Tag Archives: sourcing

What IS Diversity Reruiting?

Diversity HandsAt some point during every year of my career since 1993 the topic of diversity recruiting has been discussed with someone – hiring manager, my immediate manager, my manager’s manager, executives, other recruiters, vendors, and auditors. The conversations have not changed much since the early ’90’s.

*”What are we doing to ensure we are attracting a diverse slate of candidates?”

*”How many diverse hires have we had this year?”

*”We want to advertise on specific diversity sites so we can attract diverse candidates.”

What prompted me to write this post is an email I recently received from a company pitching their ability to recruit diverse talent and that diversity recruitment was one of the “hottest topics in corporate America” today. Really? It has been a topic my entire career and beyond! We discussed diversity recruitment in one of my HR classes in college.

Why are we still discussing diversity recruitment?

Part of the reason is the various government agencies at state and Federal levels that require reporting and proof of diversity recruitment efforts. This has spawned an industry to help you pull your data and get it into an acceptable reporting format along with advertisement plans “to meet your EEOC requirements” and companies that will post your jobs to the required state agencies for you. Another reason is that executives have not been kept in the loop on what their HR and Talent Acquisition employees are doing to meet and exceed these requirements.

My “Ah-Ha” Moment

Let me back this up a bit. During the mid to late ’90’s I met regularly with the two big job boards at the time – CareerBuilder and Monster – to discuss our recruitment strategy. I would ask their opinion on where I should post jobs to ensure that we were attracting diverse candidates.  A rep from one of these sites said – “We have demographic data on our resume database and limited data on those that apply to jobs on our site – candidates go where the jobs are posted.” I thought that was obvious but then replied “What do you mean?” Their response – “An African American is not only going to go to the African American sites to look for a job, Asian, Hispanic or women candidates are not going to only go to the sites that appeal to their race or gender – they are going to go where the most jobs are posted.” We were at lunch so I put my fork down, wiped my mouth and sat silent for a moment and then the full realization of the statement hit me.

This is before “big data”, the onslaught of ATS’s, social media and SaaS services. I was receiving resumes via fax or USPS, printing them from job boards, or receiving resume books from colleges and universities. I had no way of effectively collecting data on our candidate pool. The job boards could analyze their sites and provide information to their clients. That statement – “They are going where the most jobs are posted” – was my diversity recruitment plan. Whether it was CB or Monster back then or Indeed, SimplyHired or sponsored ads on Google more recently that was my plan. Everything else was to meet government requirements and “good faith” efforts or in some cases to pacify a VP. As time went on and technology improved for corporate recruiting I could pull my own data and show that the good faith efforts and unique sites were not going to produce a significant number of diverse hires – if any at all.

Don’t get me wrong – I have consistently pushed my teams and myself to identify new sources and unique sources over the years. In fact, a performance goal I have used many times is to have the recruiter(s) identify at least one new source each quarter. It could not just be a job board posting but a visit with the entity, and some kind of activity – resume writing seminar, interview skills workshop, or job fair. This meant that the recruiters would need to identify a local organization that supported people in some category of “diversity” and build a relationship. If we got a hire out of it – excellent and a great story to tell. If we didn’t get a hire out of it, no worries because I knew that me and my team would be better off for going out. The initial goal may have been a check box on the performance review but my team would always come back and tell me how great it was to help others and they learned something as well. To me this is community involvement or corporate responsibility not diversity recruiting.

My Definition of Diversity Recruiting

Using data from the ATS I have shown the source and diversity make-up of our candidate pool at various employers. Time and again “the statement” kept ringing true. The candidates were coming from sources where the most jobs were posted and consistently the diversity make-up reflected the community we served. Depending on your employer diversity could mean different things when it comes to recruiting. It may not about race and gender but about diversity of thought, or it is purely about the race and gender numbers and for others it is a mix ensuring that hires come from a balance of sources providing a variety of educational, race, gender, veteran, disability backgrounds.

What is diversity recruiting? To answer my own question – it is ensuring that the sources used not only identify the best talent available but expose the openings to all available candidate pools. It is not running ads in magazines or on sites that “will meet your EEOC requirements”. It is working with vendors to learn the demographics of their audience/users and making a decision on posting the job where the most eyeballs are going to see it. Job boards are still very effective in driving a diverse candidate pool and they have relationships with a multitude of diversity sites. The job aggregators will pick them up as well and that will get your posting on the search engines. It’s not sexy, it’s not that creative but it sure is effective.

I welcome your thoughts.

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Recruiting – It Has (almost) Come Full Circle

The last four years has brought on a change within the recruitment industry – corporate and third party – that at the minimum has sparked conversation around brand, candidate experience, how candidates are sourced or how they find open positions. Several articles have been posted stating how much recruiting has changed and that certain aspects of it will fade away or (gasp) are already dead. To me, it appears to have come full circle – almost.

During the pre-internet/applicant tracking (ATS) timeframe the strategy to find top talent included:

  • targeted campaigns in print advertising with select outlets that would drive the right talent to mail or fax in a resume to the organization
  • partnerships with schools and career service centers for the intern and entry level roles that included campus visits, presentations, interview days, meetings with professors and campus groups
  • research of key professional associations, industry conferences, and either attending events or finding a way to receive a directory of members
  • effective employee referral programs

These were typically done through manual processes, phone calls, letters and monotonous work of opening each paper resume and quickly scanning for fit. I remember spending hours with hiring managers developing recruitment strategies around finding the right talent to apply to our print ads in various niche magazines and newspapers. We did not want hundreds of people to apply because that meant a large amount of work going through the responses.

When the internet and ATS usage gained speed and exploded in the late ’90’s the strategy changed a little but the core points above were still a strong foundation within recruitment plans. With the advent of key word search (boolean) on job boards and in ATS’s the mindset moved from ensuring the right talent applied to bring in as many as possible because maybe our methods before missed some really good talent. These systems could hold thousands of resumes and in time millions. Recruiters would brag to hiring managers that XX number of candidates applied to a posting and that number was typically in the hundreds. They would then add to their bragging that due to the internet or ATS technology they could whittle down the number to a select few and screen them for the role.

The use of the internet and ATS tools built a wall between the recruiter and the applicant. No longer was a fax number, mailing address or email address contained in postings. They were replaced with web site addresses or generic email addresses and phrases like “no phone calls please” or “no faxed or paper resumes accepted”. Recruiters (mostly corporate) were now behind a curtain that only privileged candidates who were contacted would be able to see behind it.

However, as the internet evolved and it moved from one-way communication to two way (web 2.0) recruiters were being exposed via tools like LinkedIn, Twitter, Google searches, or other on-line communities. Those that started in recruiting behind the curtain realized they needed to gain certain skills or use the skills they learned during college in social media settings to effectively communicate with candidates. The recruiters that started pre-internet spouted that the changes were not silver bullets but just another communication tool and recruiting is still the same thing as it was 15, 20, or 25 years ago.

I think it has evolved and is similar but a recruiter can be much more effective than pre-internet. The same foundation remains as my bullet points above. Take those points in today’s terms:

  • develop an employment branding campaign that will attract the right talent to your company – this could include social media, job boards, niche industry sites, video, mobile and believe it or not – print
  • university relations and campus programs that can now be managed through on-line tools directly with the school or through other tools that have significantly reduced the workload on building those partnerships but increasing the effectiveness of on-site visits
  • research of specific industry associations, contact lists and networking events can now be done in minutes instead of hours or days
  • automated employee referral campaigns making it easier for tracking, reporting and payments/recognition

There is a mantra I use in managing recruiters today that I know grates their nerves because it goes against the mindset of the “post and pray” days between 1999 – 2008. Less resumes, less interviews, more offers. That is how recruiting has almost come full circle. In 1995 I did not want 200 resumes mailed or faxed to me and today I do not want 200 resumes submitted to a non-high volume role. I want to make sure the role is marketed to the right candidate pool, enticing enough to have them apply and given today’s tools I can quickly and effectively identify top talent through the use of various internet resources. In addition, I want top talent to find me and connect with me about opportunities within my organization, no more curtain to stand behind.

As recruiters we have always adapted to new technologies and in some cases blown out the use of a tool that was not considered as it’s original intent. When developing a recruitment plan are you relying on spray and pray that will create a habit of sit and wait recruiting, or is it an active program that drives the right talent to your organization and a go out and seek mindset? I believe the latter will move your organization forward.

I welcome your thoughts.

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Heisman In The Workplace?

Over the last few years I have read plenty about “top talent” and how to recruit for these elusive candidates or organizations will go into a death spiral never to recover and fall off the face of the earth. While I agree that companies can fail because of poor talent in the ranks or the lack of leadership within the top ranks, I disagree with the notion that certain sources or certain types of candidates are the best available.

Unlike the sports and entertainment world where there are a finite number of players with a very formal funnel process in place to ensure that the best of the best win awards and supposedly make it on our TV screens, ipods or tablets, the “working world” does not have such a process. We do not have the Heisman, Golden Glove, MVP, All-Star, Oscar, Emmy, Grammy, or Tony awards. We have an infinite pool of workers and it is nearly impossible to determine who the best of the best is and even then it is subjective. There is not an annual awards show that comes on during prime time viewing to go through the various categories. Business magazines and blogs may try to rank individuals but each one has their own method of ranking and usually there is some kind of flaw or a “pay to play” nomination process.

The common question I see out on LinkedIn group discussions, or blog sites is “how do I know I am attracting top talent”? In my opinion the question comes from those that lack confidence in their ability to recruit effectively, or feel that they are somehow missing out on something, believing the hype about passive vs active or secret sources versus common candidate pools.

As a recruiter if you know your company culture, understand the business/industry, believe in where the organization is going and can identify a solid slate of candidates that meet the requirements, have documented success in their field and fit the culture then you have identified top talent. Keep in mind how many Heisman trophy winners failed miserably at the NFL level. Sure some have gone on and done great things and the point is that though someone may have top talent within their organization it does not mean they will be in yours.

When I conduct a search I look for key things on the resume that will give me insight but I keep in mind the candidate created the resume. Therefore, when I pre-screen them I challenge them on points, make them explain the projects or claims of success listed and rarely accept answers at face value. It is my role to investigate the candidate and flush them out. I pick up on nuances while they explain their answers to determine fit or see if there is something I should ask to ensure I have as complete a picture of the candidate as possible.

It would be great if when someone applied they were ranked like tennis or golf players by looking at a central list of every player. Our roles would be very different. We would be more like sports and entertainment scouts with contracts and exclusivity and less like investigators with a sales twist. We do not have the rankings on every accountant, sales person, call center rep, or recruiter.

So, we do our best to source, screen and identify the best available talent for our organizations. This means that I will evaluate candidates from any source, keep abreast of industry trends, not dismiss a candidate because of the source or status and not get caught up in hype but evaluate its fit into my sourcing strategy. By doing this I will move my organization forward confident I have identified great talent.

I welcome your thoughts.


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My Personal Job Search Stats

Recently I met up with Bryan Chaney to discuss my job search and to just hang out. Bryan and I have known each other for about two years both professionally and personally initially meeting on Twitter. He has been a great sounding board for me and offering constant support during my current search. At one point in our conversation I had told him that I am utilizing all avenues and so far it didn’t really seem like one source or approach had an advantage over another. He seemed a little surprised and asked me if had I really looked at my data. I told him that I had not reviewed it in depth but was keeping a mental track record and constantly reviewing my notes. I had started a spreadsheet at the beginning of my search and stopped after the first five opportunities fell through. It was tough to look at “my losses” and being reminded of them on a daily basis. After talking with Bryan I knew it was now time to try and test my suspicions and either prove my anecdotal information right or wrong.

After digging through my inbox, sent items, LinkedIn mailbox and notes I created a new spreadsheet. I set it up by Company Name, Position Title, Phone Interview, In-House Interview, Source, Status and Reason. Nothing scientific or fancy but something to give me a solid picture of my activity. I decided to limit the spreadsheet to only those companies or third party recruiters (TPR’s) where I had submitted my resume and not count the number of people I had sent my resume to help network me around (that number is in the neighborhood of 50).

Here is what I learned:

Since January 19th when my position was eliminated my resume has been submitted 36 times. There are three main sources: Directly Applied*, Contacted by the company or TPR, and Referral. Out of the these 36 I have had 14 phone interviews. (I am only counting one phone interview per job per employer. In some cases I have had multiple phone interviews with one employer for a role).

Directly Applied – 14 submissions resulting 2 phone interviews or 14%
Contacted by a company or TPR – 9 submissions resulting in 4 phone interviews or 44%
Referral – 13 submissions resulting in 8 phone interviews or 62%

*I had researched the companies before applying and in some cases found employees that were first or second level LinkedIn contacts and sent them a note or had a phone conversation. None of these attempts led to a phone interview or “advantage”. In other cases I did not find any contacts but based on my research submitted my resume.

Out of the 14 phone interviews I have been invited for an in-house interview twice and I am expecting to hear on three more phone interviews. If those hit then the low percentage should quickly jump to a more respectable number.

The conclusion from my unscientific research (but personal experience) appears that I should focus my efforts on being referred instead of directly applying or waiting to be contacted. However, just like in recruiting, I do not rely on one source or approach in finding candidates. In addition, the three opportunities I am waiting to hear on consist of one referral, one direct apply and one where I was contacted. So if I only focus on being referred then I would be down at least six phone interviews and waiting to hear on one opportunity – not three.

By doing this exercise I learned that I have a fairly balanced approach to my search, each method resulted in activity and only one company where I had a phone interview never provided an update. I also confirmed what I suspected: using multiple communication tools – email, social media, phone, and in person networking – will spread the net as far and wide as possible creating leads. Having a balanced and methodical approach whether in recruiting or in a job search will help me move forward along with whatever organization I join.

I welcome your thoughts.


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Corporate Recruiters Can Effectively Source

“Corporate recruiters do not know how to effectively source like third party recruiters.” How many times have corporate recruiters heard this from the third party recruiters? Sure some TPR’s will say that they used to be in-house recruiters before making the switch to the agency side of the business, therefore they can claim to know and can speak on everyone’s behalf.

I agree, to a certain extent, that due to large requisition loads, broken processes, meetings upon meetings, and involvement in personal development projects that corporate recruiters are at a disadvantage. (Side note – as a leader I have done as much as I can to eliminate or minimize these issues for my teams). However, even with these obstacles corporate recruiters can still effectively source no matter the size of the organization and the lack of a dedicated sourcing function.

In previous postings I have stated that time management or the structure of the recruiter’s day are key to ensuring a successful search. Another ingredient is a methodical sourcing strategy. After the kick-off meeting I would have a plan either in my head or in my notes on the sources I would go to first. Then I would work through them at the specific times I had set aside each day for sourcing activities. This allowed me to use my precious time efficiently resulting in the identification of quality candidates.

My plan was usually – company database first, job board databases, referrals, job board posting(s), broader internet searches, and then, depending on the positions, other sources could be career fairs, school visits, alternative advertising, target competitor companies or more recently social network sites.

By being methodical in my approach to sourcing I could act more like a TPR in seeking out talent for the more difficult searches and moving my company forward.

I welcome your thoughts.

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Can Sourcing Be Automated?

Recently I delivered a webinar for the Human Capital Institute called “Is Your Sourcing Stuck In Manual?” It was an interesting webinar for me to develop because when I was contacted by Amy Lewis from HCI we had mostly talked about process improvement within a corporate recruitment environment. Amy came back after our initial discussion and suggested the theme of how process improvement could impact the sourcing function. I agreed that it does have a significant impact on the recruiter’s ability to effectively source. The title suggests that the sourcing function could be automated and it can be to a certain degree but it will always require a human element to evaluate fit.

The key points I discussed centered on the need for:

*a documented sourcing strategy that is approached methodically
*sharing the strategy with the hiring clients to build partnerships and potentially uncover new sources
*a streamlined process that is constantly reviewed and a drive to reduce inefficiencies
*the review of the recruiter’s structure for the day and time management approach to their requisitions
*research on a regular basis new tools that can increase efficiency or replace outdated tools

I realize that this is not new or groundbreaking information. By focusing on the five points and eliminating as much wasteful time, policies, or process roadblocks the corporate recruiter should then have ample amount of time to source for talent. Once they have the time then how they use it effectively is the next step.

If you are a leader, in my opinion, then a goal should be to help remove these barriers. If you are a front-line recruiter, take the initiative and ensure your approach to the day, reqs and sourcing is the most effective and efficient it can be for you and your organization.

A recruiter today has access to many tools that help search their company database and the broader internet. The tools can automate the sourcing function to a certain degree by helping cut through the thousands of profiles available. However, the recruiter still needs to know how to create an effective search string and have a strong sense of curiosity to keep digging and not just accept the first returns.

I greatly enjoyed delivering my first webinar outside of an employer and I hope the savvy attendees were able pick up a couple of take-a-ways that will help move their companies forward.

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