburgh that he’d balance the federal budget while cutting “government operations” by 25 per cent. When he returned to Pittsburgh during his 1936 campaign, Roosevelt asked his staff how to answer questions about that unfulﬁlled promise and was told “deny you were ever in Pittsburgh.”
So much has changed since then: what is said and done is now instantly visible. This lesson came earlier to politicians, it is now unavoidable for business entities. There is no option to deny that you were there.
Let’s look at some consequences of this global visibility:
This trend is particularly apparent with respect to issues of forced labor. Eight of the G20 countries (Australia, Brazil, China, France, Germany, Italy, Britain, and the United States) have passed, or taken steps to pass, anti-slavery laws intended to minimize the impact of forced labor. The UK Modern Slavery Act is a prime example.
These “nudge laws” require companies to disclose what actions they have taken to ensure there is no forced labor in their businesses or within their supply chains. The idea is that large companies that have not taken actions to prevent forced labor become subject to public scorn or shaming.
The risk, however, goes far beyond adverse publicity, as the following challenges demonstrate.
Historically, businesses, like Franklin Roosevelt in 1932, focused narrowly on geography. Back then, what was said or done in Pittsburgh was only heard or witnessed in Pittsburgh. Today, what is done in Pittsburgh may matter in Paris, Prague, and Phnom Penh, and vice versa. As a result, companies must pay attention to employment practices along their entire global supply chain.
This article was co-authored by Emma Chen, who was an associate at McDermott at the time of writing this article.
Business success depends on a variety of factors, and the recruiting trend landscape is no exception.
An analysis of today’s market suggests an economy shaped by several factors, including a gig economy that continues to expand, and a skills gap bemoaned by many HR professionals.
The unemployment rate hovers at a record low of 3.5%, a number that has steadily decreased every year since the height of the 2008 financial crisis.
By many estimates, the U.S. economy is considered at full employment. For employers, that means it’s a slow time to hire, as many positions remain unfilled because the number of jobs available exceeds the number of candidates looking for employment.
A low employment rate brings its own set of unique challenges for recruiting, and with global issues like a trade war with China and the U.K.’s expected departure from the European Union, the global economy might be in for uncertain times.
A slow time to hire means recruiters will need to compete for top talent and recruiting tactics will need to be increasingly innovative.
Here are six things we see coming in 2020:
A competitive hiring market means offering perks to employees, including one that’s increasingly prioritized by job seekers: flexibility. According to a 2019 survey conducted by the International Workplace Group, 80% of respondents said they’d choose the job offer that came with flexibility over the one that did not. Furthermore, 85% of businesses responded that productivity actually increased in their workplace due to more flexibility.
flexibility as a job perk, i.e., allowing employees to work some time from home
and other hours at the office, can help you gain an advantage versus businesses
offering positions that do not include flexibility. Flexibility, of course, can
depend on the type of job and technology involved and is most suitable for
employees who can work remotely via their laptops.
shortage of workers who are traditionally qualified for specific jobs means
employers will continue to look outside their traditional target markets. This
means hiring will not necessarily be based on prior job experience, but based
on the candidate’s potential for growth and the ability to be trained on the
will also need to look for skills they think will help prospective employees
easily adapt to the responsibilities of the job — otherwise known as
transferable skills. Transferable skills can include things like dependability,
strong communication skills, organization, adaptability and leadership.
Video has been increasingly used by organizations in their recruiting processes to convey what tasks the job entails and to showcase the organization’s culture, mission and values. Use of video can help organizations speak to prospects remotely, record interviews for feedback from other team members and assess personality traits.
your business through networking and current co-worker connections is a great
tactic that can bring quality team members to your organization. An employee
referral program that provides incentives to employees who recruit people they
know can be highly beneficial to both employer and employee.
to a CareerBuilder study
from the early 2010s, 88% of employers surveyed rated employee referrals higher
than all other sources as the best means of generating return-on-investment.
When competition for employees is so high, finding new hires through
connections rather than job boards is a viable and compelling alternative.
is becoming increasingly more capable, and digging through each resume manually
is becoming a thing of the past for large organizations. Automation can help
facilitate candidate screening, interview scheduling and skills analysis.
In 2015, a study performed by the consulting firm McKinsey & Company found that companies with greater racial and gender diversity were 35% more likely to have financial returns higher than their respective industry medians on a national basis.
Whatever recruitment tactics organizations choose to integrate in 2020, methods will ultimately be at the mercy of the job market and the global economy.
While we can’t predict the future of the economy, we can guarantee this: Recruitment will be defined by innovation and technology — and the organizations that embrace both will have greater success at recruiting the right employees for the long haul.
The post Recruiting trends in 2020: 6 tactics you’ll want to sharpen up on appeared first on HR Morning.