Recruiting is a tough job and recruiters are constantly juggling a million things--from sourcing an endless pipeline to managing busy, demanding hiring managers. But when you're faced with aggressive hiring goals, the role of a recruiter gets even tougher.
Watch as Colin Forbes, HR Recruiter at CalTech and Jobvite's own Jan Choi, Senior Recruiter, pass along winning real-world strategies and smart tricks that help them meet their organization's aggressive hiring goals when resources are in short supply.
Claire: Hi everyone thank you so much for joining us today I know we've got a good group of people on the lines I very much appreciate all the recruiters and HR managers taking time out of their day I know you guys are very very busy people so just to get started this is the recruiting with a lean team webinar are partnering with Caltech which is one of our amazing customers and obviously recruiting trans which brought you here today so for today's agenda we're just going to be going through a couple of different ways kind of moving through the recruiting funnel on different ways that Jan and Collin today's speakers have had work to improve and optimize their processes without necessarily in that huge budget or a ton of resources that some companies may have so here are today's presenters we have Colin Forbes an HR recruiter at Cal Tech and we also have Jan Choi who's a senior recruiter here at Jobvite so with that I really want to toss it off to Jan who's going to get us started.
Jan: Thanks Claire I think the right candidate I know that most of you who are recruiters on the line the biggest issue that we have no matter how big or small the team is finding enough candidates in the pipeline and enough doesn't always necessarily mean a high quantity of candidates I know our goal and recruiters is to always present you know candidates with the relevant background ideally keeping the quality high but the quantity low and we'll go over some ways in which I found to be very helpful in doing that so why don't we get started.
So you know we have to always remember that majority of the best candidate already have jobs you know we call them passive candidates you know they're not going to be the ones who are going to be on job boards or necessarily submitting applications to any other open job openings so unless you have no issues at all so in your pipeline you know we always want to keep a so candid in mind and think about different strategies in which you know we can attract passive candidates and how the cannons are definitely the most in-demand and their heart sometimes you count that you know fortunately statistics show that about 74% so about 3/4 of everyone in the workforce out there are open to a new job or at least Hearing about an opportunity so you know we have to remember that path with candidates they tend to be the strongest Candidates because they're typically already successful doing well in whatever role that they're in and they're not actively looking for another job so we have to find a way to kind of tap them on the shoulder and get their attention so you know always have to be thinking about strategies in which we can have a very compelling message and the best ways to reach out to them and making sure that those outreaches are personalized.
So they feel specifically sought-after versus you know a spam email that's gone out a big part of this is also relationship building because type of candidates aren't necessarily looking for a job you know even though they might not be open to hearing about your opportunity at the time they might be in a future time as things might change for them down the road so we want to keep in touch and build relationships with passive panic that fits the background of what you're looking for so for example the company that I'm at Jobvite I'm focused I'm very heavily on the sales organization and our company last year we doubled in size and a lot of that growth was in sales and for our sales role here you know we're very very specific and what we're looking for and for me as a recruiter that can make it sometimes very difficult our industry is very small we want to hire people who come out of a background of selling applicant tracking system software and who are in a very specific city who's who in Chicago who’s in Raleigh you-know-who's NBC so to find that to go after that very narrow pool of cannons meant that I didn't have a high number of people I can reach out to you.
What we've done is even if I'm not hiring in a specific City right now you know I focus on building relationships with candidates and a couple of years ago we had a roll open and where we're looking to hire someone in Atlanta who have to come out of the ATF industry so it's a very very narrow group of people there were a couple people a couple years ago and that fit the bill perfectly we to the point where we flew them out here we ended up making them offers they unfortunately you know after much consideration declined to offer as they didn't feel personally ready to move on because they weren't passive candidate to begin with however you know I did keep in touch with them you know we exchanged emails you know every six months or so you know I just check it to see how things were going and things definithintely changed on their end over the last couple years and even on our end as a company you know unbeknownst to us you know we rolled out and onboarding product that was in the same space as what they were in and so we caught their interest in a way that we never had before so we were able to re engage them just recently and you know working on you know hopefully finding a place for them in the future I'm here at Jobvite so you know we all know that good smart people they know good smart people so that can be a very a treasure trove of candidates that you always want to make sure that you have a strategy and are taking proactive measures and to go after employee referrals the number one thing that you need is to make sure that your company has a very solid employee referral program one that has very specific outline of you know what simply referral entails what it doesn't entail and to make sure it's a compelling enough for all employees to want to get involved.
I think our assumption or hope is that all employees would naturally want to get involved in helping build the company but you know unfortunately the reality is like people get distracted by their specific role on their function and sometimes they're not always bringing their head above the water to think about you know who do I know in my network that'd be a great thing for my company and so you know some of the things that has always been very successful is to really capitalize on the new hires coming in to a new company you know they have a network that hasn't been tapped into yet and a great place to get them started in the new hire orientation this is before you know they started the onboarding process in their role so they haven't been bogged down with meetings and different task items so first day new hire orientation the great time can sit them down I'm educate that best employer for programs and you know kind of leverage it and use it your company might have a requirement like what we do here at Jobvite and at Cal Tech is that we want everyone to use to applicant tracking systems Jobvite and to refer people.
We'll take that time during the orientation to show them how to use a tool the steps on which how they can refer someone in order to receive that referral bonus and also you know we also take I'm here at Jobvite we have all hands meeting every other week and that's a really great time when you have the eyes and ears of the entire company to promote your employee referral program and also possibly highlighting a very specific open position that you have perhaps have the hiring manager zone for the company share a slide of a couple bullet points of what they're looking for in the role just to get it front of mind.
It might be already posted on your company's careers page but most employees aren't checking that on a regular basis so if you have something like an all-hands or somewhere some forum where there's going to be a critical mass of employee that's a great time to be able to advertise open position and my people as employee referral program so one thing that we'd love to do is sit down with new hires and then also not happen not only have them make a list of referrals that they would like to make but have them look through their LinkedIn connection so we'll sit next to them you know if I know that I urgently have a revenue account and positions open and we have you know we're making hires in our accounting team and these are the best people that would have a network of people that have worked in revenue so we'll have them sit down and kind of work with them and looking through their LinkedIn connections to see who they might know so that we they can connect us with the candidate or introduce them to us or perhaps ideally reach out to you that candidate it themselves very successful is something that we call a recruiting blitz.
That's to make it fun you know so we don't so it's not just for new hires even for employees that have been here for years and years you know they forget that they have a great network I know that I've hired I've made very difficult hires here a Jobvite I'd only to be surprised to find out someone here at Jovite had already known them for years and hadn't even thought of that for that role so to have employees engage even if they've been here for a long time is a great way to you know get in touch with those employee referrals and you know would definitely suggest doing something like a department recruiting blitz where make it fun make it interactive you know open up a conference room you know invite a department to come in play music and set them with snacks and drinks or a catered lunch anything to get them in there and spend that time with them and sit down with them go through the referrals show them how to use LinkedIn and look for referrals that way because not everyone always knows how to use that tool Properly.
So on average it takes several touches six to eight is not sometimes more to generate a viable sales lead every sales rep knows that and and recruiters know that as well on our end for candidates it's going to take several different touches maintaining building relationships with them you know before we can move them into the recruiting process and we have to have that same expectation especially reaching out the path of candidates who are not looking for a job like I mentioned before that relationship building aspects is very important and you don't know over time over the months years what things might change on their end or on your end so you know just keep in touch you know you never know when your paths will cross and you know when timing will change and sometimes you know emails do get missed so even if you've reached out to them before and they don't respond you'll never assume that they're not interested there's people that don't check the emails or their weekend profiles and the inbox is very often.
We definitely encourage everyone to continue to reach out to them have different personalised templates that you use for every time that you reach out and make sure that you keep yourself out of mind for that for one things might change on their end and don't give up you know recruiters we need to be persistent and it's easy just to take that first initial rejection or a response if I'm not interested at the time and you know just want to move on and try new candidates but I know for for people who are who could be in shoes like mine where we have a very specific small pool a passive candidates that we're working with and there isn't always a new pool of people to draw from so every candidate even if they're not interested you know keep in touch Set a follow up set up follow-up tasks and how I love to do this is use different tools whether it's your applicant tracking system your sourcing tool to set up reminders for once you reach out to candidates so even if they're not interested at this time they're often open she bring reached out to you in three to six months and that's a great time to check in if things might changed on their end and make sure that your personalized templates are compelling and that the short sweet succinct to the point and that you have different flags for candidates for whether you want to follow up with them a second time a third time because your messaging will be different the second time you follow up versus the third time you follow up so I'm gonna pass the baton over to Claire.
Claire: Another time to talk about the application process you call it a thinking might be on mute so obviously I was left calls become this but some of the things that I know our recruiters do and I know that Collin does Caltech is setting expectations so making sure that making sure that you're meeting with your hiring managers I know that Jan you do that I remember doing it with some of my hires and making sure that we meet and talked about some of the characteristics that I wanted in a higher you want to talk a little bit about that meeting.
Jan: Sure so one thing that I see whenever I open up a new REC is sit down with a hiring manager and we talk about expectations we call it an intake process where we everything about the REC you know the SLA you know the time agreement in which you know we ideally want to get the roll vilified budget looking at market data and so we know ahead of time when I'm starting the recruiting process what the budget is for the role and what the market data is for the role so I'm going in prepared with the information as well as what the um the deal-breakers are that the hiring manager has in the role often you'll get a job description that has 15 different bullet points of what they would like to see in the candidate and often no candidate is going to have all 15 bullet points so for me it's extremely helpful when there's bullet points are prioritized what are the top two to four bullet points that are absolutely records that you need to have in a candidate and what are nice to have one of the education requirements are you willing to sponsor over feyza or does 15 30 someone already have to have algebra to work at the u.s. so things like that we clarify what the hiring manager so that I can go in fully prepared to talk to candidates I know what I'm looking for I mean if we're looking for new hires I'm sorry I'm new college friends like what universities would be ideally want to hire them out of geographies if we want someone for example based here in San Francisco Bay area yes it's relocation an option or do we want to have someone who's already here that can you know start right away versus the time delay of having to move so those are things that we kind of unsorted with the hiring manager at the time that the records Open.
Claire: Yes definitely and I know from speaking with Collin Caltech which I apologize I didn't introduce beginning is a small IT consultancy firm in Texas and so the pool of candidates is not necessarily huge but Caltech has done a really great job of educating their employees about their expectations and about the job role and they're very well defined which is something that Collin and the HR manager they're only a team of two but they've set aside time to really make sure that their job description and that everything about their positions is really well figured out and so that gives them immediate introduction into the conversation with their hiring managers when they're opening up a new position and just setting expectations setting the stage helps so much an unsaved intime when you know I'm sure recruiters events don't have a lot of times and remembering to iterate so this is something that Collin was going to speak about the Caltec actually has a really long application process they have and online application they have a survey that they send out the candidates they have a phone screen they have a video interview they have a video interviewing process and it's something that would it's kind of illogical if you think about it immediately if you are looking for a really specific IT consultant the pool of candidates is really small and yet they have iterated and kind of done trial and error process to figure out what is the ideal application process for such a specific requisition and that's really helped them they haven't treated they haven't treated their application and process and their entire hiring process as if it is set stone or as if they can't be changed and I think that's really helps them hire such great candidates and create people on their team and too many candidates this is always an issue Jan was speaking about it before you know you can have hundreds of candidates and your pipeline that makes it even more difficult to find those create diamonds in the rough and one thing that Caltech has done is implemented a video interviewing process and we do that Jovite as well for some of our entry level position and so it can help you I don't know Jan maybe you have some thoughts about video interviewing of help.
Jan: So video interviewing like I have seen during my time here at Jobvite are very effective for like us Claire mentioned more junior and entry level positions and they're more effective also with active candidates one set of apply through their website and so we can surpass a candidate who's not looking for a job and then you send them to do a video interview and yeah I mean you're not gonna get anything from them if anything they might really turned off from the opportunity where you know I'm not even looking for jobs I might be willing to hear about it but and I'm not going to do a video interview they want that personal touch to hear about opportunities so video interviewing is a great way to whittle down a large number of candidates and to be able to go through after they filled out the video interview to go through a large number of candidates in a very short time just watching a two three minute video can give you a lot of information about a candidate that you would typically spend 30-40 minutes over the phone on so we found that like for example our entry-level lead generation reps and we hire them in high quantity and they tend to be entry-level I'm fresh college grads so the applications but every time we post this role we can easily have hundreds of applicants so it's a good way for us to kind of whittle down that Full candidates to to a few that we'd like to then speak with and eventually bring on site and one thing just to note you know so Jobvite obviously has a video interviewing tool built into our APX 20 35 Caltech like actually uses a company called Spark Hire there's also a lot of free tools that you can use Skype and Google Hangouts I know that Colin at Caltech uses that initially use that before they decided to a paid upgrade to a solution but it can really cut down on some of that time that that you need for a phone interview moving on to once you actually have people in the past the application and into the interview process.
Jan: Sounds great and so forty seven percent of job thinkers think the interview is the most important factor so you want to make sure that candidates have a really great experience as a candidate and remember that during their time with them it's a buying and selling at the same time you know your body in the sense that you definitely want to further assess the candidate to see if they are a good fit for the company for the role but you're also selling the company as well and they are shopping as well so you want you want to make sure that you know you're selling the great things about working at your company the opportunity there why this is a great fit for them the culture the people you know opportunities to advance a career you want to make sure that you're buying and selling and making sure that the interview is King James mine not just a 22 11 hiring manager but the entire interview panel and it is definitely the most important experience of a candidate's is going to have and often not the interview process on-site will be just a few hours so you have a short time to make a Deep impact and before you start that interview process with candidates and ideally at the time that the REC is opened you want to really establish a hiring team and each member's role so I do that when I open up a new REC think about the hiring manager.
You know we clarify at that point you know who's going to be doing the phone interview like what are the topics that you want them to go over like what's the measure for success during the phone interview as well as the on-site interview you know who can be part of this panel who do you want to be able to assess for what talent so we established that early on in the interview process and also if you're going to be testing for specific and technical skill you know you want to ideally be able to share that with a candidates early on so they know what to expect what the interview process is going to look like how long is it going to be and as well as assess the cultural fit as well you know there's a lot of people that can functionally perform the rules of the duty but of the job if you want to make sure that they're going to be a cultural fit in the company that you know they're gonna be a good addition to the team that enjoy working with people our team player and can live up to the company's values as well so that achieve factor to making sure that some of the cultural fit for the position and making sure the interview feedback and quick and painless for everyone we have an SLA with hiring managers the recruiters feel at the time that we open up the REC but one thing that I have was candidates is I have an SLA with them as well I always tell them and before we start the interview process you know when when you have a phone interview you know I'm gonna be sure to circle back and give you feedback within 24 hours after an on-site interview.
You know I let them know I'm gonna get back to you if they've been here Monday I'll let them know I'm gonna get back to you before Thursday Just so you know they know that they're gonna be getting their feedback wait they'll know and nobody likes to be left wondering or or hanging if it's not gonna be a bitch you know we let them know so we can close a loop with them and if we need to bring them in for additional rounds or we're out of place we're not ready to make a decision you know we make sure that we circle up with them within that timeframe that we agreed on and making sure that you have tools to collect the feedback is really important you know as Jobvite I you know we just we just rolled out a mobile application not that long ago that's made it really easy for everyone to submit their feedback.
So as soon as they walk out of the conference room where they met with a candidate I often have people filling out their evaluations right there and then on their mobile phones so I get it like within a minute from the time that the interview ends and if you don't have an ATS with an app what can ask was beautiful tips that we do even with the mobile app that we have is we have everyone sit around the conference table for about fifteen minutes and just be able to discuss that feedback in person behind me and just it's really helpful to have that dialogue with the interviewers even between the interviewers themself just sharing some things that are shared about the candidate by someone else that kind of raised a bell to that like oh yeah you know I haven't I didn't think about that or that might have something that they said or did that might trigger you know certain things about the interview that's all great data points for the hiring manager to have.
So we'll talk a little about automating as much as possible and Claire can can start with that until then get Colin on the line.
Claire: Yeah definitely so this is one thing that especially when you're constrained by time make sure that you can automate as much as possible so within our own ATS and I know that this is a function of many a ATS is scheduling those reminders for interview evaluations afterwards to ping people you know I just interviewed someone the other day and I got an email to remind me for energy feedback two hours after the interview Jan is the hiring manager so I also have her at my desk asking for feedback as well both are really helpful but just in case you know you're off site or you're hiring for a remote person you can always check out the automation available in your ATS or maybe just scheduling things in your Outlook as well make sure to tailor the interview as much as possible so this is something that Caltech is really great at and that every step of the process is really tailored to see the requisition but specific to the person as well the one thing that Caltech does that's really great is that if they're hiring someone and kind of one over there evergreen position is a help desk kind of entry-level IT helped us a person and they're doing really well in that final interview.
They'll immediately set them up with a real employee who is a help desk person and just start shadowing them on the job and seeing what it's actually like it not only gets the candidate a really personal connection to the job and gets them really engaged before they even started talking about the offer letter or logistics it just gets them excited about your company and your you're actually living and breathing in the job it also gives you that last that last gut check to make sure that the candidate is the right fit for the position Collin was telling us about you know they use this last interview less informal shadowing and actually seen that one of their candidates they were so excited about them and as soon as he sat down to start shadowing the Caltech employee he started getting on his phone and talking about his hobby of building iPhone apps and he was just so stoked about his app but it became very obvious right away he was more excited about his sidekick than he would be about the position.
So they actually decided not to hire him and that was something that they were able to see because they took that extra step to push along someone that they thought would be perfect so it's kind of bittersweet but I think better in the long term for both that candidate and the hire and Caltech another great thing that helped is because once they're hired they pair of new hires with the networks specifically to help them grow at the organization and it's something that Jobvite does as well with all new hires we have new hire buddies and there's someone not necessarily that you work with day in and day out but maybe even someone within a different team or different department but you can ask where's the bathroom or where's the best place to park around the office or what is the best and what's the best printer that doesn't shut down every time you want to use it those kind of logistical questions that aren't necessarily about the position but they help you get more helpful with the company something that Caltech does that takes it a little bit further is they actually pair all new hires with someone who's higher up in the organization who's seen what it's like to be a help desk consultant and gone through the ranks and so they can help them with a lot of the certifications by Caltech does to make them comfortable and ease at their new their new home away from home essentially enough Jan do you have anything to add about new hire buddies for anything at.
Jan: I think that something that especially in a large organization and matrixed one large campus a lot different people it can be you know very intimidating as a new hire and what I've also seen very successful is to have a new hire like a buddy or mentor who's not part of your immediate team or part of your department it just gives them someone you know where they don't have to feel embarrassed at like the silly questions when they're trying to figure out how everything runs so that is something that you know what sounds very very successful and would definitely you know recommend you know perhaps you know having a buddy that perhaps you want us within the single time department or team and then one in a different department as well.
Claire: So move on to our last section which is covering metrics one data point that we have been kind of shocked by and sharing a lot is that 75% of recruiters say they don't use data I think data and recruiting metrics and reporting have all been buzzwords in the industry for a while now but there's still a definite lag in people who say that they use data a day in and day out so this stuff is coming from Lincoln's recent infographic about why didn't our recruiters to hire better and faster and it's definitely worth looking at if you're interested in seeing some trends with your peers. So we're gonna go through just three metrics that we picked out that Colin and Jan picked out that are really important so they're gonna be time to hire cost per hire my sources and quality of hire and talking about how you measure these things and how you maintain all this when you're lacking in time and why these are important to measure no matter what.
Jan: Metrics are very important here at Jobvite I'd it's really for us like a measure of success for us as a recruiting organization and as a recruiter you know what the metrics that we use we can do things like measured tire and why this is important is because it really let us know with wrong with a REC and also if we went we need to invest more resources Into a specific open role as well I don't know if you have an applicant tracking system that doesn't but for us you know we use Jobvite and it tracks certain things for us that time to hire as well as an estimated time to hire so it can hold data from past RECs that are similar that you have opened and fill and it can give you an estimated time of hire and moving on to the next REC cost for hire by force so this is something really important to us because for us last year especially we were experimenting with a lot of different sourcing tools sources on-site a sourcing company investing in different tools such as Linkedin Recruiter and Tello I'm just name a few were investing at a lot of different resources to help us hire the best and in doing that we one thing that we wanted to do was to find out which resources were effective and which weren't so we added up all the centers that we had in patent recruiting and then we divided out by Department to find a cost per hire per source and we found interestingly enough that in some departments we were spending three times as much as they were in other departments to hire.
It's just quality candidates and we really wouldn't have known this unless we were very intentional about collecting that data and and really doing the math to find the metrics of what our cost per hire by force was it was very interesting information just shared with our executive management team as well with our finance department because it really helped us reshape the budget of what we want to do with our recruiting funds to make them go further for next year's. And quality of higher ultimately everything boils down to hiring great candidates you know we're not spending the time and effort just you put warm bodies in seats but we want to make sure that the hires that we make are are successful in their roles and we're not having to reopen that REC over and over so there's different metrics that can be tracked to measure something like this the quality of hire and one thing that we have done here at Jobvite is that has been very successful is that we look at the hires from the previous year and we also look at the performance review ratings of the top performers and the bottom performers and we look for trends like do they tend to be hired by specific hiring managers or specific interviewers on their panel or are they in certain departments and you know is it you know people that you know tend to have this type of background or experience that come from this industry instead of that industry that tend to be more successful than others so looking at and the metrics of performance reviews of every one that was higher in the past year it really gives us clues and insights as to you know what we're doing right what we're doing wrong and it helps us really adjust the level of expectation and different things that we're looking for and candidates to ensure that we're delivering for us quality product which is a high quality of candidates to the hiring manager and enter the business.
Claire: And so actually that's the end of our presentation we'd love to take some Q&A apologies again you know sometimes the technology's just not on our side Collins just Colin Powell lost power so something that you definitely cannot predict I promise you he would have been a fantastic presenter but hopefully some of the stories that we've shared from Caltech and obviously from the Jobvite has helped you get some new ideas on how spend you're recruiting time how to move new candidates through the pipeline - and information from hiring managers if you have any questions we would love to take them for maybe 10 15 minutes depending on how many we have we have till the top of the hour we do have a couple of questions here but if you have any more just use my Q&A and chat box at the bottom to type them in and then I'll ask them out loud to Jan so starting off Jan so we have a question we have a question from Terry what is done to get a slow hiring manager moving you know you talked about SLA but what are some tips that you've had with hiring managers who just aren't reviewing resumes quick enough or getting feedback quick enough?
Jan: I like I think that very often and more often than not hiring managers they're not getting back to us quickly because as much as they want to hire and fill the role they are also very distracted and busy with the duties of their role and the function that they're in and so I've always found that by emailing them or sending them resume to the system for them to review the quickly quickly pile up so I like instead set up some weekly or bi-weekly meetings with them where in person we can catch up on all the house you know the house working items that have just kind of housekeeping items that piles up over the past couple weeks so if there's any outstanding resumes that they haven't reviewed I take that time to review them one by one to get feedback about candidates that they might have spoken to and that they haven't just related the feedback back to me and also for a time to calibrate as well if there's candidates that have just not been a good fit or the resumes I'm sending just you know aren't really driving with the hiring manager it's a great time to sit down to re calibrate as well so just having those as much as possible in person if they're in a different location you know just to get them on the phone or just to have a certain amount of time to kind of blocked off for it and that forces them to be able to focus on the recruiting cast in front of them is a great way to kind of push things along.
Claire: Yeah it's definitely I know we've had a couple of positions here at Jobvite that have been hard to fill when in marketing itself and Jan has done a great job of working with the hiring manager to recalibrate and take a look at and what specifically about the Job Description or about the application process it could be optimized and it's everything from testing out new job titles testing out where you're placing them obviously on different job boards and how its communicated initially Jan has done a great job of trying to understand what the position is but taking a time also to sit down with the hiring manager and make sure that her wording is what he has in mind sometimes there's just a disconnect and you just need that time to recalibrate so we have another question from Stephanie and she says I work at a non-profit so we use job boards to post current opening what job boards generate best candidates and so a lot Jan talked about some of the top words that we use but I would definitely say you know as Jovite is a SAS company 40 37 and in the Bay area it's a very different market and it's a very different audience and so making sure that you're looking at your own data to see what's performed well or what could perform better and checking in as being what the cost per application the cost per hire has been for all those different chalkboards is a great place to start and start testing stressing out you know maybe a couple hundred dollars or a couple thousand dollars depending on your budget I'm sure it's not enormous and a non-profit but using that test budget just to test out new job boards and see what the initial results are with the candidates that are coming in Jan.
Jan: Yeah though what they I want to add on to that is that there are job boards that are specific to industry so if you are working at a non-profit and you want to attract people that have that background and to know like what kinds of websites that people in your industry tend to visit and often they have job boards as well so when I was a few years ago and I was working a small company where we're trying to hire technical talent we're hiring engineers so we were pose on the job board of like github or you know 41 53 different different you know technology websites that's some engineers tend to visit so I think it's really kind of and posting on github is probably not going to be effective for when you're trying to hire which is non profit candidates so we just want to be sensitive to make sure that you're spending your dollars in a place that's going to get the most eyeballs on people who are or in your Industry.
Claire: I would also say talk to some of the people that are in that department where do they find out their news or where do they find out industry news are there any job boards available on those sites or are there any events or meet-and-greets the things that they enjoy going into them maybe that's where they've met some of their co-workers or their peers and that can be it also a good place to start. So a question from Susan have you ever used an assessment at the front end of the application to narrow your funnel to better quality pros and cons she's talking specifically about film so Jan if you have experience either at Jobvite or maybe you're have experience that LinkedIn and office.
Jan: So I hired specifically for the field organization here at Jobvite so you know those questions definitely very relevant to my background and in terms of using assessment on the front end of the applicant process I would say this is effective for active candidates so you have if you have a lot of people that are applying for job boards or on your company's career page and you want a way to kind of whittle it down or very quickly I would definitely recommend using a tool like video interviewing it can give you a lot of information about a candidate in a short time and and also I would say that would be very effective for entry-level roles and unfortunately when you get to more senior level rules and there's a lot of things that take place during a conversation with them they can't always just ask in a video interview process so I would recommend something like they do interviewing for active candidates but if it's a passive candidate that you're going after especially if they are in a very specific industry or background then having a phone call would be the best way to be able to start that Relationship.
Claire: Okay so we have a question from Gwen when reaching out the paths of candidates Jan stated that she uses email for each out at six-month intervals do you find passive candidates are open to this approach she's got a small company with infrequent opening how would she keep past the candidate entrusted.
Jan: Yes so six-month intervals that's my preferred like interval of time you could definitely reach out with them more often or less frequently than that and I found that passive candidates do not mind that approach if anything you know they like to keep their options open as well especially if it's not gonna take their time the sense that you're not wanting to have a call of them every six months it's just a reach out to kind of post check an email to check in to see how things are going how they stand if they're willing and open to make to making a change or just hearing about the opportunity I've never run across like in it that has told me you know don't contact me ever again so if anything you know I have people that ask me oh can you follow up in in like two months or three months I just want to get to the holidays I just need to get through quarter end or year end I can't think about this now let's think of the next number of months and in terms of keeping a passive candidate interested when openings are few and far between I think vessels that in itself and that question there's a lot of information I think people have asked in it I'm interested in knowing that you know these roles are very unique in a sense that they don't come up very often and when they when it did come up you know I thought of you so I think it's just making a can it feel very special and personally reached out to you and personally thought of as someone who could be a good fit for that role so I think that's very kind of important to relate to that candidate I know I use that to my advantage because we do you know we're small company we do have very few openings and knowing that it can sometimes encourage candidates who want to speak to you because they know that oh if I want to return back to this sometime in the future this opportunity might not be available.
Claire: Definitely so I think maybe they'll take one more question slowing down a little bit so if you do have any questions definitely type them in quickly but we can take one more from Christine so what is your recommendation for recruiting field hires at the niche market.
Jan:That's exactly what I do as well you know I hire sale sales reps that work in a very specific small industry and we have to hire them in very specific cities so even if I find someone with a perfect background like he's in Chicago he or she is in Chicago and but we're trying to hire in Portland you know they would just not be a fit so it's a very specific niche market and a very specific geographical location as well and I found that and if I post up a job opening on on a job board or even on our careers page and I just wait for those few people to apply like that's never gonna happen so I need to be proactive in reaching out to them and so I do that by pursuing passive candidates I'm you know I'm making an effort to find the people that I want who had the right background the number of years of experience who are in that city and I reach out to them and start building a relationship with them and that's what I found to be successful and finding those really hard to find Candidate.
Claire: Definitely so one thing actually just for background so 2015 was a really big year For Jobvite I and for our recruiters and we hired I know we probably doubled in size and doubled in size and so it was definitely a huge company-wide initiative recruiting with a huge company-wide initiative and so I know that one thing Ja did was hire a source agency I don't know isn't not within your I mean what on the phone budget allotments but if you do have one of strong push to hire make sure that you advocate for added resources when you really need them.
Jan: Yeah definitely we did and the math in terms of what it would cost us to hire a full time sorcerer or have a sourcing contractor or outsourcing the sourcing function all together so we found a small boutique company that would was willing to source X number candidates for a certain price and what they did was helped leverage the recruiting organization which was two people on site that they can kind of focus on creating a big of a funnel for us as possible so we were able to kind of focus on all the other aspects of the recruiting cycle including the relationship building making sure our candidates have a fantastic interview process and I understand larger companies might have different resources and different people on the team that can take care of all the features of the recruiting cycle but in a small organization you know you were a lot different hats and to hire large amounts of people in a short time we want we did a map in terms of cost for hire and we thought that that would financially make sense for us to be able to outsource this function for a specific amount of time.
Claire: Okay well thank you everyone for joining we're actually hosting another webinar with URE on Thursday if you like to join 49 57 it's going to be covering recruiting metrics and the key recruiting metrics so building off of that last section and really digging into how you pull them how you understand them and how to troubleshoot when you you know you're seeing that you don't have enough candidates in your pipeline or your offer acceptance rate has dropped off randomly in the last quarter so definitely take a look at that you can google it or you can type in that bitly link this case sensitive which I'm 50 31 realizing was not the best place when you can't click on that link but it definitely just Google the invaluable recruiting metrics and you think I'm not webinar not can be Thursday 11:00 a.m. Pacific 2:00 p.m. Eastern so thank you everyone for joining yesterday apologies again for the technical difficulties but hopefully you enjoyed today's presentation the slides and the recording are going to be emailed to you in the next 24 to 48 hours so definitely look out for that and share it with your colleagues thanks so much everyone.