ARTICLES, BLOGS & VIDEOS

The latest news, trends and information to help you with your recruiting efforts.

Photo courtesy of Shutterstock.

Posted October 29, 2019 by

Why should you consider switching jobs even if you don’t necessarily want to?

Changing jobs, even when you don’t want to, is one of the best ways to get a pay raise and improve the hard and soft benefits you receive.

Unfortunately, many employers give raises to existing employees only when forced to, but they’re typically willing to pay new employees the going wage for the same work. So it isn’t unusual for an employee to advance into a more senior role but still be paid like they’re doing their old job. But if they move to a new employer, that new employer is more apt to pay them for the work they’re now doing.

Also, it is easier to win better hard and soft benefits when you move jobs. Hard benefits are those which aren’t negotiable such as 401k and medical plans, but they differ significantly employer-to-employer. If your current employer’s medical plan is terrible, you’re not going to be able to get them to provide a better one to you but you can apply to work for employers with good medical plans. 

Similarly, soft benefits are often easier to obtain from a new employer. These are typically negotiable, such as flexible working hours. If you’ve worked for the same employer for five years from 8am to 5pm, Monday to Friday, it will likely be difficult to convince them to allow you to work from 8am to 6pm, Monday through Thursday and then 8am to noon on Friday. But it should be easier to convince a new employer to allow that.

Photo courtesy of Shutterstock.

Posted October 04, 2019 by

How to convince your boss to let you work from home

All of College Recruiter’s employees work remotely from home-based offices, but that hasn’t always been the case. Before we moved to a fully work-from-home, distributed team model, only some of our employees worked from home. How did we decide who would work from home? Not only did the employee need to want to work from home, but we also needed to see that they had demonstrated an ability to work from home successfully. 

Some of our home-based employees had done so successfully for other employers. Others had not yet had that experience. For those who had not yet tried working from home, we started off by allowing them to work from home occasionally, such as a half a day or a day a week. If that went well, then they might work from home four days a week and be in the office a day a week. If that went well, then they’d start working from home all of the time and only coming into the office when in-person meetings were imperative, such as all-team meetings.

There were employees who wanted to work from home, whose home office seemed well suited to success (not just a desk in their bedroom), and who seemed to have the discipline and self-starter skill set that we found were necessary. Yet they floundered. Sometimes, pilots that everyone expects to succeed instead fail, including employees trying to work from home. 

Why did the work-from-home pilots fail? A variety of reasons, but the primary reason was the lack of a suitable workspace. One employee who had worked from home with great success bought a dog who barked non-stop unless sitting on the lap of our employee, which prevented her from being productive in her customer service job as she needed to be on the phone a lot. Another employee didn’t make childcare arrangements for his three young kids and so they interrupted him multiple times an hour with a variety of requests such as for snacks. 

Home-based employment can be a wonderful thing for both employee and employer, but those who have never worked from home may be surprised at how hard it is to do successfully.

Photo courtesy of Wikimedia and author, Barnellbe.

Posted April 26, 2019 by

What are the consequences to students who renege on job offers?

I’ve been participating in an interesting discussion in a listserv managed by the National Association of Colleges and Employers. Most of the readers are talent acquisition leaders from Fortune 1,000 and other large employers and college career service office professionals. A small percentage of readers are like me in that they work for organizations which, in one way or another, help college and university students and recent graduates find great careers.

The discussion that prompted me to write this blog article is about whether employers should report to a career service office that a student who accepted a job offer later reneged on that offer. One employer volunteered that they do send lists of those reneges to the career service offices. I wonder if that employer and others like them are providing any context provided to the reasons for the student reneging on the offer or any opportunity provided to them to provide the context.

Let’s be honest, sometimes the student reneges on their employment-at-will relationship because they change their mind and we can point a finger at them as the party to blame, if there is a need to assign blame. But what if an objective, third-party would actually point to the employer? Reasons are numerous, such as when employers oversell the opportunity, materially change the compensation or position, the hiring manager is terminated or reassigned, a family emergency prevents the student from starting, the employer pivots or even eliminates the business unit that recruited the student, the economy very suddenly and very dramatically changes as it did in 2008, etc. 

Realistically, if an employer is going to report student reneges to the career service office, what do we expect the career service office to do with that information? Wouldn’t it make sense that there would be negative repercussions to the student, and are we trying to help that student or are we trying to punish them and dissuade future students from reneging, much like imprisoning criminals punish the perpetrator and, perhaps, dissuade others from committing the same crime. Do we want to model our college and university recruitment programs on the criminal justice system?

For the career service offices who are accepting the renege information from the employers and maybe even soliciting it, are you doing the same from the candidates? What about employers who renege on their offers? If you’re punishing the student in some way such as banning them from further use of your services, are you levying the same punishments against the employers? 

Posted March 18, 2019 by

How does the rapid adoption of AI by recruitment technology providers impact the advice college career service offices provide to students?

Last week, I had the good fortune to be a panelist for an event hosted by Elmhurst College in Elmhurst, Illinois. The roughly two dozen attendees were mostly college career service office professionals who were members of the Chicago Career Professionals Network (CCPN).

The topic of conversation for this meeting was artificial intelligence and the impact it is having and will have on how students and recent graduates find employment. The career service office leaders wanted to know whether the advice they’ve been giving to students for years and sometimes even decades needed to be updated.

John Sumser of HR Examiner delivered the opening presentation after which attendees asked questions of the panelists: Elena Sigacheva, product manager for Entelo; Jason Trotter, human resources business partner for Allstate; and me. Watch the video below to learn:

  • What is artificial intelligence and machine-learning and its relationship to recruiting?
  • How are employers / recruiters currently using AI and how they may use the technology in the future?
  • How should college career service office and career coaches advise students to effectively navigate the new recruiting landscape?

Posted February 14, 2019 by

Does Griggs v. Duke Power Co. prohibit the use of artificial intelligence in hiring?

One of the many things that I learned two months ago at the College Recruiting Bootcamp on AI at Google that College Recruiter organized and Google hosted was that employers need to be very, very careful about how they use artificial intelligence in their hiring decisions. Unfortunately, in a rush to make as much money as possible, many AI vendors are selling these employers on the efficiency of the technology and not adequately addressing the potential liability being created from the use and misuse of the technology.

One of the U.S. Supreme Court’s landmark decisions was Griggs v. Duke Power Co., 401 U.S. 424 (1971), which made illegal a company’s employment requirements which did not pertain to an employee’s ability to perform the job if those requirements had the effect of disparately impacting African-Americans and other ethnic minorities. Duke Power had argued that requiring a high school degree for its higher paid jobs was not discriminatory because it applied the same requirement to all applicants regardless of race. The Court, however, recognized that a high school degree was not needed to perform the work and negatively impacted the ability of African-Americans to be hired because fewer of them had high school degrees.

So, what does this have to do with artificial intelligence? Turns out, a lot. The typical implementation of an AI hiring tool involves the employer uploading resumes and other data for its best employees and then telling the technology to find more people like that. On the surface, that makes sense. “Our best salespeople all came to us after selling cars, so our new AI hiring technology will find car salespeople for us.”

But what if your hiring practices in the past have been discriminatory — perhaps unintentionally — and so your AI recommends more of the same candidates? For example, what if your best salespeople all had college degrees and so your AI only found or recommended salespeople with college degrees? A lot of employers — too many employers — would argue that would be a good thing. But would it be? What if you can’t prove that having a college degree pertains to their ability to sell? And what if, as is the case, those with college degrees are far more likely to be Caucasian or Asian than African-American, Hispanic, or Native American? What if your engineers are all male and so your AI disregards females?

Artificial intelligence may prove to be one of the greatest advances in our history, but we must be careful with how we use it. And whether the matching technology being touted by your other job board partner is powered by AI or not, be equally as cautious about it and for the same reasons. Do you know how that job board determines which candidates are a good match? Do you know for sure that it isn’t inadvertently discriminating against women? Minorities? Veterans? Disabled?

Posted February 07, 2019 by

AI, Algorithms, and Who Owns the Outcome

Artificial intelligence (AI), sometimes called machine learning or machine intelligence, is in its infancy yet poised to fundamentally change how we work, are educated, and run our businesses. AI is already impacting how leading employers engage with students and recent graduates and then hire and manage them.

AI offers tremendous opportunities to those in talent acquisition and human resources as well as society as a whole, but also poses some threats.

On December 10, 2018, hundreds of talent acquisition and other human resources leaders gathered in Mountain View, California and remotely via live stream to participate in the College Recruiting Bootcamp on AI, organized by job search site, College Recruiter, and hosted by Google.

Our closing keynote was delivered by John Sumser, Principal Analyst for HRExaminer, an independent analyst firm covering HR technology and the intersection of people, tech, and work.

(more…)

Posted February 07, 2019 by

Merging Technologies and People for the Workforce of the Future

Artificial intelligence (AI), sometimes called machine learning or machine intelligence, is in its infancy yet poised to fundamentally change how we work, are educated, and run our businesses. AI is already impacting how leading employers engage with students and recent graduates and then hire and manage them.

AI offers tremendous opportunities to those in talent acquisition and human resources as well as society as a whole, but also poses some threats.

On December 10, 2018, hundreds of talent acquisition and other human resources leaders gathered in Mountain View, California and remotely via live stream to participate in the College Recruiting Bootcamp on AI, organized by job search site, College Recruiter, and hosted by Google.

Our featured presentation was delivered by Alexandra Levit, author of Humanity Works, speaker, consultant, futurist, Chair of the DeVry University Career Advisory Board think tank, and expert in all things workplace.

(more…)

Posted January 15, 2019 by

We need to stop blaming hourly, service industry workers for being poor when we pay them crap and treat them worse

More than 10,000 talent acquisition and other human resource professionals are avid readers of Hung Lee‘s excellent, weekly, e-newsletter, Recruiting Brainfood. If you’re in TA, HR, or an affiliated industry like I am, then you need to subscribe if you care about staying current with new technology, trends, and ways of looking at the world of recruitment.

Hung recently shared an article published by Huffington Post by Lauren Hough. The article, “I Was A Cable Guy. I Saw The Worst Of America”, was a fascinating, first-person view into the life of a lesbian (her sexual identification was quite relevant to the article) cable installer for a telecommunications company.  She made — and admitted to making — some mistakes and some ethical lapses, but for those of us whose jobs require far more muscle between our ears than on our arms, legs, and backs, it provided an incredibly powerful reminder of how hard service industry people work, how poorly they’re paid, and how awfully they’re treated. I shared the article to the new, Recruiting Brainfood group on Facebook, and that sparked an interesting discussion. (more…)

Posted August 24, 2018 by

Age discrimination: Over 40 and interviewing

 

Let’s talk about the issues that 40+ year olds are facing in the job market today. Almost 20% of all college and university students — about four million — are over the age of 35. So why do we automatically think of a bunch of 20 something’s when we hear “recent graduates”? This is also often the image that comes to mind for talent acquisition teams and is used to discriminate against older candidates. Jo Weech, Founder and Principal Consultant at Exemplary Consultants, explains the major problems that this misconception creates.

Exemplary Consultants provides business management consulting to small businesses and start-ups. Weech got involved in the process because she truly believes that work can be better for every person on the planet. She published an article back in July that got a ton of traffic, likes, and comments. Steven Rothberg, President and Founder of College Recruiter, had a conversation with her about some of her experiences, where the article came from, and some of the lessons that came from it. The lessons learned are not only useful for job seekers, but for those in talent acquisition as well. (more…)

Posted August 06, 2018 by

Wrapping up your summer internship: Reflect and connect the dots

 

The summer is winding down and coming to an end, this means many students will wrap up their internships and head back to the classroom. Whether your internship was an outstanding experience or a complete disaster, there is a lot of important reflection to be done. Pam Baker, the founder of Journeous, has dedicated her career to helping young adults choreograph meaningful careers and become focused leaders. Baker accomplishes this by working with individuals to help them find the intersection between their values, interests, and strengths. Jeff Dunn, Campus Relations Manager at Intel, is passionate about helping job seekers at all levels with resumes, interviewing, career planning, and networking. Below we will dive into the most important things to do nearing the end of a summer internship. (more…)