Talent Is Top of Mind To Every CEO Today

By Jessica Miller-Merrell

Everywhere I turn, the topic of recruiting, training and retaining employees and talent is buzzing louder than a bumblebee in spring. The skill gap and need for talent is the key component of many of the keynote talks and panel discussions from the conference circuit and from the one-on-one conversations. Open any magazine that covers business and the economy such as Fortune, Forbes and Harvard Business Review and you will find articles, resources and studies discussing how development, engagement and hiring can impact business in both a positive and negative way.

I recently wrote about the future of recruitment and trends and shared that 30% of CEOs say there is a concern they will not have the necessary talent to fulfill their future growth ambitions.

With all of the conversations about the need for talent for companies to succeed, sadly, there is little mention of the role that HR and recruiting actually plays.

Why is that? Even after all these years, it seems like the role of HR and recruiters as valuable business partners seems to be in question, and that’s more than extremely frustrating.

We’ve examined the needs of Blogging4Jobs readership and have found some important statistics that are relevant to the success of all levels ranging from human resources, operations, recruitment agencies and vendors. Why? Because if the CEO ain’t happy about HR then we all need to be working together to represent the industry as high performance leaders. Here are some important stats that we as an industry need to recognize so that as professionals, perhaps we can work together and earn that seat at the table.



HR: We Have a Problem

77% of more than 2500 business and HR leaders in 94 countries share that the single biggest challenge they are faced with is “reskilling” the HR function, according to the Deloitte Global Human Capital Trends 2014 report. This report also states a staggering minority of HR leaders, have confidence that their teams have the skills needed to meet the challenge of today’s global environment and deliver innovative programs that drive business impact. One third of HR leaders claim that their own HR and talent programs are just “getting by.”

Our Brand is Marketing’s Problem - NOT

Less than one half employees do not know what differentiates their employer’s brand from the competition, according to the Gallup’s 2013 State of the American Workplace report. A company’s brand should be that human piece that brings employees and their values together, leading to increased connection, morale and loyalty. Are you leaving the responsibility of your company brand in the Marketing silo? It may be costing your company talent.

Disengaged Employees are Expensive

50% of workers are not engaged in their work and this is expensive, costing U.S. businesses $450 billion to $550 billion per year, according the Gallup report. When workers are engaged and emotionally connected, they are up to four times more productive that disengaged employees. Are you making the business case to show your boss that you need those team building morale boosters?

It is clear that HR and recruitment leadership is critical to develop and manage the talent that is required for companies to succeed. Hopefully, some of these statistics can help you by becoming aware of the industry’s need for leaders.

Jessica Miller-Merrell, SPHR is a workplace and technology strategist specializing in social media. She’s is the Chief Blogger & Founder of Blogging4Jobs. You can follow her on Twitter @jmillermerrell. 

7 Ways to Help Job Candidates You Don’t Hire Before Too Much Damage Is Done

By Jessica Miller-Merrell

We’ve mentioned the power of digital storytelling as a helpful way to engage candidates and provide updated information on specific job opportunities, but job seekers remain frustrated when they are faced with unresponsiveness as the outcome from jobs they have applied for. Less than 50% of job seekers hear back from the recruiter after they’ve applied for the job.

In fact recently a big social media influencer posted on his Facebook page why he doesn’t use a particular brand for his photography needs. He publically shared his story, mentioning that three years ago when he applied for a job with “Snap Shutter,” he went on a series of interviews only to be left with zero call backs, in spite of his professional attempts to follow up.

I also know of a friend who has been on the job seeker circuit full time for almost one year. She has applied to over 100 jobs on LinkedIn. She has interviews, up to three per week. She routinely, professionally follows up with them. She has become discouraged at the lack of response recruiters have provided. She told me that only about 5% of the organizations she has interviewed with actually give her the courtesy of a response.

Be aware of damage control.

Candidates invest energy, time, and other resources like favors from friends for introductions for example. Sadly, when the interview process ends with a non-response from the recruiter or hiring manager, it is a sign of unprofessionalism and disrespect. This lack of professionalism not only damages the spirit of the job seeker, it can also damage the organization’s reputation as well as the entire recruitment industry.

How recruiters can help.

When you (the recruiter) close out that job requisition or posting in your ATS, go beyond just the average and provide job seekers with a list of valuable resources and information that’s available in your talent network or on your company careers page. Help candidates see the forest through the trees and get the job information and support they need to find the right fit for them.

1. A simple resume template and cover letter goes along way to providing job seekers while educating them on your company’s preferred resume format.
2. A career page with resources on your organization’s web site. Ideas could include:
• FAQ and responses for the job seeker
• Quotes on what recruiters like from job seekers
• Testimonies from interns or staff on how they acquired a job
3. Industry information and resources like oil and gas.
4. Free career classes and readiness training online. When recruiters are actively providing webinars and special training like Google Plus hangouts, it provides a great rapport that can have lasting effects with fostering strong ongoing relationships with candidates.
5. Offer to recommend introductions to the candidates and key partners within your reciprocal sourcing network.
6. When corresponding via email, be personable. Don’t rely on automated responses for the candidates.
7. Tell the candidate in person or by phone that the job is no longer available

These tips may seem simple, so simple that you may not consider them important. However, when you empathize with the candidates and understand how unpredictable and frightening the job seeking-circuit can be, especially when they are often left disconnected and in the dark, hopefully you will extend a hand to show some support. These suggestions will not only help the job seeker, they will also provide value to you as a recruiter as you build your network for future hiring needs. In addition, this effort will lead to a return on investment to your organization’s brand and the reputation of the recruiting industry as a whole.

Jessica Miller-Merrell, SPHR is a workplace and technology strategist specializing in social media. She’s is the Chief Blogger & Founder of Blogging4Jobs. You can follow her on Twitter @jmillermerrell. 

Three Keys To Unlocking the Challenges of Talent Diversity

By Jessica Miller-Merrell

Move over demographics, there is a new category of diversity that reaches wider and deeper than race, sex or age. Managing today’s talent diversity must also now include the unique attributes of those individuals who hear the beat of their own drum.

Those who go against the corporate grain are often considered “different,” at times “adversarial” and clearly “non-conventional.” They may not easily conform, however if managed correctly, these unique types of talent can grow into strong leaders who can manage change and help grow innovation.

The lack of talent diversity can be quite stifling as companies seek to become more innovative. It would seem that business leaders would foster individualism and the diversity of thought to grow competitively. However, strangely, this is not the case.

Uniqueness is not a virtue in today’s corporate culture.

Based on a Harvard Business Review article, “Fear of Being Different Stifles Talent,” 66% of employers reported pressure to mute some acts of employee self identifies with 51% of those saying that perceived demands came from leadership.

We’ve discussed the importance of the candidate experience and the lengths recruiters must go to engage, communicate and create relationships with the most brilliant job seekers in order to lure them to their organizations, but the courting, communication and conversations don’t stop there.

Creating a culture of uniqueness goes beyond recruiting individuals who represent the path less traveled. Being open to the unique perspectives, points of view and experiences of existing employees should be rewarded and embraced as well.

Unlock the challenges to talent diversity.

When companies realize the value of attracting the true entrepreneurial talent that fosters innovation, efforts in the retention and development of this diverse talent will also be necessary. Otherwise, businesses will run the risk of having to staff a revolving door as employees realize the lack of uniqueness from within the organization.

There are three important points to consider when focusing on retention and development of employees who exemplify a truly unique mindset. Here is an overview of the key areas that will foster talent diversity in your organization.

1. Employee Development – either through a formal program or tuition reimbursement, the focus needs to be on growing the employee and fulfilling them as an individual. By encouraging the unique area of interest of an employee to grow, it enriches the talent pool as a whole.
2. Custom Communication – in the form of manager and employee. These must be intentional, regular and guided by the employee. Called one-on-ones these dialogues will help create a customized career path for each employee.
3. Flexibility – Everyone’s career journey is unique. Managers and leaders must be open to flexible career paths not letting their own personal judgment get in the way of the eager, entrepreneurial-spirited employee.

The future of business will be different than today’s typical corporate world of conformity. Successful organizations of tomorrow will require an innovative culture and workforce with unique capabilities. Understanding the value of “individualism” as well as fostering the talent diversity in your organization will be a critical role that will have an impact on the overall success of any business.

Jessica Miller-Merrell, SPHR is a workplace and technology strategist specializing in social media. She’s is the Chief Blogger & Founder of Blogging4Jobs. You can follow her on Twitter @jmillermerrell. 

How to Make the Business Case for a New Recruiting Strategy

By Jessica Miller-Merrell

For me, the field of HR and recruiting is a constant anthropological study. I ask questions to industry practitioners on their best practices, preferred process and most importantly how they gain the necessary executive support to create a new strategies for HR, hiring or recruiting.

Several weeks ago I had the pleasure of talking with Katherine Rand, Talent Acquisition Operations Manager of Aramark Global Talent Management. She shared details on how to make the case to build a new program or gain support when it comes to adopting new HR or recruiting technologies. As a leader in the recruiting space, she has been responsible for building and implementing new strategies and programs and she has had extensive experience focusing on mobile, recruiting and sourcing matters.

We all understand how complicated and challenging it can be to create the right program or strategy in today’s always-changing world of talent management. When you do finally find the right solution, it is beyond frustrating when we face the challenges from the lack of support from the internal stakeholders. Am I right?

Let’s be better prepared to handle those political set backs and be fearless ready to move our stellar strategies and programs ahead with a solid business case.

From my conversation with Katherine, I would like to share four steps that will help you make a confident stride in preparing the right business case for successfully deploying a new strategy or program.

1. Research.
• Join a consortium (like CareerXroads)
• Reading blogs
• Attend conferences
2. Experiment.
• Become an expert or bring on an expert
• Educate your team on the variety of tools
• Think like your target audience
3. Test.
• Create a small 90-day pilot program to get statistics
• Define parameters and benchmarks
• Measure growth and goals
4. Measure everything.
• Understand the CEO’s bottom line
• Provide examples from non-industry practices
• Compare current status with competition’s activities

I hope you will find this four-step strategy resourceful as you build a solid business case that convinces your stakeholders to support you and your efforts. If you have any additional insight on how to develop a leak-proof case that successfully persuades leadership into trusting us to launch our strategies and programs, please reach out and let me know! Like everything else we do in this talent market evolution, we are always open to improving in the name of success.

Jessica Miller-Merrell, SPHR is a workplace and technology strategist specializing in social media. She’s is the Chief Blogger & Founder of Blogging4Jobs. You can follow her on Twitter @jmillermerrell. 

How To Personally Manage Your Human Capital

By Jessica Miller-Merrell

We talk a lot about recruitment at large, focusing on organizational recruiting and hiring strategy. But let’s take an up-and-close personal view on ourselves, not as an employee, but as an individual.

As recruitment professionals, we understand the importance of creating a work life plan and personal strategy to be successful in not just our career but in our personal life too. The work-life balance is critical to a long fulfilling life.

I see a lot of professionals particularly woman who experience a pre-mid life crisis. At the early age of 30, they come to the realization that the hours they have invested in their career and focus on climbing the professional ladder has taken a front seat while the self-care for our personal life of family, friends, hobbies and passions ride shot gun, or, worse they’ve been left on the curb.

This is not just a woman-related issue, a lack of balance between work and life is a national problem too. According to the 2013 Better Life Index, compiled by the Organization for Economic Co-operation and Development that tracks economic and social data, the United States ranked 28th in a total of 36 countries with the best work life balance. From this research, 11% of Americans reported that they spend more than 50 hours a week working.

A new generation of over worked humans

This imbalance of work and life is a serious liability in our human capital. It is causing a void in leading a fulfilling life, putting us at risk to stress that leads to serious physical- and mental health concerns. More than a career plan, human capital must be fully invested in and managed properly. There are many challenges that we are faced with that require us to manage our own human capital.

We are faced with challenges that the older generations never had to deal with. Challenges that stem from globalization and technology are giving us the ability to be connected forcing us to be responsive 24/7, adapt to change at a faster pace and process gobs of content being delivered from multiple sources on multiple screens, all of the time.

These current trends that impact our lives professionally and personally, can be dangerous pitfalls when we are not fostering healthy habits for a thriving human capital in ourselves.

How to thrive as humans

Because we are all created as human beings, not human doers, or human workers, it is essential that we invest in our own lives to grow our human capital. I met up with a college friend the other night. I had not seen much of her for the past few months and as soon as we connected, she shared with me that she had just gotten a new job, the best title she could ask for at the best agency.

She’s been in advertising for 15 years and has grown up a steep career climb. She shared how she was working at two agencies at one time, investing in double the time of already a high-demand job. She used terms like, “I was building my team,” “I didn’t want to let my team down,” “I love my clients,” and “I couldn’t say no.”

She also was telling me that she was working around the clock. She had no life outside of her work. Going on her second year of marriage to the love of her life, she had not even taken her honeymoon yet. And, just as the teams were finally groomed and the pitches were all grand slams, she and her husband started to pack their bags and head to the airport for their long awaited honeymoon.

And then, it hit her. The stress. Coiled in a ball, screaming for help from the bathroom floor, pangs like she was giving birth to a new frazzled ball of madness shot up and down throughout her body. She passed out and instead of her husband carrying her through the door to their seaside suite along the French Rivera, he carried her limp and sick body into a taxi cab as they hustled to the emergency room.

She had to spent her human capital.

Three months later, she’s doing better. All of her clients are happy, her teams are stable and they are in a hiring spree. She did make it to the French Rivera with her husband.

However, as she shared the story with me, it was clear to me that she had burned out. Her human capital hit a level of bankruptcy and sometimes the only path of recovery is a complete change of occupation. She is now seeking to work at a non-profit, doing something, somewhere that is not at an agency.

It is easy to get caught up in the heroic mode of our profession. When we are talented and ambitious and we experience reward and progress, it is no wonder we don’t continue to invest in our careers. Self care and spending time and energy on our personal relationships and families can be difficult, especially after a hard day on the job.

As my friend shared, I realized that she needed to talk about something non-work-related. I asked her what she LOVES doing. And, instantly she lit up as she shared a weekend ritual of going to watch independent films by herself.

It’s your turn to invest in human capital

You spend everyday at the workplace, managing your organization’s workforce. How are you managing your own human capital? What do YOU LOVE doing? Are you doing it? Invest in yourself. Take that bubble bath. Go on the bike ride. Meet that college friend for dinner. Sing that song. Dance like you want. Go to the French Rivera. Go see that show. Do what you love. Don’t wait until you retire, burn out or die before you invest in your own human capital.

Jessica Miller-Merrell, SPHR is a workplace and technology strategist specializing in social media. She’s is the Chief Blogger & Founder of Blogging4Jobs. You can follow her on Twitter @jmillermerrell.