ARTICLES, BLOGS & VIDEOS

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

Posted September 20, 2017 by

Job openings are more open to some than others: A guide for entry level job seekers to combat bias

 

With limited professional experience, it’s hard to know how to act when an employer is considering you for a role at their organization. We believe strongly in fair hiring practices. While employers can find plenty of advice for reducing bias in their hiring practices, job seekers should also be prepared to fight bias. Here we provide six tips for entry level job seekers who are nervous that their chances at job openings might be lower, due to bias against their gender, race, ethnicity, ability or other dimension of their identity.

1. “They’ll see me for my skills, right?” Um, yes… But realize that bias exists.

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Posted July 31, 2017 by

Diversity in the workplace: recruitment tips and tactics Part 2 [expert panel discussion]

 

As demographics change in the United States, including at college campuses, we should be seeing more diversity in the workplace. So why is the needle moving so slowly? In today’s panel discussion with College Recruiter’s Panel of Experts, we explore strategies for talent acquisition professionals to improve their diversity recruitment. Today our discussion touched on what an inclusive recruitment process looks like, differences between the government and private sectors, and concrete tips for talent acquisition professionals. (more…)

Posted June 26, 2017 by

Archived white papers from College Recruiter

College Recruiter regularly produces white papers that address challenges to the talent acquisition community and in human resource planning, especially professionals hiring entry-level. Below you’ll find our archives. Enjoy!

Gen Z talentGen Z Talent: Understand them to recruit them. All of your college recruitment, from now until 2033, will be tapping Gen Z talent. To say that Gen Z will change the workforce is an understatement. This white paper gives concrete tips for recruiters, TA and HR leaders who related to sourcing, equity, benefits, branding and more–to help attract Gen Z candidates.

 

 

Tweak your summer internshipHow you should tweak your summer internship program: Learn from real-time feedback this spring. Recruiters have been warming up summer intern candidates. There are several things they can listen form, and communicate back, to increase your hiring success. This guide touches on new intern regulations, Gen Z, candidate communication, branding and the single most important factor in delivering a great internship.

 

 

Recruiting can’t be strategic until it shifts to a marketing approach: Here’s how. There is little doubt among strategic recruiting leaders that recruiting must become more like corporate marketing. Marketing receives much stronger executive support and more funding than recruiting. This is because marketing emphasizes data-driven decision-making, market segmentation, powerful branding and being customer-centric. This white paper discusses seven important approaches recruiting should consider borrowing from marketing.

Candidate experience

Making or breaking the entry-level candidate experience: Turning common mistakes into opportunities. Disengage your candidates, and you shrink the pool you have to fish in. Qualified candidates who drop out in the process cost money. Like all of us, candidates have grown to expect great experiences. We teamed up with our friends at TMP Worldwide to create a white paper that will guide in turning common mistakes in the recruitment and selection process, and turn them into opportunities.

Fall college recruitment plansFall 2017 College Recruitment: Emerging trends and challenges. As the school year creeps up, recruiters are looking at their plans, and wondering what to keep from last year and what to change. NAS Recruitment Innovation and College Recruiter teamed up to provide insight into trends and offer advice for talent acquisition teams with a high volume of entry-level hiring needs. We touch on applied tech skills, programmatic advertising, what students are looking for, diversity and much more.

talent war means making happy teamsWinning the talent acquisition war in 2017: There has been a shift in tools and techniques used by employers to attract talent in light of advances in technology and business needs. An effective recruitment strategy should not only align with workforce plans, but also attract top performers. Employers need to respond to key trends when it comes to acquiring talent. This white paper addresses diversifying the workforce, use of analytics, hiring millennials, leveraging mobile technology and responding to the gig economy.

Predictive analytics and interview biasPredictive analytics, bias and interviewing: For centuries, crystal ball gazers and fortune tellers promised to be able to predict the future. They played on our biases and gullibility, and counted on us attributing chance occurrences to their predictive powers. But predictive analytics gives us the ability to reduce uncertainty by applying statistics and determining the probabilities that future patterns will emerge in the behavior of people and systems. This white paper addresses privacy invasion, biases that impede truth, and what to do about bias.

Finding game changer talentDon’t pass on game changer candidates who are still rookies: Game changers are high-impact hires who, 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. Unfortunately, I frequently see recruiters and hiring managers pass over these extraordinary rookies. This white paper addresses identifying rookie game changer candidates.

Evaluate sources effectivelyHow employers evaluate career services, job boards and other sources (And how mobile recruiting changes everything): When College Recruiter began using technology to track candidates who clicked “apply” in 1998, within months, one of the world’s largest hospitality companies was paying us $0.05 per click to drive thousands of students and grads to their career site. And yet today, few employers seem to properly track the sources of candidates who visit their career sites, let alone those who apply, are interviewed and get hired. This white paper addresses flawed assumptions about evaluating sources, and the solution.

 

Posted March 06, 2017 by

Diversity recruitment lessons from law enforcement: Inside the research

 

College Recruiter is introducing a regular feature called “Inside the research”. We will dive into recent research that can be applied to practitioners in recruitment, HR and talent acquisition. 

Policing and race relations are topics of national interest these days. A study from the Journal of Ethnicity in Criminal Justice1 looked at how several law enforcement agencies market their opportunities to communities of color, and their success in diversity recruitment. Drawing a parallel between police and corporate recruitment highlights just how much effort recruiters must put into hiring diversity. That is, if you want results. Here are six lessons that recruiters can glean from this study.

Understand that institutional racism is around us. “Police agencies have been criticized for what is perceived as institutional racism in the recruitment, retention and promotion of Blacks and other racial minorities,” write the authors of the study, titled “Recruiting for Diversity in Law Enforcement: An Evaluation of Practices Used by State and Local Agencies.” While police have been in the hot seat, recruiters of all sectors and industries must turn the mirror upon themselves. Many would agree that institutional racism exists in business across the board.

Put your money where your mouth is. The authors write, “Today’s typical police recruitment campaign is managed almost exclusively using advertisements in those news publications that cater to the greater (White) community at large.” As a recruiter you might be thinking, but we advertise across many different channels, including Facebook, which is very diverse! That may be true, but try doing a little exercise. Compare all the places where you advertise, and how much money you spend on each channel, to your recruitment goals. If you have a goal around diversity, you have to put your advertising dollars where your mouth is.

Police agencies desperately want to hire diversity, precisely because they know they have a trust problem with communities of color, particularly the African American community. The study points out what should be common sense: “When citizens see that a police department has personnel who reflect a cross-section of the community, they have greater confidence that police offers will understand their problems and concerns” (Streit, 2001). The study found, however, that these agencies are just not putting their money where their mouths are. There are points of contact in the community where recruiters may connect with more of their targeted candidates—churches, hair salons, shopping malls, for example—and yet the agencies studied here did not take advantage these opportunities.

Be aware of hypocrisy. Companies who include diversity in their core values, and especially companies who flaunt their inclusive environments, would be wise to check their authenticity. The study reminds us of what we already know about policing: “when community partnerships are seen as being superficial, agencies risk alienating candidates who might be aware of hypocrisy where such activities are inconsistent with reality.” (Syrett & Lammiman, 2004). You should communicate your commitment to diversity, but just saying it doesn’t make it so. Effective diversity recruitment makes it so. (more…)

Posted February 24, 2017 by

Assumptions that hurt hiring practices

 

Hiring assumptions are everywhere. They often reduce the effectiveness of the hiring process. Admittedly, it’s impossible to remove all potential subjectivity and bias from a hiring process. Even as we’ve introduced more technology into recruiting (for example, Applicant Tracking Systems), a human being–a flawed human being–makes the final decision after some person-to-person meetings. A candidate’s dress, speech, overall manner, specific responses to questions, and more can potentially trigger biases and assumptions in even the most level-headed hiring manager. Confirmation bias is hugely powerful psychologically, and we can’t ignore that.

However, let’s call out some of the biggest hiring assumptions. Perhaps increased awareness can help us to be more vigilant, and minimize the impact of our biases on recruiting and hiring. Some of the most common hiring assumptions include:

Assumption #1: “The perfect candidate is always out there somewhere!” This is an ideal, but often not the reality. To find the best candidate for a given job, a hiring manager/HR professional needs to understand three different concepts: (1) the work itself, (2) the current composition of the job market for that type of role, and (3) what other jobs in that geography (or remote) are offering. Internally at companies, HR and hiring managers tend to understand (1), but less so (2) and (3). If you need an “agile scrum manager,” and your local market just hired dozens of that role, then when you go to hire, it’s a depleted market. The perfect candidate may not be out there, and it may be better to delay the posting instead of hiring someone short of your needs because of this hiring assumption.

Assumption #2: Complicated hiring processes weed out less passionate candidates: Many times, companies will create intense early-stage (top of funnel) hiring processes. For example, their candidates must take written tests, complete projects, etc. The theory is logical: having these as mandatory will weed out less-passionate “passive” candidates. Unfortunately, though, this is also a hiring assumption that can backfires. Intensive, jump-through-hoops hiring demands can end up just being barriers, and weed out highly-qualified people, who may simply choose not to apply. Additionally: if your hiring process is very demanding, that might be fine. But please make sure it correlates with competitive compensation at the end. No one wants to prove a skill set 17 times over to then be offered an under-market salary. (more…)