Consider recruiting as a function in 2010. It was two years after a global recession and companies were just starting to ramp hiring back up again.
At the end of 2010, SHRM said HR would be a “power hitter” in 2011. It’s nine years later now, and the contribution of the HR function has drastically evolved.
What’s interesting now is that the entire profile of “what” exactly a recruiter is has evolved. LinkedIn did an end-of-2019 report on the future of recruiting, summarized by HR Technologist, and there are some important takeaways about the growth of recruiting and the shift of the profession to a much more data-driven and analytical one. Continue reading
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This point gets belabored probably way more than it should: we’re at an “interesting time” or “crossroads” in recruiting. In reality, people were putting that on their HR Tech slide decks in 2006. Because recruiting is a bedrock of getting the people you need both now and in the future, recruiting has to evolve (revolve) as the business does. The thing is, though: that’s happening, but the belief that it’s happening seems to always come largely from the broader HR/recruiter pool. Continue reading
Is job hopping necessarily a bad thing?
As we get better at using technology to augment the recruiting process, we also need to take some of the preconceived notions of recruitment and remove them from how we think and how we design our programs — i.e. what inputs our artificial intelligence programming is even looking for in prospective candidates. One of those preconceived notions is the idea that someone who “job-hops” is a bad choice, or a chaotic one. There is some nuance to this discussion, yes — some people who job-hop are less-stable employees. That’s true. But there are other factors to take into account. Continue reading
Imagine getting a job without ever talking to a real person. A computer analyzes your resume using AI, thinks you’re a good fit, then sends gives you a test assignment.
You complete the assignment and the computer takes a read. Based on its data-crunching, it believes you will do the job well. A job offer arrives via email the next day with and address to show up at for day one.
We’re not quite in that reality, but one part of the process is already here: AI reviewing resumes and making judgements on which candidates might be a good fit.
In the ‘good old days,’ hiring managers skimmed resumes quickly. Continue reading
We recently wrote a blog discussing healthcare hiring challenges, now let’s talk about how tech can help!
There are some crucial stats to embrace to understand the current positioning of both US and global healthcare, and what that means for hiring. Specifically:
From 2010 to 2019 (i.e. a full decade), no sector added more net jobs to the U.S. economy than healthcare.Overall in the U.S., the sector employs 16 million people, or 11% of the total working population. (Tech, which we discuss constantly, employs about 6%.)Post-secondary health topic teachers, home health aides, and nurses are among the 10 fastest growing professions in the U.S. Continue reading
We’re deep into Q4 2019 now, so it’s only natural that we start with the 2020 trends lists.
And it’s also true that for years, any recruiting / HR trends articles have focused largely on AI. AI for recruiting, per some statistics, is in about 24% of midsize to large organizations, with 56% planning to add it in the next year. At this point, then, AI is “here.” It’s not necessarily an emerging trend anymore; what’s emerging about AI is how companies are using it to maximize talent acquisition and speed/accuracy/long-term retention of their pipelines.
As a result, we’re not going to say “AI is a trend for 2020!,” Continue reading
Is your team feeling like they might be ready to adopt tech to make their jobs more efficient?
NPR’s On Point recently did a segment about AI for recruiting and, more broadly, AI and bigger tech advances in Human Resources. During the segment, the guests talk about an internal IBM tool that can supposedly predict turnover six months out, subsequently sending “nudges” to the managers of those at risk for leaving the company so they can do something about it. IBM does not sell that technology on the market; it’s strictly an internal resource. When The Washington Post covered the IBM tool, they noted it was an example of advanced technology entering the “traditionally low-tech Human Resources department.” Continue reading