• Leveraging diversity: CEO Faith Rothberg presents 8 organizations who are succeeding [video and slides]

    June 21, 2017 by

     

    There are more men named John and David who run big companies than all the women who run big companies.

    College Recruiter CEO Faith Rothberg has a problem with this, and made a point of offering solutions at this year’s National Association of Colleges and Employers conference. In the video below, Rothberg highlights eight organizations who are leveraging diversity to impact their customer numbers, workplace culture and profitability.

    Watch Rothberg’s presentation, and find links to her examples below, along with major takeaways.

    Study after study prove the business case for gender diversity. Increased gender diversity positively impacts productivity, innovation, decision-making, and employee retention and satisfaction. In fact, companies with the highest rates of gender diversity make more than 13 times average sales revenue than companies with the lowest gender diversity. Similarly, those gender diverse companies pull in an average of 15,000 more customers.

    The amount of gender diversity varies by industry and role. Medical and health services managers, for example, are actually more likely to be women than men, as are human resources or social service managers. But only 36% of management occupations are filled with 50% women. That includes marketing and sales, operations, transportation, information systems and much more.

    Here are eight companies leading the way to increase gender diversity

    1. Aramark became a Catalyst partner of Women’s Foodservice Forum.
    2. Bank of America has invested in LEAD for Women, an employee resource group dedicated to women’s professional development. About half of managers and executive management team are women.
    3. Enterprise Rent-A-Car named Pamela Nicholson as CEO in 2013. She joined the company 32 years ago as a recent grad.
    4. Ernst & Young opens up dialogue between men and women via Inclusiveness Steering Committees, encouraging candid discussions about critical issues and experiences, and establishing mentoring and sponsorship initiatives. They’ve increased the number of women in top management by 20%.
    5. (Two orgs here): Goldman Sachs and U.S. Department of State partner to leverage the expertise of the public and private sectors to encourage inclusive economic growth in the Middle East and Northern Africa.
    6. IBM developed task forces that focus on understanding differences and finding ways to appeal to more employees and customers. Revenues from small and midsize businesses dominated by minority and female buyers increased from $10 million to $300 million.
    7. Quicken Loans routinely ranks among the best U.S. companies for both diversity and overall company culture. Women fill 45% of all jobs and 43% of management jobs.

    Takeaways from Rothberg:

    1. Diversity and inclusion goes beyond race. It includes ethnicity, sexual orientation, religious affiliation, generation, disability, personality type, thinking style, and gender.
    2. Leverage that diversity to produce better products and services.
    3. Use variety of practices including mentoring, employee resource groups, multicultural talent management, strategic partnership development, and e-learning.
    4. Senior leaders must seek diversity, create inclusion, and drive accountability.
    5. Promote cognitive diversity. Embrace differing perspectives, interpretations. Overcome unconscious bias and culture that inhibits the sharing of different opinions.

    Download Rothberg’s PowerPoint slides here.

     

    Keep informed of recruiting best practices by staying connected with College Recruiter on LinkedInTwitterFacebook, and YouTube. Hiring soon? Would it make sense to have a brief conversation about your hiring needs? Consider College Recruiter’s advertising solutions, or email sales@collegerecruiter.com.

  • Pre-hire assessments: pros and cons

    June 19, 2017 by

     

    Pre-hire assessments are becoming increasingly more common in the recruiting world — but that might not necessarily be a great idea for the HR space.

    The rise of pre-hire assessments

    Traditional hiring processes involved an HR-led screen of candidates, followed by phone screens, then in-person interviews, perhaps full-team meetings, and ultimately candidate selection.

    As recruiting increasingly became digital, though, there was a bit of a supply-demand problem here. For example, in 2012 7 million people applied for 260,000 British call center jobs. Companies in multiple industries began seeing a need for lower-cost, less-time-consuming hiring processes that yielded quality results. (Additionally, some statistics indicate 50% or more of candidates — it varies by country — embellish their resumes and reflect skills they don’t have.)

    Several hiring trends came from the low-cost/less-time-spent focus, and one of them was clearly pre-hire assessments.

    What are pre-hire assessments?

    Typically based on hiring/retention case studies and analyses of employee data, pre-hire assessments are tests (often short, web-based, and psychometric) designed to predict employee effectiveness (and ideally longevity) in a role.

    In recent years, large companies like Macy’s, PetSmart, Bloomingdale’s, Walmart, Burger King, Neiman Marcus, and Luxottica Retail Group, have begun using pre-hire assessments on top-of-funnel (early stage) job candidates.

    What are some examples of these tests?

    If you want to become a customer service rep at T-Mobile, for example, one test involves dealing with fictional customer James Easton. He’s cranky, he’s been on hold one hour, and he is livid about his bill going up. The job candidate must walk through a conversation with “James” — and ultimately decide whether he qualifies for a rebate.

    Marriott shows housekeeping applicants a photo of different landscaped areas, and they need to identify what’s wrong.

    The Dependability and Safety Instrument test is 18 questions long, conducted online, and used by a variety of (primarily British) companies to assess candidates for more blue-collar work; it’s designed to see if their rates of absenteeism or accidents might be high.

    Do these tests work?

    There is a mixed bag of research here.

    Consider the T-Mobile example above. Last year, they had 1 million applicants for 14,000 eventual hires. While they are careful to say that a variety of factors go into hiring, Jared Flynn (their head of HR) admits that most managers “go to the top of the barrel,” i.e. look for the best scores on the pre-hire assessments. Continue Reading

  • Combating bias in the hiring process [video and slides]

    June 14, 2017 by

     

    Last week, College Recruiter co-organized an in-person and live stream event, “Eye Opening Tactics for Better Diversity Recruiting,” alongside WCN and Stinson Leonard Street. Presenters spoke about four topics: why and how diversity matters, combating bias, big data, and non-discrimination employment law. This blog post shares what Ann Jenrette-Thomas,  Chief Diversity & Inclusion Officer of Stinson Leonard, presented in part 2: combating bias in the hiring process.

    Scroll down to watch the presentation and download Ann’s slide deck.

    Implicit bias: slow brain vs fast brain

    Implicit bias is the underlying thing that ends up creating problems in the hiring process. Another term for this is unconscious bias. Think of it as shortcuts in your brain. We use mental processes to quickly categorize information so that our brains can function optimally.

    We receive over a million pieces of information per second. This is information we gather from all of our senses. Our brains are detecting so much, but in order to function well, we can’t focus on a million pieces of information. The prefrontal cortex in the front of the brain is the slow brain. And it’s the slow brain that actually is necessary for critical thinking.

    If you repeat a slow-brain activity enough, it gets buried into the reptilian brain, otherwise known as the fast brain or the unconscious brain. Because these processes happen so rapidly, your conscious mind can’t even detect when something unconscious is happening. Take breathing—unless you make an effort to focus on it, you are not thinking about breathing. Another example if how we all learn to drive. When you first started to drive, you focused on putting your hands at ten and two o’clock. As experienced drivers, we’ve all had the experience of getting in the car, somehow arriving home and not even remembering the trip. When you learn to drive, you use your slow brain. When you’ve gotten to the point where it’s automatic, that’s your fast brain.

    This has everything to do with hiring. Some of the things that are embedded in the unconscious part—the fast brain—are cultural norms. Different cultures place value on different styles, of for example, leadership. When Americans think of leadership, we often think of someone who is decisive and confident. Herein lies a challenge for many international employees of multinational corporations that are headquartered in the U.S. In order to advance in the company, many international employees do a stint in the U.S. so that they can have the right qualifications and move up the corporate ladder.

    In Asia, they call that stint the “killing field”. Because in many Asian cultures, a valued leader is someone who is collaborative and who builds consensus, often someone with a much quieter leadership style and different type of confidence. This looks vastly different than an American version of “leadership”. So these particular employees are in a double bind. They have to come here in order to advance their careers. But once they come here, their leadership style prevents them from climbing the corporate ladder.

    There is more to how the unconscious mind affects hiring. We process everything from body language to eye contact, in order to assess whether someone is a good hire.

    Various types of bias in the hiring process

    • Affinity bias means we tend to gravitate toward people who we perceive as similar to ourselves.
    • Confirmation bias is when you magnify things that confirm what you already thinking. Or, you minimize things that contradict what you already think.
    • Attribution bias is when you give a more favorable assessment to somebody that is in your ‘in-group’. Now, what defines an in-group could be a variety of things, and that’s where individuality comes into play.
    • Availability bias describes how we prefer the quick and easy. When we mine for information, we grab what is readily available. Quick: imagine a fire fighter. It’s unlikely you had the image of a woman in your head. The readily available image of a firefighter is a man.
    • Groupthink is very similar to affinity bias. The notion of groupthink is where people are not willing to go against the brain of the homogeneous group.

    Combating bias starts with you

    It’s time to get to get to action and it all starts with you. If you don’t know your own biases or the fact that we are prone to them, then you’re not going to be able to help the system at all. And you have to also educate the people around you in the hiring process. Here are some suggestions for moving forward:

    1. Take the Implicit Association Test. There’s a variety of tests out there: go to projectimplicit.org. It’s free. This just gives you a baseline of where you are on these issues.
    1. Take some time to become socially confident. Learn about any particular cultures with which you are working, for example what leadership looks like.
    1. Assess your hiring process with the assumption that implicit bias is there. Why? Because statistically speaking, it’s there. It could be present where you post your jobs, how the descriptions are actually written, who and how the resumes are reviewed, how the interviews are conducted and who conducts the interviews.
    1. Review your job descriptions for bias. There are certain words and phrases in a job description that could lead to fewer diverse applicants because they will self-select out. For example, women are less likely to apply for a job where there are masculine coded language, like “aggressive” or “adventurous.” Interestingly, men are negligibly affected when it they read feminine coded language, like “collaborative”. When diverse candidates read job descriptions that are more neutral, they are less likely to scrub out any identifying information, for example clubs and organizations that might be specific to an ethnicity. You want to make sure that your job descriptions only include information that is absolutely necessary to perform the job well.
    1. Get used to operating outside your comfort zone. This is ultimately a relationship game. Recruit from a broader circle, go to different places. Ensure that you are also posting on sites that cater to a diverse community. Make sure you understand what other comparable programs are out there beside your core recruiting schools.
    1. Evaluate every resume the exact same way. There are programs out there that can strip demographic information from resume, so that’s one way to try to make things anonymous. It’s also important to develop a standard evaluation form with detailed metrics so that everybody is evaluated on the same criteria.
    1. Identify what you want before the interview begins. If you are clear about the skills, qualities, credentials, etc. that best suit the position, then you can craft questions that speak to those specific skills, credentials, etc. You can develop a checklist of these factors and give them to the interviewers beforehand so that everybody is clear. Prepare the interviewers. Make sure they are aware of the potential for bias. Use a diverse panel of interviewers.

    Finally, don’t get overwhelmed by the challenge of combating bias. Your unconscious biases are going to pop up. It takes effort and time to keep trying to change these things. Be patient, keep at it, and know that you’ll get there.

     

    Keep informed of recruiting best practices by staying connected with College Recruiter on LinkedInTwitterFacebook, and YouTube. Hiring soon? Would it make sense to have a brief conversation about your hiring needs? Consider College Recruiter’s advertising solutions, or email sales@collegerecruiter.com.

    Download the slides from this presentation here.

    Watch the presentation of this content by Ann Jenrette-Thomas at Stinson Leonard Street from “Eye-Opening Tactics for Better Diversity Recruiting”:

  • Recruiting solutions: How EY is helping prepare students for a future workforce [video]

    June 12, 2017 by

     

    The skills gap has been well researched, particularly surrounding tech skills. Most employers, however, don’t need researchers to tell them that their recruiting strategies still aren’t attracting the skills they need for their future workforce. As the gap threatens to get wider, employers must consider big recruiting solutions. EY decided to face this challenge head on.

    College Recruiter recently spoke with Natasha Stough, Americas Director of Campus Recruiting at EY. EY was facing this very challenge, and they wanted to help prepare entry-level hires right out of college so that they would be able to succeed in a fast-changing industry. Employers with a need to increase the skills of their new hires entering the workforce can learn from EY’s solution.

    Through the Ernst & Young Foundation, EY created an Academic Resource Center (ARC), which now serves as their one-stop shop for college faculty in accounting and related disciplines across the country. With collaboration of university faculty, it provides access to relevant and timely curricula materials on cutting edge topics that are developed specifically for use in university classrooms, helping to prepare students in skills like analytics.

    Scroll down to watch the video of our discussion with Natasha and hear her account of EY’s success in creating the Academic Resource Center. 

    Changes in workforce demands requires a big solution

    EY developed the ARC when the organization was advocating the adoption of a single global set of accounting standards, the International Financial Reporting Standards (IFRS). According to Natasha Stough, EY “immediately started hearing directly from faculty around their concerns that there weren’t a lot of textbooks and information around IFRS to help prepare their students for when they join the workforce.” The Foundation created the EY ARC as a one-stop-shop to offer free curriculua materials in response to faculty’s needs, particularly given the highly regulated public accounting environment in which EY operates, allowing them to “upskill their students and help better prepare them for the fast pace of change in the global marketplace.”

    Colleges and universities may not know what skills are required in practice, until employers help them. Schools want to advance their programs but as the cost of college goes up, they must evolve and stay relevant, or their program will just die off.

    The ARC relies on relationships. EY’s approach is to share timely information about what is happening in practice with EY leaders, who often sit on advisory boards of business schools. It’s important for faculty to approve the curriculum, and in turn, information comes back to EY about the needs of the schools. EY gathers these insights and develops materials on topics where there is the most need.

    “For the good of the profession”–demonstrating the ROI of a faculty resource center

    Building a center like EY’s ARC is a significant investment, especially when you consider the collaboration needed—with faculty and with the experienced professionals—that requires an enormous amount of time and financial support.

    First, Stough says that EY can track who uses the ARC and how much. It is only open to faculty from non-profit, higher education institutions. In addition to being able to the number of users, EY can also measure which materials are used the most, and from which schools across the country.

    In addition, however, EY gets direct feedback that supports the ROI. Stough says, “We hear constantly from faculty about the value the materials bring to them to help enrich the experience they’re providing to their students in the classroom to ensure they are learning the most current and relevant knowledge. We also hear how helpful it is for students to be able to gain insights into the pace of change in the accounting profession.”

    The obvious benefit is that faculty improve their understanding of where employers hold the bar in their field. Ultimately, says Stough, “We want to help them develop future employees. It’s for the good of the profession.” The brand building is not insignificant either. By providing meaningful resources, EY knows they are positioning themselves to faculty as a thought leader.

    Given how technology like AI and robotics changes the workforce and education, “we have to help,” says Stough. The technology skills that students learn in year one of college will change in four years; employers need students who will be life-long learners.

    A good resource center has a variety of materials

    EY provides a lot of different content in the ARC. There are user guides, lecture notes, presentations, data sets, analytic workbooks, webcasts, how-to videos, cases, and homework assignments for students. EY even offers to bring their own professionals into their classroom.

    One key in creating good content is to keep the dialogue open. Faculty should provide feedback about the materials available, and what might be missing, considering leading-edge topics and technology. Stough says, “Our goal is to make it real. We want to give good examples and bring this content to life through these different formats.”

    That’s key too: bringing it to life. Without making the content easy to find and navigate, users will likely disengage. EY decided to even color-code some of its content and provide competency frameworks as well. That way, says Stough, “faculty can use chunks of content, or the entire thing, and understand how the material correlates to competencies they want to focus on.”

    It’s no secret that employers demand soft skills, and public accounting firms are no different, so EY has made sure to include non-accounting skill sets in the ARC. “We consider leading-edge topics to enhance life skills, of soft skills, for the future of the profession. We recently built materials around an Analytics Mindset, that is critical for frankly anyone,” says Stough.

    EY’s Academic Resource Center is an overall recruiting solution

    While an employer can track employee performance, “at the end of the day,”Stough says, you may not be able to draw a direct correlation between one individual’s performance and their association with the resource center. Students take so many classes, and building a resource center must stay focused on engaging faculty to understand the future skills needed. However, Stough does say that she’s seeing a change in the students she meets. Two major areas of EY’s focus have been soft skills and the importance of analyzing and interpreting data. “We’re now seeing more students come in knowing the difference between communicating via email or text.” Additionally, her team is “starting to see a diversification in the skills that students are bringing to the world of where we’re at, like concepts like an analytics mindset and the importance of data.

    Addressing the challenges of a resource center

    Developing a resource center full of relevant materials won’t stay relevant for long. The biggest challenge for EY, says Stough, is remaining current. She says they must ensure that they continue to integrate new content. “We want to make sure we’re meeting the needs of faculty. We are not going to tell them what they need to teach but we will provide resource that we believe to be valuable.”

    To achieve this, Stough stresses the need to maintain strong relationships with faculty, because they provide critical feedback. They want to know how useful their center is, and other topics where “faculty may be looking to gain more information.”

    They also keep doing outreach to build and maintain relationships. They engage with the American Accounting Association and many of their sub groups. As people like Stough travel to college campuses, they make sure to spend time with faculty, deans and department chairs, highlighting the ARC as a resource for them.

    “We want to be at the forefront,” says Stough. “Because it is our job to partner and support the universities to help them drive the curriculum so that their students are ready to join the workforce.”

    Watch our discussion below with EY’s Natasha Stough to hear about how their Academic Resource Center is preparing students for a future workforce:

    Keep informed of recruiting best practices by staying connected with College Recruiter on LinkedInTwitterFacebook, and YouTube. Hiring soon? Would it make sense to have a brief conversation about your hiring needs? Consider College Recruiter’s advertising solutions, or email sales@collegerecruiter.com.

  • Strategies for recruiting data analytics and related skills

    June 09, 2017 by

     

    Do employers truly understand their own dire need for data analytics, or more broadly, data science and analytics skills? A new report says that by 2020, new job postings that require these skills will hit 2.72 million. There is a concerning gap between the expectations of educators and the expectations of business executives when it comes to getting students ready for the job market. That is according to a study released by the Business-Higher Education Forum and PwC.

    If you are like most employers, in the next several years you will prefer job candidates with data science and analytics skills. And yet, only 23 percent of educators believe their graduates will possess those skills.

    The report makes concrete suggestions for both employers and higher education. Here, we will highlight the recommendations for employers who need to harness skills in data science and analytics.

    What exactly are data science and analytics skills?

    According to the report, “The term analytics refers to the synthesis of knowledge from information. It’s one of the steps in the data life cycle: collection of raw data, preparation of information, analytics, visualization, and access. Data science is the extraction of actionable knowledge directly from data through either a process of discovery, or hypothesis formulation and hypothesis testing.”

    People who need to make data-driven decisions include directors in Human Resources, Marketing, IT, and the C-suite. Data science jobs include systems analysts, data administrators, business intelligence analysts, data engineers and much more.

    This skills gap affects much more than just data scientists. Jobs from the C-suite to the frontlines are increasingly affected by the need for analytics. According to the report, this is a revolution. “As with the revolution in work brought on by the personal computer (PC) 30 years ago, data science and analytics, hand in hand with machine intelligence and automation, are creating a new revolution in work.”

    Businesses who do not attract and retain talent in data science and analytics will eventually be outcompeted.

    What does a business do to attract and retain skills in data science and analytics?

    The report details four recommendations to employers:

    1. Look beyond the diploma and hire for skills, too.

    It’s time to admit that a degree is only a proxy for skill sets. While recruiters can argue the effectiveness of using proxies, it just doesn’t work with DSA skills. The market for these skills is full of disconnected dots. STEM grads are not necessarily prepared to use DSA in business, and business grads are not necessarily taught DSA skills. There is a growing number of DSA degrees, but they haven’t been around long enough for many recruiters to trust their viability, let alone assume they will make the list of annual campus visits.

    Where does this leave us? According to the report, “It is left to hiring managers and recruiters to determine how candidates meet skill requirements in this changing environment. To do that they need two things: 1) a common nomenclature to trade in DSA competencies and skills; and 2) a closer, more collaborative relationship with higher education aimed at creating programs that will provide job candidates with the skills they need.”

    Researchers have identified skills common to data science jobs across broad skill groups. Those are:

    • Applied domain skills (research or business)
    • Data analytics and machine learning
    • Data management and curation
    • Data science engineering
    • Scientific or research methods
    • Personal and interpersonal communication skills

    Employers shouldn’t expect to find all of the above skills in one individual. Rather, they should use these skill groups as a guide to forming teams whose members collectively have a full skill set.

    These skills fall into three categories that employers should assess: data analysis, decision-making and problem-framing: Continue Reading

  • Writing an engineering resume: Tips from Intel for female students and grads [video]

    June 08, 2017 by

     

    How are you supposed to stand apart from other engineering candidates? College Recruiter spoke with Jeff Dunn, Campus Relations Manager for Intel Corporation. He shared his advice for preparing an engineering resume, specifically for female students and grads who need tips in getting noticed in the STEM fields. Jeff is passionate about preparing students and grads for their career so his advice should be relevant to all kinds of job seekers. This is part 1 of our conversation. Next time we check in, Jeff will share tips for preparing for an engineering interview.

    Scroll down to watch the video of our discussion and hear Jeff’s insight into what he looks for when recruiting engineers.

    Jeff is a member of College Recruiter’s Panel of Experts, which is a group of professional around the country that regularly provide top notch advice for both talent acquisition professionals and entry level job seekers.

    Find what is special about your story

    Before you do anything else, Jeff stresses the importance of the top half of your resume’s first page. That’s the first place you’ll get noticed. You need to include something that will impress the reader, like a statement that makes them want to find out more about your story. Have a good objective to show focus and to show your goals. It’s also good to have a summary of skills, says Jeff. As a student or recent grad, he recommends putting your education right up front so he knows whether you’re looking for an internship or a full-time position.

    The key is to think about what makes you special. Maybe you have some internship experience in the field. For others, it might be that you’ve taken relevant course work. Perhaps you’ve been a project leader several times, or your GPA is outstanding. Whatever your best strength is, says Jeff, should be right up front.

    Don’t compare yourself with candidates with 10 years of experience, because you’re not competing with them. Employers like Intel, says Jeff, know that you are relatively inexperienced, but everyone has strengths. “So I always tell students not to apologize for experience or things they haven’t done yet. Be proud of what you’ve done. You’ve taken coursework. If you’ve taken engineering that’s cutting edge for the level you’re at, be proud of that. Promote what you’re good at. Promote your strengths.”

    Red flags that will put you in the reject pile

    If your resume has typos, that looks really bad. But more commonly, Jeff sees a lack of specifics. For example, a generic and un-compelling objective would be: “looking for challenging opportunity where I can grow my career.” Jeff says that tells him nothing about where you could fit and grow at Intel.

    Further, he often sees resumes with positions or experience listed like a laundry list, with no indication of the quality of that candidate’s work. “It would be like if Michael Phelps said he’s a swimmer.” You need to speak about the quality of work you have done.

    So the key? Be specific, and use numbers when you can.

    What to put on your engineering resume besides work experience

    At this point in an entry level job seeker’s career, everything counts. Jeff says “you can put community or volunteer work. You can put team projects that you’ve done. Certainly the relevant coursework that you’ve done. Awards. Anything that helps you enhance your skills.”

    Specifically for engineering candidates, Jeff likes to see that you’ve given some thought to where you want to go. “So for example, if you’re a computer engineer, are you more interested in hardware or software?” Are you good at coding? Testing? Validation? “Narrow it down, and that tells me what relevant positions and what managers to connect you with.”

    A narrow focus doesn’t imply that you have to know everything before your first day on the job. “Any employer is going to train you in some areas,” says Jeff.

    Overall, your resume should tell a story of what you have achieved and accomplished. However you have succeeded—as a team leader, in your grades, community work, any skills you’ve taught yourself—belongs on your resume.

    How to get past the machines that scan resumes

    For engineering recruiters, the key words that they (or their systems) look for are all technical. Jeff says that at Intel, they don’t program their system to look for resumes with words like “aggressive”, which might end up preferring male candidates. Instead, Jeff says his systems scan for skills like C++ or architecture, or grad degrees.

    Many employers are starting to gain awareness of possible biases that would deter females from even applying. For example, there are software tools that help organizations analyze their job descriptions and make them more likely to appeal to both women and men. Jeff makes more salient point, however:

    “Males are more likely to apply to jobs when they only meet 50+% of the requirements.”

    Women are more likely to apply only when they believe they meet nearly all requirements. Considering that employers like Intel truly want more gender diversity among their engineering teams, there is a lesson here for women. Apply for jobs that list more requirements than you think you meet, and make your case for why you deserve to be hired.

    To get “out of that black hole of a database,” says Jeff, the key is to use the right keywords. To find the right keywords, check the job description and use the language that the employers uses.

    Once a human being pulls your resume from the database, then they’re looking at the whole thing.  “The technical words will get you the attention of my computer. But what I like to see,” says Jeff, is “the whole person. So not just the technical side, but how they are going to fit within the culture.” Employers like Intel will likely appreciate people who can work with minimal supervision, who are self-starters, can take initiative and not just wait for things to be done. Make sure you explain on your resume (and in an interview) how you demonstrate those skills. Think of situations when you’ve stepped to get a job done.

    After you’ve been on the job search for a while, take stock of what’s working. Jeff’s advises, “If you’re sending out resumes and you’re not getting interviews, you want to keep changing the resume until it gives you those results.”

    Finally, remember not to rely entirely on your resume. A big key to finding a job is to always follow up after you apply. For example, search on LinkedIn to find some connections within the company. A real person who can refer you or at least put your resume in front of the hiring manager can make a big difference.

    Search for jobs and internships today! Stay informed of career advice by connecting with College Recruiter on LinkedIn, Twitter, Facebook, and YouTube.

    Watch our discussion with Intel’s Campus Relations Manager Jeff Dunn, who provides excellent advice for female engineering students and grads, and any entry level job seeker:

  • Video interviewing: best practices for employers [video]

    June 05, 2017 by

     

    Recruiters who spend precious time on the time-consuming administrative task of scheduling telephone interviews should seriously be looking at video interview software. College Recruiter recently spoke with Martin Edmondson, CEO of Gradcore, about the trend in asynchronous video interviewing. Gradcore is based in the UK and helps employers understand colleges and their graduates, and they help the graduates understand potential employers. Here, Edmondson provides tips for employers who are considering using video in their interview and hiring process. He has seen this trend on the rise and believes employers can save time and otherwise benefit by implementing video interviews.

    Edmondson is part of College Recruiter’s  Panel of Experts, which is a group of experts around the country who regularly provide top notch advice for both talent acquisition professionals and entry level job seekers.

    Scroll down to watch the video of our conversation with Edmondson about how to best use video interviewing in your hiring process.

     

    More employers are conducting video interviews to save time.

    More employers are using video interviews, and the opposite trend is true for telephone interviews. Edmondson says he is “seeing a big growth, especially in UK and Europe, around asynchronous video, particularly that second phase of the interview that replaces telephone interviews.”

    In fact, a recent survey by the Association of Graduate Recruiters (the national body in the UK for student and graduate recruitment), showed that in the last year alone usage has gone from 29% to 43% of graduate recruiters using video interviews as a selection tool.

    They are not meant to be the first or final stage of interviewing. A video interview should be used in the middle of the process, especially for employers who have high volume of student or grad recruitment. A video can give a good picture of a candidate at that stage.

    Video interviewing saves time and is a trend

    Source: AGR Annual Survey 2016

    Edmondson adds, “There isa wide range of providers of asynchronous video interviews out there. Many of them carry the same functionality, but with the intense competition in the field there is a constant flow of innovation to improve the technology. The initial battle for market share led to low pricing,  but there is growing differentiation in product and pricing.”

    Pros and cons of an asynchronous video interview

    First, the pros. An asynchronous video brings the advantage of efficiency, much greater flexibility for both the candidate and the recruiter, and it cuts down the overall process time. This improves candidate experience and saves time and money for the recruiter.  In addition, Edmondson adds, “video interviews are really useful for multinational organizations recruiting internationally.”

    “They are best deployed when looking to reduce a large pool of applicants down in a short space of time whilst still using a robust process.” In the middle stage of the process, when  you still have a big pot of candidates to get through, an asynchronous video interview gives you pretty good picture of someone without being too time consuming.

    Recruiters are used to using telephone interviews, where they can lose days just scheduling them. However, with an asynchronous video interview, you “literally just get your question into the system, send it off to 500 or 1,000 graduates, and you give them 48 hours to respond. They come back with their responses that they film themselves. You can then send it out to the recruitment team to review. So it’s very efficient.”

    Edmondson says there is one disadvantage. “They have some drawbacks in comparison to telephone interviews as they don’t allow as much drilling into answers, but the other benefits tend to outweigh this.” That’s why he says it’s meant for  a middle stage, not a final interview. The quality of results from video interviews, adds Edmondson, “as with telephone interviews, is down to the quality and experience of the assessors rather than the medium.”

    How video interviews impact bias in the hiring process

    An asynchronous video can, on one hand, reduce bias because it is structured and remains a standard in the hiring process that is unchanged for every candidate, as opposed to the bias that is introduced by “winging it” with small talk, for example. On the other hand, introducing a video in the middle of the hiring process may introduce new bias because now the recruiter can see the candidate’s face.

    “Bias is in the hands of the person watching the video,” says Edmondson. “If you’ve got well-trained recruiters watching, who are conscious of bias, then you shouldn’t have a problem. If you distribute it to managers who aren’t as well trained in bias, then you may have some more issues.” That is to say, it is the organization’s responsibility to manage and control bias more generally in their interview process, be that through video interviews, face to face interviews or any other form.

    “When reviewing video interviews you should use the same fair and robust principles you apply in any interview or assessment center context. You should ideally use assessors with an experience and a clear understanding of bias, and score consistently with clear behavioral indicators.”

    To control for bias, the video interview offers another advantage in that they are recorded. “So if you have a concern or if a candidate raised a concern, you can just go back and rewatch it to see if the candidate was reviewed fairly.”

    Considerations while reviewing a video interview

    “When reviewing video interviews you should use the same fair and robust principles you apply in any interview or assessment center context. You should ideally use assessors with an experience and a clear understanding of bias, and score consistently with clear behavioral indicators.”

    Another consideration is background interruptions, and recruiters may decide to expect some level of interruptions as just par for the course. “The flexibility of the medium allows them to record day and night, but does mean you sometimes get unexpected interruptions from a friend or parent inadvertently appearing in the back of shot.”

    Videos allow interviewers to take into account how the candidate is communicating. However, Edmondson warns of coming advancements in assessing communication. Video interviews may soon be subject to assessing candidates using biometrics, facial expressions, “but for me,” adds Edmondson, “that gets slightly dangerous” and needs more exploration.

    Finally, Edmondson advises that employers considers cultural differences if their organizations operate in multiple countries. There are lot of different suppliers out there, so get a feel for the demos. It’s possible that videos may not be considered totally appropriate in certain areas. If that’s the case, consider not using them at all, or introducing them gradually. If certain candidates can’t access he media for any reason, you have to work around that too.

    Video interviews shouldn’t be used in isolation, and are really at their best in the mid stages of a large scale selection process.

    Watch College Recruiter’s discussion with Martin Edmondson from Gradcore, about how employers can use video interviews:

     

    Keep informed of recruiting best practices by staying connected with College Recruiter on LinkedIn, Twitter, Facebook, and YouTube. Hiring soon? Would it make sense to have a brief conversation about your hiring needs? Consider College Recruiter’s advertising solutions, or email sales@collegerecruiter.com.

  • Key talent strategy: Don’t pass on game changer candidates who are still rookies

    June 02, 2017 by

     

    The following are excerpts from “Don’t Pass on Game Changer Candidates who are Still Rookies”, written by talent strategy guru Dr. John Sullivan. Published to College Recruiter blog with permission from Dr. Sullivan. 

    To download the full white paper, click here.

    Professional sports lead the way in recruiting “game changer” candidates that are still untried rookies, while in the corporate world; most of the inexperienced are simply passed over.

    If you’re not familiar with the term “game changer”, they are high-impact hires that soon after joining a team, end up completely transforming it. They quickly move beyond being just top performers because they can be further described using words like stunning, remarkable, exceptional or extraordinary.

    Experienced game changers are relatively easy to identify because they have work experience and have a proven track record. But there are also “rookie game changers”. Rookie game changers are individuals that are just entering a new field who are so extraordinary that you are literally “stunned” when you meet them or read about their amazing accomplishments. LeBron James, for example, was identified as a “rookie game changer” while in high school, even though he never played a single game in college or the NBA. In the business world, the youthful Steve Jobs, Bill Gates and Mark Zuckerberg were all “rookie game changers”. But the sad fact is that most corporate recruiters and hiring managers completely miss out on these “rookie game changers”. College hiring programs usually miss them because they don’t always have excellent academic credentials and experienced hire programs miss them because they lack experience and they haven’t officially held a paid corporate position with a formal title in their field. If you want to capture these rookie game changers, you must put “a lack of experience” at the end of the hiring decision process, rather than at the beginning.

    It’s Unfortunate But Most Hiring Managers Pass on Rookie Game Changers

    Unfortunately, I frequently see recruiters and hiring managers pass over these extraordinary rookies, even though they are destined to change their industry. For example, as a college professor, each year I select one of these extraordinary students to be my research assistant and TA. And after a year of intense development in recruiting, I am routinely surprised when these “breathtaking individuals” still encounter job rejection simply because they’ve never held the formal title of recruiter. I literally shake my head when firms that actually admit how exceptional these individuals are, still pass on them simply because they have never had a formal corporate recruiting title. Unfortunately, when smaller and lesser-known firms pass on these rookies at the very beginning of their career, they may be passing up their only real chance of ever landing them.

    What Makes These Rookie Game Changers Extraordinary?

    These rookie game changers may be college students, college dropouts or they may simply be individuals that are trying to enter a new career field. But if you expect to accurately identify them, it’s important to note the factors they have in common that give them their extraordinary potential. In my 35+ years of mentoring, helping interns, rookies and aiding corporations assess talent; I have found that rookie game changers share these characteristics:

    • They are accomplishers – their most important characteristic is that they have a proven track record of accomplishing everything they set out to do. They will have already accomplished difficult things that most experienced professionals have not. Their accomplishments are likely to be in school, as volunteers or outside of formal work channels. They also always “find a way” to meet their promises and goals and they love to “own” problems and to manage projects.
    • Learning – they are literally “learning machines”. They focus on learning about emerging problems and the best practice solutions to those problems that are utilized by top firms. When you ask them, they always know about the latest trends and practices.
    • Passionate – they have a passion and a laser focus on excellence in their field. They don’t see their field as a stepping stone but as a career destination.
    • Innovation – they’re not satisfied with the status quo, they push not only for incremental improvement but also for game-changing
    • Adaptable – they embrace change and don’t get flustered in a volatile work environment.
    • Extraordinary habits – they have extraordinary work habits, which gives them discipline and consistency.
    • The glass is half-full and leaking – they see everything as needing continuous improvement and they assume that even successful programs will eventually become obsolete.
    • They have manageable egos – even though the work that they have accomplished is stunning, these rookies have manageable egos. They don’t seek credit; they merely strive to be part of a significant change.

    Their limited experience may be an asset – the new hire’s lack of direct experience may actually serve as an asset. Because with less history to cloud their vision, they may “see problems in a new way” and from a fresh perspective. This fresh perspective may result in them generating many new ideas and innovations.

    It’s Not Difficult To Identify Rookie Game Changers

    Obviously, you can’t hire them if you can’t find them. In my experience, the 4 best ways to identify rookie game changers include:

    1. Ask references to identify them – let’s face it, most reference checks are designed primarily to identify the major faults that the regular candidate might have. But you can’t find a game changer by looking for negatives. Instead, when you think you have a game changer, specifically ask each of their references, “Would you, without hesitation, classify this individual as a game changer, who is an extraordinary individual that stands out because of their stunning capabilities?”
    2. Ask grad assistants and professors – in my own research I have found that on college campuses, grad assistants and TA’s either know or they are themselves game changers. They can identify top talent better than any Dean or career center. Officers of professional fraternities and clubs are also likely to know them. Professors may know, but they may also be reluctant to reveal the names.

    Continue reading Dr. Sullivan’s advice for identifying rookie game changers by downloading the full white paper here.  (Note: no registration is needed.)

     About Dr. Sullivan: Dr. John Sullivan is an internationally known HR thought-leader from the Silicon Valley. He specializes in strategic talent management solutions. He is a prolific author with over 900 articles and 10 books covering all areas of Talent Management. His ideas have appeared in every major business source including the Wall Street Journal, Fortune, BusinessWeek, Fast Company, HBR, the Financial Times and more. Fast Company called him the “Michael Jordan of Hiring”, Staffing.org called him “the father of HR metrics” and SHRM called him “One of the industries most respected strategists”. Dr. Sullivan is currently a Professor of Management at San Francisco State. Most importantly, he wants to hear and respond to your most pressing questions about advanced talent strategies. His articles can be found all over the Internet and on his popular website www.drjohnsullivan.com and on www.ERE.Net. He lives in Pacifica, California.

    Want to find your own rookie game changer? Would it make sense to have a brief conversation about your hiring needs? Consider College Recruiter’s advertising solutions, or email sales@collegerecruiter.com. Make sure to keep informed of recruiting best practices by staying connected with College Recruiter on LinkedInTwitterFacebook, and YouTube

  • Why and how diversity in the workplace matters [video and slides]

    May 31, 2017 by

    Last week, College Recruiter presented at an in-person and live stream event, “Eye Opening Tactics for Better Diversity Recruiting,” co-organized by WCN and Stinson Leonard Street. Presenters spoke about four topics: why and how diversity matters, combating bias, big data, and non-discrimination employment law. This blog post shares what was presented in part 1. Scroll down to watch the presentation and download the slide deck.

    The claim: diversity in the workplace leads to greater profit and innovation

    “Workplace diversity is among the most important predictors of a business’ sales revenue, customer numbers and profitability” (Herring study).

    There has been plenty of research done that support this claim. But in addition to illustrating the potential impact of diversity, it’s important to recognize that some employers experience something different. It helps to understand how diversity makes an impact, so employers can reconcile any discrepancies between what their experience tells you, and what they think they’re supposed to be experiencing.

    According to the Herring study out of the University of Illinois at Chicago, the most racially diverse companies brought in nearly 15 times more sales revenue than the least racially diverse companies. Gender diversity accounted for $599.1 million in average sales revenue. In fact, they even saw an incremental impact, so any improvement in diversity is worth it. For every percentage increase in the rate of racial or gender diversity, there was an increase in sales revenues of about 9 and 3 percent, respectively. Additionally, even the smallest incremental increase in levels of racial or gender diversity resulted in more than 400 and 200 additional customers, respectively.

    This study found racial diversity to be a better determinant of sales revenue and customer numbers than company size, the company’s age or the number of employees.

    A McKinsey study is worth highlighting as well. They report that gender diverse organizations are 15% more likely to outperform, and ethnically diverse organizations are 35% more likely to outperform. Conversely, companies in the bottom quartile for gender or racial and ethnic diversity are less likely to achieve above-average returns.

    The McKinsey study also shows a linear relationship between diversity and financial performance. So again, there is no bar or tipping point you have to hit before you start seeing results. They found that for every 10 percent increase in racial and ethnic diversity on the senior-executive team, earnings before interest and taxes rose 0.8 percent.

    These studies measure gender and racial diversity, which are fairly easy to measure. For practical purposes, it should be assumed that other dimensions of diversity—sexual orientation, personal experience, personality—probably have similar effects.

    If your experience does not match the claims

    Many employers may say they see a different picture. Some have succeeded in hiring diverse staff and then start to see interpersonal issues crop up. Group dynamics may go south, or communication suffers. Some see legal problems related to discrimination claims.

    This isn’t necessarily an illusion. Interacting with people from different backgrounds or with others who we perceive as different can be a source of discomfort. It can be a source of mistrust, or even resentment. Frankly speaking, diversity can cause conflict.

    The research does apply, and it is valid. It helps to understand what is going on when you get diversity in the door.

    How exactly diversity is effective

    Simply put, diversity is a catalyst for creativity and deep thinking. Diversity promotes higher quality decision-making, spurs deeper information processing and more complex thinking. This happens because a diverse group has access to a greater variety of perspectives. So everyone in the group, both minority and majority individuals, must consider more information and process that information more deeply and accurately. A 2006 study placed participants onto mock juries. When Black participants were part of the jury, the White jurors processed the case facts more carefully, and deliberated more effectively. The White jurors who were on a diverse jury cited more case facts, made fewer errors, and were more amenable to discussion of racism, compared to the White jurors who were on an all-White jury.

    Here’s why all of this is still so hard for most of us. Homogenous teams just feel easier. So people, inside and outside the group, assume they are more effective. The Fluency Hueristic says we prefer to process information that is familiar and easy. We just don’t want to have to think very hard. People on diverse teams feel they have to work harder, and they judge their own effectiveness as less. From the research, we know that diverse teams are not actually less effective, but the perception is there. A study published by Organization Science had participants read through transcripts and watch videos of team discussions, then allocate resources to the teams based on how they judged their effectiveness. People who read transcripts of diverse teams judged them as having more conflict, and they allocated fewer resources to those diverse teams. What they didn’t know was, the conversations and transcripts for each group—both diverse and homogenous—were identical. So here we see a representation of how our biases and perceptions have a real economic impact.

    We overly trust people who seem like us. A study from the University of Texas showed that disrupting conformity prompts people to scrutinize facts, think more deeply and develop their own opinions. They asked participants to calculate accurate prices for simulated stocks. They collected individual answers, then participants had the opportunity to buy and sell those stocks to others. They used real money so they wanted to get it right.  When participants were in diverse company, their answers were 58% more accurate. The stock prices they guessed were much closer to the true values of the stocks. As they spent more time interacting in diverse groups, their performance improved.

    When participants were surrounded by others of the same ethnicity or race, however, they were more likely to those around them, in the wrong direction. They made all kinds of mistakes because they put undue trust in others’ answers, mindlessly imitating them. In the diverse groups, people were more likely to distinguish between wrong and accurate answers. So here we see how diversity brings some cognitive friction that makes us deliberate more. We overly trust those that are “like us.”

    Conflict is normal. The key is managing it.

    “If companies want their young, diverse talent to become the next generation of leaders, they need to create a culture that truly embraces diverse opinions, perspectives, and lifestyles.”

    We make much more effort now than we ever have on building a pipeline of diversity. That’s the good news, but we even as we see an increase in entry-level diversity, organizations aren’t promoting the diversity up to leadership levels. This is a sign that organizations are not focusing on inclusion. Without managing inclusion, diversity can have negative effects. The communication issues mentioned above—even they are just a perception—and legal issues, for example. To harness the power of diversity—and increase deeper thought, more creativity, better decision making—you can’t ignore inclusion because your diverse talent will walk right out the door.

    One key to managing conflict due to cultural clashing is “perspective taking.” Imagining the world from another person’s point of view decreases bias and can smooth out interpersonal interactions. When team members are asked to consider each another’s perspectives, that potential for more creativity and innovation can be released.

    Only when people feel welcome and respected will their teams be able to benefit from their unique perspective and experience. The secret here is NOT to take a kumbaya approach, or teach colorblindness. If your organization’s culture acknowledges differences, as opposed to pretending we are all the same, the more people will feel free to express their different opinions. If your mentality is, “I love everyone; I don’t care if you are green, blue, pink, red, or gray”, that doesn’t help. You want to get to a place where you can say, “I like this about some green people, I like what some blue people bring to the table, and I like that some pink people offer this.” That’s embracing, not ignoring, difference, and that is an essential step toward an inclusive environment.

    Watch the presentation  of this content from “Eye-Opening Tactics for Better Diversity Recruiting”:

     

    Download the presentation slide deck here

    Keep informed of recruiting best practices by staying connected with College Recruiter on LinkedInTwitterFacebook, and YouTube. Hiring soon? Would it make sense to have a brief conversation about your hiring needs? Consider College Recruiter’s advertising solutions, or email sales@collegerecruiter.com.

  • Onboarding best practices: from pre-boarding to the bottom line

    May 24, 2017 by

    Without a strong onboarding program, retention and employee churn become significant, cost-averse problems at most companies. But research has shown only about 1 in 4 companies even have formal onboarding programs.

    So what exactly is onboarding, and what are some onboarding best practices?

    Onboarding Best Practices: The “pre-boarding” period

    This is the period between offer letter acceptance and official first day.

    From the time a new hire accepts a job, up until the first day on the job, top employers work diligently to make new hires feel wanted, welcome and part of the team. Onboarding doesn’t start the first day on the job; it starts as soon as the new hire accepts the job. That’s why these members of the team should be in touch with the new hire (assigning a point person is a best practice top employers follow). These are people within an organization who can assist with onboarding a new hire:

    • The hiring manager
    • Someone from human resources
    • A member of the team the employee is joining
    • A cultural ambassador from another department

    Ideally the pre-boarding period sees a mix of those communicating to the new hire. Imagine starting on day one without having heard from the company for a month. Now imagine starting on day one where you already know three-four people in addition to your boss. The latter is far less nerve-wracking.

    The other important aspect of the pre-boarding stage is technology. Most onboarding portals now have a pre-boarding tool, so new hires can access the portal even though they haven’t officially started. Many “first days” on a new job contain lots of paperwork, and if the paperwork can be slid to a pre-boarding portal, this allows the company to make the first day more special and less transactional. Forms such as tax information, NDAs, health care information, the code of conduct, and more can be put into the portal. They can still be discussed on day/week 1, of course, but it will still save time and reduce the crush of paperwork often associated with a new job.

    Ah, the first day

    There is a good deal to unpack about the onboarding best practices for the first day. Continue Reading