Create a Positive Employee Experience Right from the Recruiting Stage

Creating a positive employee experience begins during the initial screening phase. Job seekers want to know medical sales recruiters see more in them than just the basic skills and experience.

In fact, of the 14,000 global talent acquisition leaders surveyed in the 2017 LinkedIn Inside the Mind of Today’s Candidate study, 63 percent said candidates report feeling valued when a recruiter reaches out.

These candidates want to learn more about the companies they’re applying to, including growth opportunities and how they’ll fit into the company culture. By taking a job seeker-focused approach, you’ll be able to place more top-quality candidates.

Here’s how to keep the focus on the candidate during the recruiting process:

1) Build and maintain trust

Not every candidate will be a great fit for the positions you’re trying to place. However, there are times when you’ll see potential in them for other positions, even if those roles are with another company.

No one likes to be rejected for jobs. However, candidates appreciate honesty. And above all, communication is key. Candidates want frequent and open communication about position status, but also about how they can improve themselves professionally.

They’ll be pleasantly surprised when you recommend another role, or give advice for improvement. This demonstrates that you care about them as an individual, not just as another cog in your job placement wheel.

2) Provide details on the day-to-day experience

Job descriptions are often vague or lacking in detail. Job seekers want to know more information about the position such as responsibilities, pitfalls, and more.

One way to satisfy this is by compiling “day in the life” presentations based on feedback from candidates that have been successfully placed or current employees. This can include everything from lessons learned, advanced skills, client interaction, and more.

While it seems counterproductive to include feedback about pitfalls of the job, candidates will appreciate the realization that the position comes with stressful situations. This information can be presented in such a way that the downsides are weighed against the positives.

For instance, if there is a great deal of travel involved, explain to candidates that this allows them to network with a larger group of clients and co-workers. Above-average compensation can be used a counterpoint to job-related stress, as well.

3) Offer inside knowledge

Most candidates have done their own research before the interview. Without an inside connection, however, they’re limited to publicly available facts. This is an opportunity to provide valuable information and insight.

For instance, the company mission and vision should be readily accessible on the company’s website or social media accounts. However, you can use your inside knowledge to demonstrate how the company actually lives up to these ideals.

This is also an area where you can expound on the company’s culture. If there are several photos of team members at volunteer events, you can confidently tell the candidate that the company is community-minded and share real-life examples. Charitable donations and outreach programs that align with the candidate’s values should also be shared.

Also, if the company schedules monthly celebrations to mark work anniversaries and sales goals, make this fact known. Candidates who thrive on praise and recognition will be attracted to working at the company.

If you’re aware of unique advancement opportunities, give as much detail as possible for the job seeker to factor that information into their decision. For example, some companies pay for training or advanced degrees. Candidates in need of specific skills to advance will be excited to learn about this perk.

By placing the focus on candidates beyond mere skills and experience, you’ll attract well-rounded professionals aimed at bettering themselves both professionally and personally.

Even if those candidates can’t be placed right away, by building trust and providing details and inside knowledge, you’ll build a talent base from where you can draw candidates for other positions.

The Future Of Work: How Artificial Intelligence Will Transform The Employee Experience

Artificial Intelligence is on the verge of penetrating every major industry from healthcare to advertising, transportation, finance, legal, education, and now inside the workplace. Many of us may have already interacted with a chatbot (defined as an automated, yet personalized, conversation between software and human users) whether it’s on Facebook Messenger to book a hotel room or ordering flowers through 1-800 flowers. According to Facebook Vice President, David Marcus, there are now more than 100,000 chatbots on the Facebook Messenger platform, up from 33,000 in 2016.

As we increase the usage of chatbots in our personal lives, we will expect to use them in the workplace to assist us with things like finding new jobs, answering frequently asked HR related questions or even receiving coaching and mentoring. Chatbots digitize HR processes and enable employees to access HR solutions from anywhere. Using artificial intelligence in HR will create a more seamless employee experience, one that is nimbler and more user driven.

Artificial Intelligence Will Transform The Employee Experience

As I detailed in my column, The Intersection of Artificial Intelligence and Human Resources, HR leaders are beginning to pilot AI to deliver greater value to the organization by using chatbots for recruiting, employee service, employee development and coaching. A recent survey of 350 HR leaders conducted by ServiceNow finds 92% of HR leaders agree that the future of providing an enhanced level of employee service will include chatbots. In fact, you can think of a chatbot as your newest HR team member, one that allows employees to easily retrieve answers to frequently asked questions.

According to the ServiceNow survey, more than two thirds of HR leaders believe employees are comfortable accessing chatbots to get the information they need, at the time they need it. The type of questions HR leaders believe employees are comfortable using a chatbot for range from the mundane and factual ones; such as how much paid time off do I have left, to the more personal ones; such as how do I report a sexual misconduct experience.

According to Deepak Bharadwaj, General Manager, HR Product Line, ServiceNow “By 2020, based on the adoption of chatbots in our personal lives, I can see how penetration in the workplace could reach adoption rates of as high as 75% with employees accessing a chatbot to resolve frequently asked HR questions and access HR solutions anywhere and anytime.” Bharadwaj points out how fast we are changing our behavior as consumers, given the dramatic rise of conversational AI technology and its ease of use. For example, Amazon’s Alexa now has more than 15,000 “skills” (Amazon’s term for voice-based apps), nearly all of which were created in the last two years since Amazon opened Alexa to outside developers. In fact, 10,000 Alexa skills were created since fourth quarter, 2016.

As we become comfortable with chatbots in our everyday lives, we will expect to use them in the workplace. There are already a growing number of technology firms targeting HR with artificial intelligence solutions for sourcing (Textio), interviewing (MontageTalent), on-boarding (Talla), coaching (mobile Coach), social recognition (growBot), and employee service centers (ServiceNow).

Capital Group HR: On The Journey To Digital Transformation

Artificial intelligence and chatbots are revolutionizing both the candidate and employee experience. As Diana Wong, Senior Vice President of HR at Capital Group says,”Technology is an enabler to delivering world-class Advisor and Investor experiences to our customers. So, we believe HR must mirror these best in class experiences by leveraging artificial intelligence for all phases of the employee life cycle from recruiting to on-boarding and developing employees.”

Capital Group is piloting a number of artificial intelligence technologies in HR, from using Textio to write more effective and bias free job descriptions to using predictive analytic web based video interviewing through the MontageTalent platform. Wong believes the piloting and usage of artificial intelligence not only improves the efficiency and effectiveness of the candidate and employee experience, but also enables Capital Group to be seen as a modern employer with Millennial workers.

However, there are barriers along the journey as HR experiments with artificial intelligence. I recently spoke about the impact of artificial intelligence to a group of senior HR leaders in Milan last week. This group identified a number of barriers to using artificial intelligence in HR, namely the fear of job loss among HR team members, lack of skills to truly embrace these new technologies and the change management needed to adopt to new ways of sourcing, recruiting, and engaging employees. Wong emphasizes this when she says, “One of the critical success factors to adopting artificial intelligence for HR is the cultural orientation around change and on-going employee communications on how and why the organization is digitally transforming HR.”

As HR leaders begin developing a strategy and roadmap for artificial intelligence, I believe there are five work streams to begin this digital transformation.

1. Embrace artificial intelligence by experimenting with a range of piloting a range of chatbots

Chatbots are already ubiquitous in our lives as consumers, and now they are starting to appear in the workplace. Rather than just read about them, consider embracing a productivity chatbot as your newest HR team member. There are a number of new digital virtual assistants led by Amy, Zoom, and Shae. Each represents new way of working using natural language processing to schedule meetings, automatically generate documents, and provide you with personalized health data. So why not have your HR team pilot these as a way to understand the power of artificial intelligence on behavior change?

2. Develop a shared vision with cross functional stakeholders of HR, IT, Real Estate, Communitarians, and Digital Transformation

Delivering a compelling employee experience is a competitive advantage in attracting and retaining talent. Companies are realizing that transforming employee experience is not an HR initiative, rather it is a business initiative. This means senior C-level executives from HR, IT, Digital Transformation, Real Estate, and Corporate Communications need to develop one common shared vision on what a memorable and compelling employee experience is and define the elements of the employee experience over the short, medium, and long term.

3. Understand the implications of implementation on the technology roadmap

All new technology based initiatives such as using artificial intelligence in the workplace require the design of a technology roadmap outlining the short-term and long-term goals and how the organization will meet these goals. This means the cross functional team of HR, IT, and Digital Transformation will need to agree on a shared vision for employee experience and define the technology roadmap to bring this vision to reality.

4. Identify new job roles needed to fully leverage AI in HR

Adding a number of new job roles is part of the journey to transform employee experience in an organization. This starts with creation of the Head of Employee Experience role. I interviewed Mark Levy, the first Head of Employee Experience for Airbnb in a Forbes column, “The Workplace As An Experience: Three New HR Roles Emerge.” This role is responsible for bringing to life the Airbnb mission of Belong Anywhere to life by creating memorable workplace experiences which span all aspects of work space, recruitment, development, volunteer experiences, and even the menus in Aribnb facilities. Other roles I have seen created during the implementation of an employee experience transformation include Head of Conversational Design at Capital One, which aims to create conversational interfaces for customers to access account information and complete financial tasks. GE Digital has also created the unique role of Recruiting Scrum Master. This role applies many of the scrum techniques used in software development to recruiting by breaking down the massive hiring needs into incremental and iterative steps, where the highest value hiring challenges are addressed first for the hiring manager.

5. Upskill HR team to understand the power of artificial intelligence in HR

Build an expertise on how AI will impact HR within your team. Designate one team member to partner with your IT and Digital Transformation group to provide HR with the latest information on new AI products, services, and how other areas in the organization such as marketing or IT are embracing AI to create more compelling customer experiences.

Enterprise AI adoption is still in the early stages, but the opportunity to develop a concrete understanding of AI, its ecosystem, and the implications of augmenting new HR job roles is massive. We are only at the beginning of this journey where artificial intelligence and chatbots transform all aspects of HR processes. What is your company doing to transform the employee experience using artificial intelligence?

Nextchat: The Candidate Experience

The job description was inaccurate, the mobile application was time-consuming, the receptionist was rude, the interviewer was 45 minutes late and HR never communicated that you didn’t get the job—or why. You never hear from the company again. After all this, you’re glad you didn’t get the job, and you relay your entire horrible experience on Glassdoor to warn others.

This is just one example of what a bad candidate experience looks like, and how it can damage an employer’s reputation.

Competition for talent continues to drive organizations to innovate their talent acquisition strategies. And one of their key targets is the candidate experience.

In her SHRM Blog post Candidates as Customers: Emphasizing the Candidate Experience in Talent Acquisition, post-doctoral fellow in SHRM Research Valerie Streets writes that there are a few key themes that shape the candidate experience, such as employer branding, procedural justice and communication. Feedback and analytics are also important. Streets says that “Seeking feedback from candidates allows employers to understand candidate perceptions of the overall organization, the staff involved in hiring, the user friendliness of your online application, and virtually any other component of the talent acquisition process. Not only will this information allow you to better refine your talent acquisition processes, but seeking feedback keeps candidates engaged and provides another point of communication between the two of you!”

While attention is usually directed at the application process or interviews, few employers consider how candidate rejection can affect not only the candidate experience, but their employer brand. The SHRM Online news article How You Reject a Job Candidate Defines Your Recruitment Strategy, online manager/editor Roy Maurer advises that, “An organization’s HR team can create advocates out of any applicant—even the rejected ones—by ensuring each candidate has a positive experience. … When candidates are rejected in a dismissive manner—or worse, if they never hear back from an employer at all—that news travels fast. … Experts agree that HR should be trained to consider the candidate rejection process a vital piece of the company’s recruitment strategy, with immediate and long-term benefits to the company, if done well.”

Have you ever applied for a job at your own company? The experience may shed some light on why you’re having trouble attracting and keeping the best talent.

If a bad candidate experience is ruining your ability to fill jobs, or if you’d like to make a mediocre experience much better, please join @shrmnextchat at 3 p.m. ET on November 15 for #Nextchat with special guest SHRM Research Post-Doctoral Fellow Valerie Streets @ValerieNStreets. We’ll chat about why the candidate experience continues to alienate so many job seekers and how organizations can work to turn it around.

Q1. In your experience, where are employers failing when it comes to the candidate experience in 2017?

Q2. As an employer, what is your biggest challenge with creating a better candidate experience?

Q3. What is your organization doing to improve the application process for a better candidate experience?

Q4. How is your organization improving the interview process through manager training or other process or procedural changes to create a better candidate experience?

Q5. Communication is key. How is your organization changing the way you communicate with applicants—and all passive and active external job seekers—to improve the candidate experience, from the time you post the job to the time you send the offer (or rejection) letter?

Q6. A robust careers site is a critical component of the candidate experience because it communicates the employer culture and brand. What are some unique ideas for building a compelling careers site?

Q7. How does your organization conduct candidate experience analysis or solicit feedback to improve the process?

Q8. As a job seeker (past or present), what advice can you share with employers about how you think they could make the candidate experience better?

Opinion: Closing the gender gap

It would be easy to conclude that the logistics industry is a misogynistic no-go area for women, but this would be wrong, says Nicky Jones, founder of Vidu Recruitment.

The debate around the lack of gender diversity within the UK logistics industry has rumbled on for as long as most people can remember.

Various schemes and initiatives designed to attract more women to the sector have come and gone yet the industry remains stubbornly male dominated at all levels.

It is estimated that less than 20 per cent of the 2.3 million people currently employed in transport and logistics in the UK are women. Compared to other industries such as retail and technology where women fill a high proportion of key roles, this is a depressing statistic.

It would be easy and, perhaps, understandable to conclude that the logistics industry is a misogynistic no-go area for women, but this would be wrong.
In my experience, the industry is working hard to attract the top talent and gender is no barrier to those seeking to enter the sector or, indeed, progress within it.

Of course, having provided recruitment services to the supply chain business for over 15 years, I have encountered individuals to whom sexism, racism, ageism – and all manner of other ‘isms’ – are ingrained character traits, but, thankfully, such people are few and far between and the overwhelming majority of logistics industry employers relish diversity.

So why is it that so few women opt for a career in logistics? Some believe the perception that most roles primarily involve some form of moving and lifting is to blame. This may be valid, but it is important to remember that, in addition to drivers and warehouse operatives, the logistics industry has a requirement for business development and customer-facing personnel with expertise in the industries in which customers operate and women often thrive in such positions.

Those involved the sector argue that current perceptions of the logistics industry aren’t accurate, but it seems that if it is to attract the right talent and overcome its gender issues, employers in the industry must do a better job of promoting the scope of the opportunities they have available.

Vidu is a new recruit platform that makes this possible. Vidu offers a modern digital approach to recruiting staff in the logistics sector by using video and social media to enable employers to share more about their company and the role they are seeking to fill.

By giving employers a platform to showcase their organisation and explain more about their business environment, Vidu provides an ideal platform for logistics companies to dispel any misgivings prospective employees may have about the industry.

Today, logistics impacts upon every aspect of our lives and the UK logistics industry is evolving to meet the demands of a rapidly changing industrial and business landscape. But, there can be no denying that the industry’s future prospects will be greatly enhanced if it is successful in its efforts to attract a more diverse workforce and it will do this by inspiring and encouraging women into its ranks in ever greater numbers.

Seven Laws of Online Recruitment

It’s easy to see why online recruitment became a critical part of recruitment strategies of modern companies. For example, this method is cost-efficient, requires little financial investment, and offers an unprecedented reach. With so much people spending a lot of time online, finding candidates using the Internet makes a lot of sense.

However, as easy as online recruitment may seem to be, one has to invest a lot of time and effort. Of course, you know the basics of the search, like posting vacant position on popular job boards, but there’s so much more you can do to increase your chances of getting the most qualified candidates.
Let’s review 7 laws of online recruitment that can really advance your search.

Law #1. Improve Website of Your Company

Imagine the situation: a candidate sees a job posting created by your company and decides to see that the business is all about. They click on the link that redirects them to the company’s website, and they arrive at an outdated, poorly maintained site. Naturally, this way you can create an impression of a bad company that neglects to keep its online business card e.g., the website, in order.


Always keep your website updated in terms of information and design
Create a special section for candidates, like “Careers” and “Work for Us”
Write an attractive description of your company on “About Us” page
Clearly, describe the benefits that the company provides for candidates (“Why Work for Us”).
Let’s review an example: Ernst & Young Careers Page.

Why it is an excellent example:

It outlines all areas in which a candidate can work with the company (Advisory, Assurance, Tax, Transactions, and Support Services).
It describes the benefits that a candidate will obtain while working with them (Why EY? How Will I Develop? sections)
It describes what is like to work at Ernst & Young, progress, and achieve personal goals (What’s It Like? Section).

Law #2: Use Social Media

Websites like LinkedIn and Facebook offers a free access to hundreds of thousands of potential candidates, so using them in your online recruitment strategy is a critical requirement. In the recent years, the number of online recruiters using social media has been steadily rising; in fact, social professional networks has outperformed Internet job boards in 2016, according to Global Recruiting Trends report created by LinkedIn.

Source: Global Recruiting Trends report by LinkedIn

No surprises here. Just take a look at LinkedIn – where else can you will over 500 million business professionals in one place showing their expertise and experience? Moreover, it has special tools like LinkedIn Recruiter to help with finding and engaging with the most qualified candidates. It works great, too: 75 percent of recruiters using the tool reported a successful outcome.

Law #3: Maintain Personal Touch

While looking for candidates online, you should remember that online interactions cannot replace personal ones, which are much more effective. Therefore, you need to ensure that every interaction with a potential candidate you address online should be personalized as much as possible. You know the importance of building rapport in business, right?


Research the candidate’s experience, educational background, and interests
Compose a specific text tailored to a candidate’s needs
Go for a casual tone (Hi / Hello [candidate’s name])
Use name. Never, ever write an email that starts with “Dear candidate.”

Law #4: Engage in Passive Recruiting

This may sound like a waste of time, but passive recruiting is a legitimate technique that has been rising in popularity in the recent years. The traditional search involves posting a job vacancy on the Internet and waiting for the resumes to select the most qualified candidate. The passive recruiting, on the other hand, has recruiters searching for candidates who are not looking for job.

They find them online, contact them using email (that’s the preferred method by both parties), and briefly describe the vacancy. The quality of passive candidates is often higher; for example, 2016 Candidate Engagement report from Hudson RPO and HRO Today found that the majority of recruiters left that passive candidate were better in quality than active ones.

Source: 2016 Candidate Engagement Report

Law #5: Harness the Power of Talent Analytics

In the recent decades, the amount of data used by recruiters and companies has exploded. As they continue to look for more candidates, more data is being generated every day, so this data should be used to guide recruiting approach and help to make it more strategic.
Data-driven recruiting, which is driven by Applicant Tracking Systems, is being increasingly adopted these days because it ties candidate and employee data with strategic workforce planning.

Benefits of data-driven recruitment strategy for companies include:

Increased quality of hire
Workforce planning
Easy data collection and analysis
Timely HR decisions

Law #6: Embrace Mobile

As a recruiter, you need to pay attention to mobile in order to succeed because mobile traffic has already passed desktop traffic, meaning that Google will prioritize mobile-optimized sites in the search results. If your company does not have a responsive website design, chances are the competitors will outperform you in terms of getting quality traffic.

Major job boards have already adapted. For example, a popular site Indeed provides a mobile site. It has a user-friendly interface, which is critical to deliver a pleasant experience for candidates.

Law #7: Use Premium Options

Don’t be afraid to invest in advertising of your company when needed. Facebook and LinkedIn have premium advertisement options that can really expand your reach. They won’t burn a hole in your pocket and can be a great source of traffic, too.

Time to Recruit

There is no question that online recruiting has helped to find new talent in a much more effective way. But being online is only a piece of a puzzle, you have to do more. The most successful hiring strategy follow the laws of online recruiting, how about you?

(The articles above have been curated from various sources but not been edited by ICube staff)

What are the major priorities for HR professionals?

What’s top of the list in terms of Human Capital trends in Australia?

According to Deloitte’s 2017 Global Human Capital Trends report, it was fostering a better employee experience which was a significant priority for 85% of Australian HR professionals.

The 2017 report surveyed more than 10,000 businesses around the world on their HR practice, and it also found that the employee experience was ranked as ‘important’ or ‘very important’ by 79% of businesses globally.

Deloitte are currently collecting responses for the 2018 Global Human Capital Trends Survey and employee experience is again expected to be one of the major priorities, according to Juliet Bourke, Partner and HC expert at Deloitte.

Bourke said that another interesting result from the 2017 survey was that Australia was well ahead of the global average in term of nominating diversity and inclusion as ‘important’ or ‘very important’ – 77% Australia vs 69% global.

She added that in the 2018 survey, AI, robotics, and cognitive computing might be more on the radar of HR professionals than in previous years.

Indeed, in the last survey it was ranked as an ‘important’ or ‘very important’ by only 36% of Australian respondents and 40% of global respondents.

“We are starting to see organisations ask the big questions around what the shape of the workforce is going to look like and how to augment it with different technologies,” Bourke told HRD.

“I think in the last survey people knew it was there, but they were not thinking carefully about what it actually means, so I would expect it would be higher on the radar in terms of importance.”

Bourke added that a major benefit of the survey is that it enables HR professionals to have a view on how Australia sits relative to the rest of the world.

“I think Australia is in an interesting place because we often make an assumption that something is bigger and better elsewhere, but that isn’t always the case,” she said.

The previous survey also found that there is a significant danger that Australian companies are not moving fast enough to adapt to the needs of the workforce of the future.

In addition to embracing and understanding the speed of change, the report nominated other tips for companies seeking to prepare for the future, including:

  • making talent mobility a core value and build in processes that support fluidity
  • forming an organisational performance group to study how high-performing teams actually work
  • examining new communications tools (such as Workplace, Slack and Basecamp) and
  • adopting continuous, feedback-based performance management that allows for goals to be reset regularly.


How a former video game designer reprogrammed employee benefits

You’d be hard-pressed to find a story quite like Harry Gottlieb’s in the HR industry.

A self-taught filmmaker after graduating college, he went on to found software house Jellyvision and soon after developed its smash hit CD-ROM trivia game, “You Don’t Know Jack.” The game’s combination of wit, humor and both highbrow niceties and pop culture earned it an established place in the 1990s computer gaming community.

Fast-forward 20 years: Gottlieb’s no longer making games, but he’s not finished making dense subjects more fun. Today, Jellyvision is re-writing the script on benefits enrollment and communication with its software platform, ALEX.

In an interview with HR Dive, Gottlieb talked about why some employers may be missing the mark when it comes to benefits and engagement. The following conversation has been edited for length and clarity.

HR Dive: You have a fairly interesting background for someone in employee benefits. Can you talk a bit about how you eventually founded Jellyvision?

Harry Gottlieb: I started off as a filmmaker, and then a video game producer, but then I found my true love: insurance. After college, I did educational films. I was very interested in bringing these mundane, boring subjects to life. How do you make the boring exciting and the complex simple? Media that is aiming to teach doesn’t have to be dry and dull.

I started The Jellyvision Lab in 2001-02 to focus on this approach of an interface that’s like a host talking to you, and how we could apply that to a more corporate environment. ALEX was born out of that. The entertainment aspect gave us a ton of credibility when we went back to B2B. In HR, there aren’t too many companies that have a pedigree in games.

HR Dive: So you’re basically taking something that’s really dry and making it fun. How do you go in and convince an employer that kind of concept could work for them?

Gottlieb: We actually had a couple of projects where we were just helping one company help their employees with their benefits on a one-off basis. That effectively ended up being our R&D and market research for ALEX. Aetna brought us our first nine customers for the first version of the product.

But I think we were solving a real problem. It’s crazy that companies spend millions and millions of dollars on their benefits that they’re providing to employees. And they largely go unappreciated — in no small part — because [employers] don’t realize how critical communicating those benefits and helping people select them is.

The benefit doesn’t exist as a good thing in and of itself. It exists as a good thing to the extent that someone understands it and uses it. And if they don’t, it’s like you’re throwing your money in the garbage. It’s amazing how many people find their company’s generosity annoying.

HR Dive: When you look at benefits education across the board, companies often cram it into one season: open enrollment. Others say it’s supposed to be a year-round process. Is that a problem you’ve considered?

Gottlieb: Well, look, if you’re in the benefits department of a company, you think employee benefits are really important. If you’re just an employee, they’re important when they’re important. Medical insurance doesn’t matter to you if you don’t need medical care.

The reason open enrollment works is because if you do active enrollment, people enroll because they have to. In this 30-day window, they want to get their act together, but they want to spend as little time as possible. They don’t want to become an expert in medical insurance, they want to make a decision and feel confident in their decision.

What’s so key is understanding what really matters to people, and not fooling yourself into thinking that the thing that really matters to you, really matters to everyone else. When you talk about year-round engagement, what’s the chance of someone opening a notification from their company about a critical illness insurance policy on a Tuesday in May? 0.1%?

You have so many other things to do in your life. Open enrollment’s good. You have their attention. But year-round, the missing piece is really being there when they need it. If you’re trying to get them to care outside of that, good luck. But if you can be there in that moment, providing just the information they need in a simple way, then you can really provide the value that actually matters to employees.

HR Dive: It’s almost a common sense thing to say, right? That being there when it matters drives engagement?

Gottlieb: Right. The whole concept of engagement has a sort of silliness about it. It’s kind of based on this premise that there’s some magical way that you can engage people. Granted, we work really really hard to make things entertaining. But entertainment isn’t the main thing.

The main thing is, here’s a person who has a need, has goals, has something that’s painful. And you satisfy the need, the goal, make the pain go away and do it in a way that’s simple and easy and fast. And then you get engagement!

I think people sometimes look at Jellyvision like, “it’s because they’re so cute and entertaining.” No, that’s not the main thing happening here. The main thing is that we are looking through the eyes of the employee, and not getting lost in our own expertise about insurance benefits.

HR Dive: How does Jellyvision approach generational differences, if at all? Do you believe millennials, for example, really approach benefits differently than previous generations?

Gottlieb: We do not peddle in demographics, which could also be called stereotypes, for a couple of reasons. In truth, every individual is different.

I’m also not saying you can’t find trends. But we’re not dealing with entire groups of people at once, we’re dealing with one person at a time. To try to second guess the person who’s in front of me, or for a program I’ve developed to second guess someone using it, what’s the value in doing that? Is there really a big difference among the generations in terms of how s—ty it is to pick an insurance plan?

But if you’re talking more broadly, I think the thing that has evolved is that I do think all of us expect more from our employers. The relationship now is in many respects not as lopsided as it once was, at least in certain industries.

Companies are doing the right thing, it’s just they’re only doing a part of the puzzle. Most people really need holistic financial planning, and it’s not like there are enough financial advisers to get it. And so, I believe finding a way to provide financial assistance at scale, for millions of people, and making it easy for them to follow their financial plan, is the game changer for people. For the stress in their life, and their distraction at work.

What do we need now? Care about the things that actually matter to people. Benefits are ultimately about money and compensation. We’re helping them with parts of their financial life. Help them with the rest of it.

(The articles above have been curated from various sources but not been edited by ICube staff)

Are you finding and retaining the best talent available?

In today’s climate, employees care more and more about understanding a company culture in a way that goes beyond brand speak. Liam O’Callaghan from AppVault explains the best ways to find and retain premium talent.

We have come a long way from sitting in reception and filling out an application form for a job. Thankfully, our ambitions and dreams have also come a long way, but has the job application experience?

Does a candidate get to know a company before applying? Sure, we have access to lots of information online about the company, career sites, reference sites such as Glassdoor and company profiles on job board sites.

Function over form?
The reality is, it is now easier than ever to apply to multiple jobs, and yet, in the US, only 8pc of visitors to a company careers page will actually apply. This leaves a very high probability that the best candidate has not applied – why?

Customer experience is not just for the customers who are paying you – it also applies to candidates, the ones whom you want to pay.

It is a hyper-competitive market, and companies are working very hard to retain good employees.

The starting point for retention is to win the best employees to begin with. Do this by starting as you plan to continue.

First impressions matter
The great candidates will very often have a choice of employers. When it comes to deciding between two or more job offers, employers need to impress upon candidates their employee culture, careers advancement opportunities, diversity, inclusion, work-life balance etc.

At what point an employer does this could be the difference between acceptance and rejection. If it was at interview stage, you may just have lost the opportunity to attract even better candidates.

First impressions count, and this is not at interview stage.

Remember the 8pc who apply? Why not attract more of the 92pc by highlighting all that you have to offer to potential employees on the job spec?

At AppVault, we talk about the ‘Moroccan Room’ effect. In our Atlanta HQ, we have converted our reception area into a Moroccan-themed chill-out space that represents our vibrancy, diversity, inclusion and innovation.

While this concept is not unusual, and lots of companies have very cool spaces, not enough companies bring this experience and this message to the top of the recruitment funnel.

Instead, companies advertise a traditional-looking job spec and, when a candidate hits the ‘Apply’ button, they are brought off to the dreaded applicant tracking system (ATS) experience.

This could be an hour of their life spent on a form, and they may or may not get a reply. What happened to all the great content on the careers page, recruitment social media and blogs?

Bringing this experience to the top of the recruitment funnel greatly increases an employer’s chances of attracting more top talent.

Bridging the gap
Extending the employee experience beyond the company careers page is now essential to attract the best candidates. Employers need to capture the candidates that the ATS misses.

Increase time spent by candidates on the careers page and increase applications by truly representing the company culture on individual job spec landing pages.

At AppVault, we have seen an average increase of 65pc spent on content lead career pages and more than a 115pc increase in page sessions per visitor.

We have also seen a huge decrease in drop-off in completed sessions from visit to ‘Apply’. Our experience is a monumental decrease of 84pc on mobile.

As a result of extending the digitisation of the recruitment process, the employer has the ability to measure and analyse the process and better manage their paid media spend.

Employers can now build a bridge between a great candidate experience for imminent and distant future employees, and efficiency and effectiveness of their recruitment process (and spend).

Talent pipeline
The career page and recruitment process is not just about imminent hires. It is about building a relationship with all future employees and, in some cases, customers.

It is also about maintaining a relationship with ‘silver medallists’ – the candidates who just missed out on securing the open role but who remain excellent candidates.

Most employees are happy in their current employment. This does not mean they will not be open to a move when the time or conditions are right.

Creating a ‘talent community’ that builds relationships with candidates through intelligent communications and targeted job alerts is a win-win for candidates and employers.

At AppVault, we have seen a big increase in communication with passive candidates through intelligent use of our talent community platform.

The hard-copy CV is not what it once was; it is not just part of a candidate’s profile. The traditional CV is out of date very soon after it lands on a recruiter’s desk, and is definitely out of date as soon as the candidate becomes a new employee, wherever they land.

The result is interviews with candidates who are already engaged with the employer, a lower-cost hire and a new brand ambassador.

(The articles above have been curated from various sources but not been edited by ICube staff)

3 Hot HR & Recruitment Trends To Follow In 2018

It’s hard to believe that we’re edging towards the latter end of the year, and soon 2017 will be a distant memory. HR and recruiting professionals know all too well how important it is to keep an eye on the latest news affecting their industry. If you blink, you’ll miss something! It’s now November, and if you haven’t started planning for 2018 then now is certainly the time. So take 5 minutes to sit back and relax as we list 3 trends you should be following for 2018.

1. A.I. Technology To Expand

Throughout 2017, the words artificial intelligence has been ringing in the ears of most HR and recruiting professionals. In 2018, A.I. is set to grow and expand even more than anticipated. Today, people are beginning to come to terms with Artificial Intelligence and how it can make their professional lives easier. There was once a time where A.I. was some sort of next-gen technology that was only mentioned in blockbuster films set in the future.

Firstly, A.I. has reduced recruiter bias (unconscious bias) when selecting candidates. A.I. has been programmed to focus on candidate skills rather than their demographic, race and age. As a result, talented candidate’s are fed through pipelines and the quality of screening candidates is improved. Also, it allows recruiters to focus on the more important aspects of their day-to-day work. A.I. allows recruiters to be more efficient.

Modern talent acquisition technology powered by artificial technology has significantly reduced the time in sourcing quality talent for recruiters. Recruiters who put the time into learning AI technology will up-skill and ultimately increase their productivity. This will lead to better quality hires. The use of talent mapping and using multiple algorithms to analyse big data will help recruiters to engage with quality talent.

2. Remote Working On The Rise

When applying for a role in today’s market, more and more companies are offering remote working as one of their perks. And why not? With wifi connections improving, many workers are given the opportunity to work from home. According to a 2015 survey from FlexJobs, 85% of millennials would prefer the option of telecommuting full-time; while 54% would rather a flexible schedule.

Startups have begun hiring remote workers, allowing them to work from the comfort of their home full time. With the help of Augmented Reality (AR) technology, new video conferencing technology will allow people in different locations to talk to one another, whilst also sharing the same experiences within their video feeds. Let’s save that for the future- we’re not quite there just yet! There’s no denying that there are some excellent pros when one works remotely. You can free yourself from distractions, and your work-life balance is significantly improved. However, that doesn’t mean that there are no cons associated with remote working either!

If an employee finds themselves working remotely full-time, then it could seriously affect their well-being. Remote working isn’t for everyone, with many missing team comradery, something you don’t experience when working from home. But it seems that the pros outweigh the cons on this one, with companies using this perk to retain talented staff, boosting their overall satisfaction in their role.

3. Continuous Learning Is The Way Forward

Continuous learning is on the rise, with HR managers recognising the need to upskill and train their fellow employees. When it comes to learning, there should never be an end date. For any worker, it’s important that they continually develop their skills and knowledge. This will enable them to adapt to any changes in their role or company. Today, we see that technology is dominating most of L&D projects.

“Continuous learning will be a hot trend this year. HR leaders are recognizing the need to overhaul learning and development opportunities for their employees, considering that careers are now likely to span 60 years. Digital training through learning management software (LMS) is an increasingly attractive option because it gives HR teams the ability to measure employee productivity through data. It also makes for a more collaborative experience since various departments across the organization supply learning content.”

Gone are the days where people wholly rely on their high school or university education to get them through their profession. No market is static. Whether you’re an individual, group or organisation, you should always be looking to enhance your skillset. It will pay off over time and it will most certainly benefit you in the long-run.

(The articles above have been curated from various sources but not been edited by ICube staff)

Crafting a well-oiled HR policy

Change is blowing through the corridors of public sector undertakings (PSUs) in the oil and gas space. For instance, next year we could well see ONGC adopting what is popularly called “job bidding” for senior positions. Candidates can apply for a position and then the talent council will take a call on whether they make the cut.

This is very different from the seniority-based promotions of the past. It’s not just candidate selection. From talent supply to retention, leadership development to succession planning to performance management, the HR policy of oil PSUs is undergoing a dramatic change.

It all started when the the Ministry for Petroleum & Natural Gas set up a Task Force on Improving HR Management in oil PSUs in 2016.

Earlier this year, in April, to implement the proposals of the task force, Dharmendra Pradhan, Minister for Petroleum & Natural Gas, constituted a committee headed by MA Pathan, former Chairman, Indian Oil Corporation.

Grappling with change

The compulsions for change are understandable. Gone are the days when the oil and gas PSUs – IOC, ONGC and so on – had the field virtually to themselves. With competition heating up, they need to guard their skilled manpower, as well as build a competent leadership pipeline. Another big challenge is to align human resource policies with new business strategies and then build capacity.

Ask those who have worked both in the public and private sectors about the key HR difference between the two set-ups and they point to ‘flexibility’ in interpreting procedures and processes. In a PSU the HR culture is rigid in interpretation of HR policies but in private sector it’s case-to-case. This manifests in many ways – reward, remuneration, career growth, development opportunities.

UD Choubey, Director-General, Standing Conference of Public Enterprises (SCOPE) says HR in PSUs is facing many challenges such as managing globalisation, change management, leadership development and succession planning, work diversity, creating consistent corporate culture based on ethics and transparency, and talent management.

All this is now addressed by the Pathan committee recommendations. However, what is intriguing is why only the oil PSUs have been singled out for new HR policies. Typically, all central public sector units are governed by the broad guidelines issued by the Department of Public Enterprises/Department of Personnel and Training.

Unique challenges

Perhaps the explanation lies in the nature of the work and workforce in this sector. With a combined workforce of about 1.4 lakh – ONGC and Indian Oil alone contribute over 33,000 regular employees each – these PSUs face unique challenges. It is very difficult to benchmark performance of officers of the same cadre in the exploration and refining segments. While the input can be the same, output is not. An explorer might not get any results as exploration is a risk and there is no guarantee of returns. For refiners, input and output can be measured.

Even within the oil PSUs, the requirements of ONGC and Oil India, which are mainly into exploration and production, are very different from that of IOC, Hindustan Petroleum Corporation and Bharat Petroleum Corporation. GAIL, which is into gas marketing and transmission as well as petrochemicals, has significantly different needs.

MA Pathan agrees that a uniform policy will not work well. He says, “We are going to give a broad structure. Based on the broad structure the oil PSUs will create their own policies to fit their requirements.”

However, five common areas have been found: Source (supply side of talent), Develop (leadership development), Perform (performance management), Affiliate (engagement and aligning different set of employees) and HR excellence (transforming HR functions as process custodian).

“Our mandate is to look into long-term policy and connect the missing links today. Synchronise the whole thing in such a way that there is a synergy between manpower and business strategy,” said Pathan.

On the broad criteria to be adopted, DD Misra, Director – HR, ONGC, says, “Each PSU will work based on its requirements, but the basic idea is to prepare, identify, assess and develop internal cadre three levels below the board for senior positions. To achieve this, preparation will start right from induction level. All PSUs will improve their connect with academia.”

Oil and gas is a tough industry, and the cadre has to be developed from day one, so it has to be seen whether the courses offered are complementary to the industry requirements, he adds.

For example, the ONGC Board recently approved a succession planning policy named Deeksha: Developing Experienced, Esteemed & Kaleidoscopic Successor for Higher Achievements. It identifies critical positions, mapping behavioural competencies with respect to job description, matching executive profile to roles, and encouraging eligible executives to apply for specified roles. Misra goes on to elaborate that the average age of ONGC employees is 45 years, which is now reducing with the planned induction approach as part of the HR strategy. Though the attrition rate from resignations is minimal, attrition due to superannuation in the next 3-4 years would be around 1,800-2,000 annually up to 2021.

While Pradhan and his team have taken an initiative, the challenge is implementation. Loyalty alone is not a retention tool – better incentives and policies are needed. Can it be a roadmap for other PSUs to follow?

(The articles above have been curated from various sources but not been edited by ICube staff)