Top Lessons Learned Consulting for Fortune 500 Recruiting Teams [Webinar]

 

Webinar Transcript:

Angela: Top lessons I've learned consulting for fortune 500 recruiting teams my name is Angela Lee and I'm on the marketing team here at Jobvite as background Jobvite enabled leading companies to recruit source and on board all within a single platform with over 10 years of experience focused solely on recruitment and a recruiting strategy that emphasizes putting candidates at the center of recruiting Jobvite has helped companies fill over 1 million jobs to date.

As a reminder at the end of this webinar Janine will be selecting 5 attendees to do a free 15 minute talent acquisition assessment she will walk through the assessment itself in a few minutes but if you like to be selected please chat into the moderator and provide your reasons why you'd be interested in participating.

Now onto the webinar first you'll notice that all lines have been muted to avoid background noise however we would still love to hear your questions so if you want to use the chat box at the bottom of the ReadyTalk panel we'll be monitoring it throughout the presentation and saving your questions until the end.

Now I'd like to introduce our speaker Janine Woodworth. Janine I'll turn it over to you to introduce yourself and dive into the webinar.

Janine: All right perfect. Thank You Angela. Hi everyone I'm thrilled to be here and as Angela mentioned I am Janine Woodworth I am at Jobvite I'm the director of strategic services here and I have been with Jobvite for about five months in the strategic services capacity but prior to that I had worked at a boutique consulting firm that was completely dedicated to talent acquisition and in that capacity I worked with many of the logos that you see here in varying capacities from the consulting perspective but all of them were with the talent acquisition teams to really help them identify what are the technologies that are utilizing today how can they optimize those technologies and leverage them along with aligning processes people I have I have worked with all kinds of recruiting technology solutions implemented them and then prior to that eight years of consulting I also work in various recruiting leadership capacities at Apple and many other companies primarily in the healthcare and high-tech space so I've kind of touched many different industries certainly banking and pharmaceutical retail hi-tech healthcare manufacturing and kind of the list goes on so hopefully from that experience working with all of these companies I can kind of bring some little golden nuggets that you can take with you following your webinar.

So let's just go ahead and get started in terms of the agenda and what I plan to cover it definitely want to convey some of the lessons I've learned dealing with all of these companies and their talent acquisition teams I also really want to dive into some of the things that you should be doing now this is not an end-all be-all list but I think that these are the most top important things that you should be doing today in your TA teams I've also created a recruiting maturity assessment it's an online tool that will help evaluate where you are in terms of maturity level for your talent acquisition team so we'll talk a little bit about that and how it was created and how you can access it I'll also highlight what I feel the highly strategic organizations are doing certainly to help today hey if you're here here there's an opportunity for you really reach for the stars and really grow into more of a highly strategic TA team and then I've highlighted one of our customers in terms of what they're doing to improve their talent acquisition team where they've been and where they're going some fun stuff lots of great content and I have probably too much to share so I'm going to talk fast but try not to talk so fast that you can't keep up.

So the lessons I've learned in consulting with all of these companies you know it's really astounding having been in high tech and then work in healthcare and then worked with these major companies I continue to find it really interesting that most of the concerns or the issues or the pain points or what talent acquisition teams are trying to solve for are very similar now that's not to say that you don't have your individual you know nuances and you have to have custom you know stuff but at the end of the day regardless of your industry or regardless of where you're located in the world I've worked with global teams in India and in the Philippines and in Europe and South America and US and I always have the same kind of concerns share it with me so they have comparable pain points we'll talk about what those are in a bit but ultimately what I'm hearing consistently is that clearly.

This is no surprise to you they're having a difficulty finding the right people and attracting those folks to come into their organization or relative to their competitors so I think I've got some golden nuggets here to really help attack that problem and certainly this whole problem of struggling to screen out those candidates that aren't qualified and really screening in those great candidates and how do you kind of do that right especially with high volumes advanced and you've got you know just her Target is hiring in there are 20,000 people for the Christmas holiday you need to figure out the best mechanisms to screen out but screen in and scale and grow with your business we'll talk about some of that stuff and what I continue to see unfortunately after years and years of doing this we still have TA teams that are struggling you know to keep up and they're reacting to the market and they're waiting for requisitions to come on and there's less of that strategic proactive kind of drive because you're constantly treading water you know and I'm sure that resonates with some of you on the call but what I did find which really kind of stands out but how do I compare one TA team to another TA team and the pain points that they have and how they're leveraging technology and how they're assessing candidates and how they're screening candidates really at the end of the day it comes down to the talent profiles and how different they are and if a retailer is primarily concerned with high-volume recruiting.

they're going to need their own technology solutions and they're going to need different workflows and they're going to need a different apply process and they're going to you know their TA teams are primarily you know your high-tech space for example or they're super hard to sell jobs and you've got to have that forcing skill and you're streaming in and you're trying to do more attraction and front-end marketing stuff and then of course you've got really need solutions to solve for both and I consider those the hybrids of the world.

So certainly that's what I see in terms of similarities and differences but always when I go into a talent acquisition team I will do a current state assessment and I will do focus group discussions I will talk to folks I will kind of take a look at what their current state workflows and documentation and how they're configuring their system and I will tell you these are the top issues that come up or where they're kind of missing opportunities and the first one is really about that whole decision-making power so often what's how I listen to you I see that they get wrong pretty consistently is not everything I must list but certainly a lot is fairly consistent being one of those things that is related to the talent acquisition leadership or the town acquisition team itself lacks the decision-making power within the organization TA could be under the HR umbrella it could be under you know the IT team could be making the decisions for you relative to the technology you know decisions for your organization and with those limitations does not lend itself well you know to positive movement within your organization and certainly lack of leadership support and we can talk about that but really it comes down to leveraging data to drive what you need for your business the other piece that I see is poor alignment of people and their processes with the technology that you have so often than not you've got the right technology but perhaps the people aren't consistent in their roles and responsibilities or there's inconsistencies with who does what within the organization one recruiter to be doing something completely different from another recruiter within another part of the work.

So we see a lot of that and with poor employment you're not leveraging all of the technology and the people and the teams and the resources that you have to its full of capabilities we have two-spirit and manual processes some people are using spreadsheets outside of the system kills me there are opportunities for us to really streamline and build core and common processes that are relevant to the entire business and we talked about little responsible role clarification not fully leveraging the technology you've got this kind of lead to frustration with your existing technology platforms things changed there's product releases all the time your technology may be capable of taking on those changes that you're not necessarily aware of what your current system can and can't do so there's opportunity I think there to really look beyond what you're doing today and fully leverage the technology offerings that you have and then believe it or not even these fortune 500 companies these iconic brands are so stirring some of this stuff up like the apply process don't have a lot of compelling content that's directly attracting the Talent watch there may not be landing pages or there may not be testimonials or video but it has to be compelling to your target by I'm certainly looking looking apply processes if you're if you have an apply process that's taking five minutes or longer it's to long candidates and this day and age just off after the patients because they're used to like a one-click Amazon that's what our audiences are getting used to.

So how can we accommodate that in the apply process and certainly once they do apply let's make things quick let's respond to them quickly let's ensure that they're engaged as soon as possible often times it's three five seven ten days later or the talent acquisition team isn't even measuring you know those response times which is actually even more prevalent they're reporting and analytics and even maybe a lack of key performance measuring and oftentimes poor reporting is because the system is not being utilized again full of capability or the data elements that you need for recording aren't in the system there's opportunities there to kind of clean up your current technology offering get the data in that you need to report on and ensure that it's available you and your reporting capabilities and then the innovations is they tend to take a one-size-fits-all approach to everything that they do regardless of the talent type and I think best practice you've got a university person versus an executive person or if you've got that high touch white glove type person versus a super high volume you know retail or you've got it there's different approaches and leveraging the technology and your processes and the people that you have working within those talent groups can be adjusted to optimize the results for the candidate experience another thing related to candidate experience that I'm not seeing consistency and how candidates are being dispositions or rejected every candidate is struggling with us they hate it so how can we do a better job of be consistent in building an automation or in our processes and technologies to ensure that were communicating with candidates as well as stakeholders so they have the visibility they need you know within the system and then oftentimes talent acquisition teams are often very considered the administrator right there.

They're often very transactional just put this in system and make this offer as opposed to true strategic advisors to the business so lots of opportunity there and I think we'll attack some of that as we get you those slides in terms of key takeaways these are just the seven things that I think you should be focussing on again as I said at the top of the call this is not an end-all be-all list this is just I think the top priorities and for you to consider as you take a look at your key organization I think you need to do a current state audit I it what the heck is going on currently where are those pain points we'll talk about each of these greater detail as I go on you're gonna want to identify and document your future state like what does that ideal future state look like and and really honing in on core in common so that you can streamline what is every recruiter and every coordinator in every hiring manager how we want this future state to look like and what are they going to do and when we need to be doing a better job across the board of TA professionals to increase candidate engagement so they have a better experience we'll talk about that I want you to be leveraging your entire technology ecosystem.

This is all of the touch points you have with all of your recruiting technology solutions they should be talking seamlessly to each other again to streamline all of the processes you have in your organization analyze the data get survey results and do something with that data so that you can help your organization succeed I want you to leverage like Jobvite has the engaged platform it's a CRM it's recruitment marketing oh that's fun and talent nurturing and engagement to really drive new talent in your organization so you can continue to have ready and available candidates at their disposal and then what often teams forget about change management I've got a lot of you on the call that are probably awesome TA professionals these got there's you know all of this resonates with you you're linking I got it but oftentimes this gets rotten the change management piece you can have a great solution you can have a great process if you haven't sold in the right stakeholders and communicated effectively you're gonna fail nine times out of ten.

Let's dive in to do that first things first you conduct focus groups and sessions with key stakeholders who within your organization is being impacted by a new recruiting team this is often you've recruiters corners your HR IT or your admin and administrator for your technology solutions oftentimes there's a hiring manager to maybe comp or HR but pulling them in so that we can really figure out what's going on within the business what are your pain points so that you can document those and taking a look at your current configurations and your current documentation in terms of your programs or workflows what is going on within your TA organizations it's just kind of taking a look back and thinking you know a little more neutral and not committing and prioritizing those jobs second thing you will need to focus on is aligning and document in your future state so what is your future state look like what do you want the new systems and processes and people like how are they all going to be aligned and how do you maximize that I recommend that you start by pulling in this team of folks that'll will contribute to the conversation and it can help you identify what that future state's going to look like.

I'm a friend its sourcing and you can just focus on what is our sourcing process in the future and then diving into the requisition what is the requisition process who's open req who what you know do we have everything that we need on the requisition what's different from a reporting perspective who needs to approve it and where are their opportunities to remove obstacles in each of these phases of the whole recruiting journey start with Req and then going to the candidate of PI screen interview with ultimately here in the right-hand corner documenting what does that future state going to look like for each of these on sections in blue but keep your recruiter hat on keep your hiring manager hat on as well as your recording and your you know every stakeholder how are they going to be impacted and how do we look for streamlining those and certainly calling out integrations as you go.

Okay I also really am an advocate for funding opportunities throughout the hiring process to increase candidate engagement and what I mean by candidate engagement is what are the things that you can do to make a better candidate experience at every stage of the hiring process you know and in terms of social branding are these social channels what are you doing to engage leads and talent profiles in the market and then continuing to if they join your talent community how can you build touch points to increase candidates engagement at that stage and then the apply process have to learn it the fast and efficient and give them a great experience all the way through the entire hiring process.

We need to be leveraging the entire technology ecosystem today it's super overwhelming how many technology solutions are out there I mean you could just spend your whole day your whole career probably just trying to keep up with who is out there and what are they doing there's hrs and job boards and sourcing and assessments and virtual training tryouts and you name it I'm sure you've heard it so how do we leverage the technology in such a way that it's helped versus hinders and looking for those candidate engagement opportunities to send the right message at the right time or to pick up the phone and talk to them and then integrations where can we layer in some integrations of third-party providers so that we really come up with a holistic solution of super streamlined.

I need your also to be thinking about are you writing reports outside of the system I see this a lot even in these fortune 500 companies they're going outside of their existing systems or they're building spreadsheets I cannot believe how can I do this and there's an opportunity to look at your existing technology solutions to get the data that you need so that you can run the reports out of the existing system and you don't have to do these downloads and imports and updates and changes when the technology should be able to do that for you and then back to the marketing and the talent and nurturing there's an opportunity for us to look at your current website and what are you doing right and what are you doing wrong but I want you to be understanding who your target markets are you know marketing 101 how do you attract and build compelling content that's really gonna stand above your competition oftentimes their career website is built and then it's forgotten and this is a moving target and adding in testimonials of earning and content and giving them visibility to the life of working in your company and just simple things like when I do a candidate experience audits for customers it's how are you you know when you when you are a candidate and you are going to apply process how easy is it to find the job search button.

How easy is it to navigate and find things that would be relevant to a job seeker and can they quickly apply and can they apply through a mobile device they need to be able to do that and if they decide you know I don't need to apply right now I'm not interested in what I see they should have the opportunity to join the talent community or you can continually brand and market to them and get them excited expose to your brand and who you are as a company and nurture that talent through email and web or you know social campaigns email campaigns to drive that relationship and certainly events is no different another channel or vehicle for for driving interest within your organization and back to the change management I am a huge advocate for change management what is change management it's figuring out who's going to be impacted by the change who are those stakeholders what is the change that's going to be occurring why would they like that change and what some negatives for that change and coming up with a communication plan the best attacks the key changes that are coming so that you can get make turn these layers into ambassadors so the new system and their process or whatever it is that you're trying to change if you do not do change management and an effective way as I mentioned earlier you're you're going to be running up an uphill battle with any new changes that you're trying to impose.

All right so switching gears we've talked about what I’ve seen themes with in these fortune 500 companies the lessons I've learned and then some of the issues that I continue to see regardless of size or industry of a TA organization so in order to really do a full current state analysis is what the heck is going on I have created a recruiting maturity assessment tool this tool is meant to help you identify well how does my TA organization stack up to to others and it really is consisting of four pillars 20 questions there's five questions per tiller and the intent is really for this not to be a Jobvite you know system fails thing it really is meant to be very vendor agnostic so that we can physically capture talent acquisition teens maturity level so that we can figure out how can we build a solution that's going to best meet your needs it's holistic and it's approached because I did pull an organization how are you organized what are the people the roles how are you leveraging your technology ecosystem what are your processes and programs and of the technology that you're using is it nurturing talent are you engaging with candidates on ongoing basis and are you leveraging your hiring team collaborating with them an effective way that it's meant to be both tactical as well as strategic they're like okay so how do I get in how do I find this thing it's online I can show you here in blue highlight the URL address and the note is located everybody I highly recommend that you jot this down and feel free to go there at any time and conclude the assessment the screenshot on the left is the first page the screenshot on the right is the very last page and you can see that after you complete the assessment it should take you about 10 minutes it will spit out your score and you'll see kind of where you rank and it also provides a summary of what that level means from a TA perspective.

So I'll pause for a moment and let's jot that down and then image three of those this is the framework i used to identify and build those questions you'll find some customers will find that they're reactive this may resonate with some of you on the call yep that's us or partner we're using a system or definitely still using paper processes for doing a lot of manual and consistent things workers redundancies there's duplication we may be using spreadsheets outside of the system and there's really minimal like integration with our existing systems and yeah we're running reports but we're pretty much working on standard reports but we're not really doing any analysis.

You know that report I would say that if that sounds like you you're probably in the reactive category if you're highly strategic you're rockin like you have all of your technologies fully integrated use documented corn common and optimized future state with which you have coordinated and aligned your technology solutions or processes your people everybody has role clarity and responsibility and you're documenting key performance indicators you're proactively engaging talent and nurturing that is challenged - is on an ongoing basis and you're a strategic adviser to business you are considered as a key organization super important to the business so that they can succeed and this is a growth right many of you may find yourself in the foundational folders for stretch goals right and it's going to take some time to build up to a highly strategic TA team and even some of these fortune 500 companies.

I would say that they tend to lean in the foundational to strategic right but you can do it on your own it's a holder yourself program you can do a current state analysis of what's going on with your business and looking at what are best practices where are we lacking alignment and what are those recommendations or what are my priorities that I need to fix today and then conducting those future state discussions with your stakeholders certainly come up with a plan for your ideal future state and then having that strategic consulting and expert advisement I was bringing to the table with the particular customer but their goals were really they found themselves in this current state of we have one large organization.

We have all of these sub organizations that are you know maybe ten different sub teams or organizations that meets a larger scope and they were all doing something different they weren't leveraging the technology that they had at their disposal and they were going outside of the system with spreadsheets and sending offer letters and forwarding Linkedin you know profiles the chanter hiring managers through outlook this was creating a whole lot of disjointed technology minimal integrations a lot of duplication and consistencies and if you're not using the system you can't run reports to get the data you need so that you can get more money you know more budget or resources so that you can be better so we've gotta fix the system and align with people and processes but in their future state we have done the current state analysis who's documenting our priorities there's documented what we want that future state to look like okand we have really a full implementation and configuration plan to come and meet the needs of this business.

They can be that much more successful here's an example of the current state recommendations this is four out of maybe 70 recommendations that I made you can do this too or you can identify is it a people issue its technology issue or a process issue what stage and Ayhan process is it is in the requisition stage or author stage what's the problem and whatever I recommend if you have a problem finding where you want what recognition so you can talk with your vendor partners or even your internal teams or other account where there's some professionals to find out you know what's best practice and then what the benefit would be for that and then I have the importance columns so that I can understand from a priority perspective where you know where you want to tackle first the other thing that we did is a two-day future state workshop it was on site you can do this too whereby you pull all those folks into the room and ultimately this is the end result where you've documented your future state workflows for requisitions for apply for verifications for offer for sourcing and events like who is doing what when and where and it calls out new processes and highlights the roles who's doing what and it also highlights as you're doing it what are the key changes that are impact the business so that you can really support an effective change management approach I also worked the firm during the same future state workshop we created a RACI diagram for those of you who are not familiar with RACI it's basically identifying what are all the activities or tasks that are relevant to recruiting and my company and who's going to donthem who's responsible who's accountable who just needs to be consulted and who just needs to be informed.

It's really fun to be in her room and you've got different team members that are assuming that someone else should take responsibility that's getting everybody on the same page let's talk about that now who should be responsible and don't you do you think that they need to really be finding that approval or should we just make them informed and it really helps them again to hone in on where are those streamlining opportunities and again supports change management this particular customer they completed their recruiting assessment tools I just shared with you and they came out with 42 points they were in developing they had all the issues that I shared with you after we're done I fully expect and know with what we've designed and how we're planning to implement and what's on the table from an integration perspective and how every recording that they need they're going to be close much closer to the highly strategic level so it's super fun today will help them grow.

So that's the bulk of the slides that I want to make sure that I am sharing with you today I want to stay connected with each and every one of you feel free to reach out to me through these social channels if you have any interest and the strategic services a Jobvite feel free to contact me through email if you're a Jobvite customer and feel free to contact me or your relationship manager for our next steps and then I also wanted to give a plug out for recruiter nationwide it's coming up very quickly here October 1st through the 3rd we'll have San Francisco this is the Jovite user conference it is awesome I've been in the last few years I will be there this year and presenting on how to optimize but I'm happy to share with you that if you attending this webinar we are kissing you like $200 off user code located here on the right hand corner so go ahead and take a look at that and it's not presenting the URL but if you go to if you look up recruiter nation they'll be a click through and register.

All right so um I think we should go ahead and I believe there's some questions on the table Angela.

Angela: Yes that's right absolutely so I saw a couple of questions come in one was around just receiving links to the TA assessment I just wanted to assure everyone that we will be sending out an email tomorrow with a link to that assessment it was also provided in the chat box as well so you'll be able to access it there we'll also be sending a link out to register for Recruiter Nation Live for anyone that's interested so no need to try and write everything down we'll be sending all of this out to you all tomorrow and so with that I wanted to move over to the Q&A there's a lot of great questions that came through for Janine the first one was how would you suggest working on getting the company to be more competitive in the salary market or help increase retention?

Yep so more competitive in the salaries market or health through retention

Janine: Your recruiters hopefully are having conversations with candidates that have declined the offer and you should have this position reasons in your system that are specific to this position related to compensation and that way you can run recording and and follow up with folks but I would say if a candidate has decline due to a competitive salary situation you've got to get the data for these are you your point to your leadership that salary is just you're not competitive so capturing at the offer stage the recruiters should be notating when the that disposition reason and then perhaps even documenting what the compensation details were if the candidates willing to share that detail documenting that I've done this before when I was working at ticket to dance microdevices where we just did it for about a month maybe it was six weeks from something like that but we we had all the recruiters document what what candidates title was their level their years of experience and the salary that we offered and the salary that was competing that we lost and we were able to take that information and erase all it you know downstream so that we could work with compensation and really get them to be a little bit more bendy kind of what it takes to close the deal and in terms of increasing retention you know I think it comes down to identifying.

The right people from the get-go and what I mean by that is so many companies are selling the same words right in your brand messaging on your website and I just want to yawn you know it's like okay tell me the reality what's really going on in your in your company and how are you able you know you need to find alignment with the people that you're attracting and hiring and they will find you too right so if you have there's a marriage made in heaven because if you are honest and genuine and communicating the message in a right way that's really true to your business you're going to be attracting the right people and they're gonna be happier in the long run and then there will be you know and stick around sounds like you have a compensation issue that lets you is you're having a hard time to be competitive on salary and you're having a hard time with retention working with HR and figure out there's there's a marriage there between recruiting and existing employees and the turnover rate something sounds like something else to just present like data needs to be presented to the right people.

Angela: Thank You Janine and thank you for our last question we have many more questions for you I think everyone's really excited to be able to have you on the line today so the next question we have is what types of content would you suggest for email campaigns?

Janine: Content for email campaigns have City targeted there has to be it has to be relevant it cannot be general bs you know people are lacking the patience and they're just going to unsubscribe so the more specific and targeted your audience is for who's receiving that email campaign they're going to get content that's relatable to them so if you're talking to if you're sending on the email campaign for sales people in Chicago or in the Midwest do a case study with somebody out of the salesperson Midwest you know maybe into a video or testimonial or a case study write-up about that individual and send it out I'm just coming up with some random off the top of my head but whatever it is you have to make it very specific and targeted to the audience and instead of taking this one all huge approach and sending out this mass email campaign it's gonna go to yeah you may get it so a lot of people and you may even get a lot of clicks but it's not going to generate you know it's not going to generate applicants unless it's really relevant to them.

Angela: Got it and on a related question is any tips on just overall compelling content

Janine: Sorry Angela can you say that again

Angela: Yep the question is are there any tips for overall compelling content for a candidate and the question was Janine any tips on compelling content.

Janine: Yeah so your marketing team should be locked up with you they can help you with more of the general events and product stuff that might be relevant but you have to build in a mixture of like company-wide product marketing such as less compelling than you know job content I'm a huge fan of full transparency and visibility if you've got a day the life video or cameras you can you can you can interview give you once a month a member of particular like a key member of a team and do a case study or a write-up about what they do within the organization and why they love it there or if there's an event coming up or if you can be something silly like a dog competition you know if you're doing any kind of culture and or than your organization give it on video or house and work with marketing to get some kind of write up so that you can post pictures it really so much what what opportunities are available and why your city is kind of super cool and those things go viral which is a plus silly or sputters.

Angela: And then the next question we had is what are some best practices we've seen businesses use to notify their employees of changes.

Janine: Yeah so changes to notify changes in I think it's really trying to figure out what are the changes that are occurring who is being impacted by those changes is it hiring teams is it hiring managers is it HR is it was a recruiter or the coordinator it could be one organization versus another organization or it could be the entire organization but I would say it's probably all of the above and then you need to delineate what is being and what is being impacted but that key changed what are the positive and what are the negatives per stakeholder and then coming up with a communication plan if you have a television you know and you're in your break rooms do we want to do some kind of screen shot or do we have a newsletter capability if you everyone's friends you know the entire team and you do notification of wants to come but really highlighting the pros and what the changes are that's coming and how it's going to be impacted in the timing and to really highlight the benefits and what you're trying to achieve you're not communication so the people become more ambassadors for the put some naysayers with the change on it.

Angela: And one question another question we have is will we get access to that sample Excel Spreadsheet to follow for our own organizations?

Janine: How about I give it to you Angela I'll send you the template and then you can just disseminate that along with the email follow-up that get sent out.

Angela: Sounds good and we have a couple about four or five more questions so we're going to try to get through as many of these as we can the next question we have is do you have any suggestions for getting data to support the need to do a talent analysis the problem we run into is that TA priorities are pushed aside to address more pressing priorities within the organization.

Janine: Okay yeah I think that sounds like who's got the decision making is you have a leadership support or anything sound what you don't right now so how you put yourself at the top of the list or at least towards top three or four you won't be a priority right away and but again I love the fact that you're thinking data is right answer absolutely the fact especially with leadership let's just talk in their language I just shown you the bottom lines how am I getting in and out my business right so I kind of their data I'm an advocate for how long things take so if and what are your drop-off rate so looking at the apply process how many candidates are job seekers or dropping off your in your entire process if you have a high percentage you know your other problem is apply and if you can go to your leadership and say we have a 30% drop off rate that's unacceptable we need to increase we need to build up some content on the career website and we need to meet the apply process faster I need some resources value of that right or if you're having a problem screening in because there's too many people that are applying your job.

That's one problem but how many people are coming in and how quickly does your team able to touch engage and move those community decision and those are candidates through so I'm a big fan of like what is it called timestamps between what flow steps the problem with that is oftentimes recruiters I have been one and I am guilty of this and then use your recruiters are too but they'll just they won't necessarily stay on top of the workflow step within the system well just kind of collect it all and then we'll push it all to your on the same day so you've got a stay on top if your recruiters - to ensure that they're leveraging your system when it's happening so that you can get those data stamps timestamps and the data that you need the other thing is just retention you know early and why are we moving - back to the question about you know retention how many people are you losing and how many people are you trying to hire so we'll go on to the next question I think.

Angela: Right sounds good next question is you find employers are more readily lifting salary ranges and job descriptions now.

Janine: No I don't think so I think you have to look at your competition so one thing I failed to mention is you should be applying to your own jobs you should see what that experiences that you should also benchmark your competitors so I don't care if every employee these random employers are posting their competition it's the ones that you need to care about or your direct competition so if your direct competition is doing it you need to maybe consider it but I would not post this for every kind of job for sure maybe the high volume like if you're a retailer and you're looking you know to fill jobs and stores or help desks or something like that then maybe doing a range and so that you're not posting all of your you know your secrets in terms of your compensation but I am not putting salaries online I don't think it's worth it unless again your competitors are doing it and I need to take another look at it.

Angela: Got it Thank You Janine and we have two more questions that want to try to getthrough the next question is any suggestions on how to nurture candidates does this refer to the entire candidate population or only those truly in consideration what does this look like that's a three parter question.

Janine: Yeah I think you need to look at it into this place so there's nurturing candidates and these let's define candidate that is someone who's been who's applied right and who you seem worthy in some capacity right so those people are the ones that you want to nurture and they're going to be nurtured in one way because they've already applied at your company they like you they want to they want that connection right then you've got contacts what needs if youhave a CRM functionality or technology solution available to you you're also going to have hopefully you're investing in a join us app and you're having folks join the talent communityand you're capturing contacts all the time this is a nurturing context which is a completely different route to go if you're nurturing contacts you should be leveraging email and web and social campaigning to those contacts and again curating contents of compelling with audience pacific and coming up with a strategy to really nurture those contacts but you can also do the same thing with your ATF candidates folks that have applied pushing them back into your CRM tool and managing them through email champagne and know they had a different status so you'll know they've applied but perhaps there's a fun group service nurturing candidates to me means conflict like at the top top top twelve you're calling periodically for those candidates thatkind of hit more of a gold star and where you talk to them and you really like them and you're a good fit for future like the silver medalist those may be really those may need to be contacted over the phone as well but certainly with a follow-up email and or marketing campaigns.

Angela: Great Janine we have time for just one more question and the question is do you have any suggestions on how to better market positions.

Janine: To their market positions certainly if you have a job aggregator tool should be leveraging it to post your jobs if you have you know companies can scrape job descriptions and you should be doing that as well like indeed or Glassdoor I hate to advertise for companiesLinkedin but those are some companies That post your jobs you know automatically and then I'm a big fan of diversity sites in LGBT communities LinkedIn groups where you can be you know ask your recruiters to post each other's their jobs on those locations but at the end of the day you've also gotta take a good strong look at your job descriptions because the mostdiscipline is pretty crappy so maybe doing a full revamp and I've been talking to a lot of customers locally about they're actually doing this which is kind of fun and you may even want to leverage a company that can clean the job descriptions from biased words so that the jobdescriptions are more unbiased and they're more attractive to men and women equally and putting content in there that's job specific I love when companies say here's what you're in and the first 30 days 90 days first year and you know and that way they can really envision themselves in that job.

Angela: Great thank you so much for your time today and I want to thank everyone forjoining our webinar as I mentioned earlier we will be sending out the slides for the webinar tomorrow as well as links to the TA assessment that you mean to discussed as well as a link torecruit Nation live if you all are interested in joining that in addition to the excel spreadsheet that Janine also outlined earlier as well so I want to again thank Janine for her time today and thank everyone for joining the call thank you everybody.