Who actively looks for jobs today?

Answer: Almost Everyone

In the strengthening economy, more people are employed and skilled candidates are even harder for employers to come by. This creates a new reality for employers that are competing to find and attract the same in-demand talent.

How do talented people approach the job search today and what influences their decisions to change jobs? The recruiting industry has traditionally believed that to attract skilled workers, employers must be prepared to source “passive” candidates: people who are employed and not actively looking for jobs.

This distinction between active and passive candidates has informed how many companies approach their recruitment strategy, but new research reveals why very few people are “passive” about their career in 2015. The resulting report, Talent Attraction Study: What Matters to the Modern Candidate, will help talent acquisition organizations understand the vast opportunity to reach skilled candidates and the methods they can use to attract them.

Here are the key findings from an Indeed survey conducted online by Harris Poll in March and April among over 8,000 US adults:

1. Today’s workforce actively seeks opportunity

90% of employed adults hired within the past year took an action to find a job within six months prior to being hired for their current job. Among this group, 49% visited an online job site and 47% looked at opportunities on online job boards.


Among the 90% of employed adults who took an action to get hired for their current job in the past year, 49% visited an online job site to look at job opportunities.


2. The job search is always on

71% of adults in or looking to enter the labor force say they are actively looking or open to a new job, and 58% of these same adults look at jobs at least monthly. And according to our own analysis, 65% of employed people look at new jobs again within the first three months of starting a job.

The research also showed that those who actively look at job opportunities are more likely to be younger and better educated.


According to new research from Indeed, people who actively look at job opportunities are younger and better educated.


3. Candidates believe it’s important to direct their own job search

Employed candidates are more confident in the jobs they find themselves, rather than jobs presented by a recruiter. 52% of employed adults think they would be more successful in a job they found on their own versus one they got from a recruiter or company that contacted them. 64% of employed adults say they would feel more confident that a job is the right fit for them if they picked the company and applied versus if a recruiter contacted them.

To get more insight on how candidates make decisions and actions employed people take to find their next job, download your free copy of the report, Talent Attraction Study: What Matters to the Modern Candidate.

Want to apply these findings to your own talent attraction strategy? Join our webinar to learn how this research can help you attract top candidates in the talent-driven economy.


Survey Methodology:

This survey was conducted online within the United States from March 25-30, 2015, among 4,041 adults ages 18 and older, among whom 2,293 employed or unemployed job seekers (1,997 employed adults and 296 unemployed job seekers), by Harris Poll on behalf of Indeed via its Quick Query omnibus product. A second wave was conducted from April 27-30, 2015 among 4,025 U.S. adults ages 18 and older, among which 1,761 are employed but not self employed and 461 are employed but not self employed and hired within the past year. Figures for age, sex, race/ethnicity, education, region and household income were weighted where necessary to bring them into line with their actual proportions in the population. Propensity score weighting was used to adjust for respondents’ propensity to be online.

in Indeed, 7th July 2015

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Como escrever um email de rejeição de candidatos

Por Alerta Emprego

O processo de recrutamento está a acabar e está na altura de fazer umas das tarefas mais difíceis: enviar um email de rejeição aos candidatos que não foram seleccionados.

É importante gerir as expectativas dos candidatos por forma a evitar frustrações e a passar uma boa imagem da empresa. Se comunicar adequadamente com os candidatos, não só evitará publicidade negativa como poderá fortalecer o seu Employer Branding e potenciar referências no futuro.

Veja como dar as “más notícias” de forma a manter a imagem positiva da empresa.

Personalize o e-mail

Escrever o nome do candidato e a função para a qual se candidatou pode ser o suficiente para o manter emocionalmente conectado com a empresa.

Escreva um e-mail curto

Mais vale ir directo ao assunto: poupe a ansiedade aos candidatos escrevendo de forma directa.

Agradeça a disponibilidade dos candidatos

Os candidatos esforçaram-se para lhe apresentar uma boa candidatura e treinaram as suas respostas para que a entrevista de emprego corresse bem. Agradeça-lhes toda a disponibilidade e partilha de ideias.

Explique como podem ficar a par de futuras vagas

Se algum dos candidatos lhe interessou verdadeiramente, não perca a hipótese de vir a contratá-lo para futuras vagas. Indique-lhe onde pode manter-se actualizado: LinkedIn, Facebook, Página de Recrutamento, etc.

Responda atempadamente

Sabemos que os processos de recrutamento podem ser demorados. Mas ponha-se no lado dos candidatos. Não gostaria de ter uma resposta, mesmo que negativa, o mais rapidamente possível?

Para facilitar o envio do email de rejeição aos candidatos, utilize este template:

“Bom dia/Boa tarde [nome],

Obrigado(a) pela sua candidatura à vaga de [Função] na [Nome da Empresa] e por toda a disponibilidade. Infelizmente, não [passou à fases de entrevistas/ foi o candidato escolhido] já que estamos à procura de alguém com [ mais experiência/ a competência X/outro requisito].

Fique atento [ao nosso LinkedIn/ à nossa página de recrutamento/ ao site de emprego XPTO] para conhecer as  nossas novas oportunidades.

Com os melhores cumprimentos,

[Nome do recrutador]”


in http://goo.gl/pquCEH

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12 Habits of the World’s Best Recruiters

Por Fernando Ramirez

Being the best is no easy task. It requires hard work and discipline. It doesn’t take long to realize how dedicated you have to be at your craft, in order to be the best at it. The world’s best recruiters know and understand this. To excel at their craft, they have learned to develop a set of habits, which define the set of skills that make them part artist and part scientist. These big cats carry with them a set of 12 notable habits that highlight the makeup that makes them great.

1. Driven By Vision

The greats are always driven by their vision to be the best. The best recruiters have a vision that compels them to succeed. And what is that vision? It’s the ability to transform recruiting strategies from vision into reality that sets the tone for top recruiters. They know how to implement recruiting strategies based on their ability to prioritize, communicate, and use technology.

2. Know How To Prioritize

Part of being the best is being able to decide what needs to be done, in what order and when. Moving from one point to another requires prioritizing. The best recruiters get work done, because they are doers that can move from A to B as quickly as possible. They are able to prioritize tasks through to-do lists that can take as little as ten or twelve minutes to put together, and save at least two hours from wasted time and effort.

3. Personalize Communication

The best recruiters can amplify communication between employers and candidates, simply through personalized communication. They speak in a language that’s frank and straight to the point, but also sincere and genuine. They know that if they can effectively communicate an employer’s brand to candidates, then 68 percent of them are likely to accept a lower salary if given a great impression.

4. Practice Makes Perfect

When you’re the best, it’s because you never stop fine-tuning your craft. Top recruiters are always working to improve. They take the time to learn and get better by practicing what they have learned. It’s not uncommon to see recruiters spend at least three hours every day sourcing candidates. Getting better always takes time and effort. There may not be too many, if any, recruiters that don’t understand this.

5. The Trendy Type

The best can stay at the top of their game by applying forward HR thinking and trending strategies. They would see that 47 percent of Millennials admit to finding an employer’s online reputation on equal footing to the job being offered, as an opportunity to seize social HR recruiting, according to Spherion Staffing. Top recruiters are able to see what the year will bring them.

6. Tech-savvy

There are over 300 million users on LinkedIn, which makes for a fairly large playing field. Besides the obvious fact that recruiters need to be engaging candidates through social networks, they need to know how to use technology to their advantage. There’s a large pool of talent out there, and finding it may require knowing to use an applicant tracking system or conducting online video interviews. Whatever the case, the best recruiters have no trouble with using technology to handle their business.

7. Use Social Media

You probably won’t find too many recruiters that don’t operate in social networks to find candidates. Today, about 91 percent of recruiters are using social media networks to recruit candidates. And why wouldn’t they? The user bases on Facebook, Twitter, and LinkedIn are huge. These networks create an opportunity to engage with candidates in real-time and establish connections.

8. Talent Community Builders

Social networks are great for establishing connections, but what good is this connection in the long-term if you can’t harness its true power? Great recruiters not only work to match candidates and employers together, but to establish long-term relationships with both sides to build trust, customer loyalty, and referrals. According to the CIPD/Hays Resourcing and Talent Planning survey, the ‘war for talent’ rose from 20 percent in 2009 to 62 percent in 2013. Building a talent community or pool is a much more effective way to play the game.

9. Super Effort Trackers

Nothing spells disaster like not knowing where your effort is best being spent. The best usually know why they are the best. Top recruiters learn in what aspects of their work they excel in by tracking metrics that can tell a story of their progress. In 2013, 40 percent of employees who started out in a new position left their jobs voluntarily after six months, based on data from the workforce insights arm of credit-reporting agency Equifax. Top recruiters work to minimize this percentage; it does not count as a win and reduces the chances of receiving a referral. Knowing information like this tells them when something’s wrong and needs fixing.

10. They Go The Distance

The best recruiters always give it everything they got from beginning to end. They go all in. Matching candidates and employers correctly means the candidate is more likely to stick around because they are engaged. Companies with engaged employees earn two and a half times more revenue than companies with low engagement levels. Not only does everyone win when this happens, but the best recruiters know this kind of pay-off drives personal business results that are worth going the distance for.

11. Build Reputation

A smart recruiter keeps it real with candidates and employers. They do so because this is who they are. The best recruiters use their engagement, customer satisfaction, and candidate referrals to build a reputation for themselves. Candidate referrals tend to experience greater job satisfaction and stay longer at companies: 46 percent over 1 year and 47 percent over 3 years. It doesn’t happen overnight, but the best recruiters can build a candidate referral pipeline that they are known for, and have earned by being upfront about the recruiting process.

12. Ready For The Next Task

It’s never all said and done with the best. There is always a chip on their shoulders. Great recruiters are ready for the next candidate placement task or emerging recruiting trends. They are not afraid of tomorrow, because they are well prepared for it. They are target-driven, due to their vision they have turned into reality through their recruiting efforts.


in https://www.recruiter.com/i/12-habits-of-the-worlds-best-recruiters/

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5 Recruiting Habits Of Successful Leaders

Por Meghan M. Biro

At some point in our job-seeking lives, we’ve all interviewed at a company that felt more like a military school than an exciting, flexible, creative, ever-evolving workplace culture. The signs start early in the hiring process: a dry, lifeless job posting or stale employer branding that does not feel inspired. A blizzard of paperwork, including reams of rules and regulations for submitting a resume. A monochromatic HR office filled with identically-dressed drones who are clearly reading from a script. I can remember walking out of a few select interviews earlier in my career and saying to myself, “There is no way I’m working at that mausoleum.” Or better yet – I’ve enjoyed being part of a world class organization recruiting top talent – where every day of interviewing seems to feel like a rush of adrendaline. You see – I’ve been on all sides of this equation in my own career – The best of the best, the good, the ugly.
The simple fact is that recruiting is often a company’s first impression, and a reflection of its culture and workforce brand personality. It’s a spectacular — and too underexploited — opportunity to wow, woo, seduce and excite talent. Top talent doesn’t want to work in Dullsville. They want to work in a company that understands, challenges, excites, surprises and delights them. They want to work hard, play hard, and feel appreciated.  Recruiting should be where the courtship starts. Your organization doesn’t have to be a Zappos or Google to start using savvy — and social media — to attract “the right fit”  and talent skill set you need to soar.

Here Are Five Steps You Can Take To Turn Your Talent Management Strategy Into A Powerhouse Branding and Marketing Culture.

1) Take A Workplace Culture Inventory. Take a good hard look at your current HR and recruiting practices. Put yourself in the shoes of a talented person who has never heard of your company. How are you trying to reach that person? Are you using filtering tools to target the right kind of talent you need? How big a part does social media play? Are you engaging brand advocates and influencers? How is the language in your employer branding and follow-up information? Stodgy branding can be a real turn-off (as can self-consciously hip or snarky content that seems shallow). What about your career site design? Is it fresh and appealing to all generations? How are your initial and follow-up contacts conducted? Deconstruct the whole recruiting process form initial posting to final hire. Where along the way do you need to change to catch the eye and imagination of the talent you need? Solicit feedback from recent hires and even those who decided to take another career opportunity – yes, at another brand.

2) Make The Necessary Leadership Changes. Your weaknesses should be pretty obvious when your inventory is finished. The question becomes: do we jettison the whole process from soup to nuts, or are enough parts working that we can make selective changes? Whatever you decide, consider hiring outside talent to help you develop a holistic, integrated recruiting process. Of every choice, ask the following two question: is this going to help us attract stellar talent? Is it a true reflection of our company? Because the last thing you want is to present your company in a misleading way. Remember: HR and recruitment is a major branding opportunity. The goal is to lodge yourself in people’s minds as a great place to work, even if with talent that isn’t looking for to switch jobs at the moment.

3) Engage Your Marketing Talent.  HR and recruiting don’t exist in a vacuum. They may be the initial contact with talent, but the more input that other departments have, the stronger and more integrated the process will become. This is especially true, of course, for the departments and functions that will be directly impacted by the applicant. Solicit input on specific job postings from people in the department where the job is. Ask top talent from across the organization for suggestions on making your marketing pitch intriguing and enticing. The more buy-in you have throughout the entire organization – including marketing, the more likely you are to hire just the right talent.

4) Use Social Media. The HR gods were smiling when social media was invented. It has evolved into a dream tool for finding and communicating with brand advocates and influencers. Are you exploiting it to the max? Are you using the whole panoply of social media to establish a presence and dialogue that goes way beyond a specific job opening? Social media is nothing less an historic breakthrough in branding and talent engagement. Again, hire outside help if you have to, a specialist in social media who can help you target your resources and efforts for maximum return. Get input from social-media-savvy employees from across the organization and beyond. Use video if possible. And make your online interface and career application process user-friendly.

5) Keep It Real. As I touched on above, your HR and recruiting process must be honest — a genuine reflection of your company’s leadership and workplace culture. If you misrepresent your brand, you’ll attract the wrong kind of talent, and when someone is hired they’ll feel like the victim of a bait-and-switch. Whether your organization is way zany, slightly playful, or downright dour, you want to attract talent that feels comfortable in your culture.

HR and Recruiting are an untapped gold mine for too many organizations. Work hard to make them a reflection of your mission and methods, appealing and user-friendly, and able to identify and exploit social media to reach and communicate with the right talent. This is an exciting exercise in leadership excellence.

in http://www.forbes.com/sites/meghanbiro/2013/09/01/5-recruiting-habits-of-successful-leaders/

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2015: Social HR Becomes A Reality

por Jeanne Meister

In 2014, we saw organizations use social technologies for recruitment, development and engagement practices. The year to come will bring even more transformation to human resources.

The year 2015 will see the advent of what I call “the consumerization of HR,” where employees expect an “intelligent mobile user experience” to guide their access to HR resources. Employees will increasingly expect their employer to have the same user experience as when they reserve a taxi on Uber or Lyft, pay their bills on the Bank of America mobile app, or order food on Seamless or GrubHub. The mobile interface will be the employee’s primary conduit to a host of personal and business applications; putting pressure on HR to increase mobile adoption for recruitment, time and attendance, learning, goal setting and internal company newsletters.

As a recent MIT Sloan research report showed, 57% of workers now consider ‘social business sophistication’ to be an important factor when choosing an employer. Even more noteworthy: according to the report, “Moving Beyond Marketing: Generating Social Business Value Across the Enterprise, that group of workers ranged from age 22 to 52! The use of social collaboration technologies in the workplace is no longer a Millennial request.

Indeed, today we are all adopting an increasingly ‘Millennial’ mindset. (Millennials are born between 1977-1997) According to the recent Facebook Demographics report, the fastest growing demographic on both YouTube and Google+ is 45-54 years old. This points to the increased computer literacy of an older demographic, as well as the value they put in staying up to date on modern social tools. Sloan’s and Facebook’s research suggest that we are no longer divided into a world of either digital immigrants or digital natives: Instead, we are now all digital citizens.

2015: HR Creates Social Employer Brand Playbooks

Based on workers’ increased prioritization of ‘social sophistication,’ we can expect in 2015 to see more forward-thinking HR leaders make the connection between solid social media strategies and a competitive business model. And once they recognize that link, they will find themselves compelled to improve outdated HR policies.

2015 will be the year HR departments start creating “social employer brand playbooks” to gain competitive advantage in sourcing and developing top talent.

Looking at the big picture helps to determine those priorities. Here are seven social HR trends to watch in the coming year as organizations leverage all forms of social collaboration to re-imagine how they find, develop and engage employees.


1. Employees At All Levels Become Social Brand Ambassadors

In just the past few short years, companies have gone from viewing social media as a danger to be avoided to training their employees to be social media brand ambassadors for the corporate brand. As I noted in a previous column, top companies like MasterCard now use tools like the Conversation Suite to guide the interactions their employees lead online. MasterCard’s Conversation Suite is a social media listening program that showcases the millions of relevant conversations about the MasterCard brand taking place around the world at any given point, via a 40-foot LED monitor in the center of the MasterCard headquarters.

MasterCard has also built a robust social media training and communications program, an online social media community site composed of short videos on how to use MasterCard social media channels – and, ultimately, how to become a social ambassador for the firm. To date, more than 40% of MasterCard’s 8,000 employees are Social Ambassadors, meaning that they frequently share positive MasterCard content with their friends on their social channels and via blogs on both internal and external MasterCard platforms.

PepsiCo has made a similar move. The global food and beverage company turned its Intranet inside out by allowing employees to easily share content from the company’s internal newsletter to their personal social media channels. PepsiCo determined that a good 85% of the content on the company’s internal newsletter was suitable to be shared externally; for example, articles like the one in CEO magazine that ranked PepsiCo number 7 among the best companies for leaders.

For other companies, developing social ambassadors can start with the commitment to use social media to aggregate all types of inquires from consumers & employees.

Often these aggregation platforms are known as “social media command centers,” and they serve to deliver the message that the organization is serious about building its social brand both internally and externally.

Being a social brand ambassador is not only an option for employees. In fact, in today’s hyper-connected workplace CEOs and senior executives are expected to have an active social presence as well. Doing so builds brand authenticity and reinforces the company’s ability to source and hire the best talent. Forward looking HR leaders will work in 2015 with senior executive teams to communicate the importance of honing social leadership skills in their communications with employees, customers and investors.


in http://www.forbes.com/fdc/welcome_mjx.shtml

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The Top 10 ‘Bleeding Edge’ Recruiting Trends to Watch in 2015

por Dr. John Sullivan

Most articles that cover recruiting trends highlight what I consider to be obvious approaches that many firms have already adopted. But my perspective on trends is unique because I am focused on what I call the “bleeding-edge trends.” These trends are unique and rare because they have been adopted by less than 5 percent of the major firms. However, they are still important for all recruiting leaders to know and watch because they signal the path that all progressive firms will eventually have to follow. The top bleeding-edge trends are listed below in an easy to scan format.

The Top 10 Most Impactful Trends That May Surprise You

1. The shift in power to the candidate means current approaches will stop working – 83 percent of recruiters report that the power has shifted away from where it has been for years, the employer, and toward the candidate. In a candidate-driven marketplace, “active-recruiting approaches” simply stop working. Now that top candidates are in the driver’s seat, the best have multiple options, recruiting must dramatically increase hiring speed, offer a great candidate experience, and shift to an emphasis away from assessment and toward excellence in “selling candidates.” Once candidates realize that the power has shifted to them, many will develop an arrogant “why-should-I-work-for-you?” attitude, which you must adjust to if you expect to land the best.

2. The mobile platform begins to dominate every aspect of recruiting – most firms have finally figured out that individuals should be able to apply for a job directly from their mobile phones. However the best firms are now realizing that the mobile platform should dominate every area of recruiting, because of its versatility and its incredibly high response rate (compared to other communications platforms). The mobile platform should be the primary mechanism for communicating with prospects/candidates, spreading your employer brand messages, to view recruiting and job description videos, and to push relevant open jobs to applicant communities. Eventually it will be used by most to offer live Hangouts/Meetups, for candidate skill assessment, for most candidate interviews, to find referrals, and finally to allow individuals to accept job offers directly on their phone. Recruiters and hiring managers must be able to approve reqs, post jobs, post videos, review resumes, schedule interviews, and other administrative tasks from their mobile phone. Employees must be able to do all referral administration and apply for internal openings on their phone.

3. Shifting to compelling offers becomes essential – during the down economy, almost any offer was accepted. However, in today’s marketplace where top candidates get multiple offers, the offer generation process must be radically updated. That means that sign-on bonuses, exploding offers, and identifying and meeting an individual candidate’s job acceptance criteria will become essential once again. In addition, hiring managers, compensation specialists, and recruiters will need to update their skills and approaches for creating compelling offers and selling in-demand prospects and candidates. Relearning how to successfully combat counteroffers from a candidate’s current manager will also become essential.

4. Perhaps the biggest surprise will be the shortage of top recruiters – as recruiting volume and difficulty both ramp up, firms will begin to realize that there is a significant shortage of talented and currently up-to-date recruiters. Expect a bidding war over the few available top corporate recruiters. A lack of quality, leading-edge recruiter training will unfortunately also make the experienced recruiter shortage even worse.

5. Videos begin dominating recruiting messaging – Online video now accounts for 50% percent of all mobile traffic. So now that viewing videos (rather than static pictures or reading text) has become widely accepted, they must be used in every aspect of recruiting. If you’re not already using video job descriptions, videos for employer branding, video employee profiles, video job postings and video job offers, you need to realize that authentic videos are an essential supplement to all traditionally print messaging. Videos make it easier to see and feel the excitement at your firm.

6. Turnover issues dramatically impact recruiting – turnover rates continue to spiral upward (they went up 44 percent last year). Increased turnover will mean that the volume of recruiting will increase significantly, but the firm’s reputation for high turnover will also impact your ability to recruit new talent. Given the high impact of new hire turnover, firms will need to begin assessing candidates on their likelihood of an early departure.

7. Learning to hire whenever scarce talent becomes available — during periods when top talent is extremely scarce, the best targets enter and exit the job market over a matter of days. That means that recruiting functions must shift from their traditional recruiting model, where you hire only when a position becomes open, to a completely different approach, where you hire whenever top talent applies to your company. That means when a top talent applies for a critical high-volume job at your firm, you begin the hiring process immediately and make an offer quickly, even if there is currently no vacant position. Yes, this means that you will hire some talent a few weeks before you need them, but that results in a lower cost than being unable to fill jobs at all because no qualified talent is available when one of these high-volume positions eventually opens up.

8. Deemphasizing resumes and accepting online profiles — resumes have many weaknesses, but the primary reason that they need to be made optional is hiring speed. This is because few employed candidates have any interest in, nor do they have the time required, to update their resumes. They simply can’t become a candidate at your firm until they update and submit their resume. Firms must learn to eliminate the “resume update wait” by instead accepting LinkedIn profiles for referrals and at least the initial application for regular job openings. LinkedIn profiles are generally more accurate than resumes because they are viewed by so many individuals that any misstatements would be instantly discovered.

9. Sourcing will add a “find-their-work” component – some of the most competent professionals have weak resumes. Fortunately, with the growth of the Internet and social media, it is now becoming possible to find the actual work of most professionals. And this is a good thing because an individual’s work is almost always a better representation of their capability than their resume. Employees looking for referrals and recruiters need to also focus on discovering the great ideas and the writing, the pictures, and the video representations of their work and the actual work samples of “hidden individuals” who couldn’t be found based solely on their resume. As an added benefit, your firm gathers information on new approaches, whether you end up hiring these individuals or not.

10. Boomerangs return as a primary source – boomerang rehires of previous high-performing employees have proven to be one of the highest sources of quality hires. Because so many have been released, there is an abundant talent pool to choose from. And in addition, keeping track of corporate alumni is now so much easier because you can find them easily on LinkedIn and on social media. Because of their speed, low cost, and high quality of hire, expect boomerang rehires to reach 15 percent of all hires at major firms.


in http://www.ere.net/2015/01/12/the-top-10-bleeding-edge-recruiting-trends-to-watch-in-2015/



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7 Things Recruiters Look For On Your LinkedIn Profile

por Danielle Setola Antes

If you’re open to or actively looking for new opportunities, or even just looking to build up your network for the future, your LinkedIn profile is a valuable resource. But in order to utilize this resource, you’ll need to provide enough information on your profile to be found. Recruiters utilize LinkedIn as both a search tool and a supplement to your resume, so the main goal of your profile should be to tell a story about what you do, where you’ve done it, and what you’d like to next.

So what exactly do you need to do tell that story? Make sure you have these things recruiters look for on LinkedIn incorporated into your profile:

1. An informative headline

When your profile shows up in a search or on an application from LinkedIn, the first thing a recruiter sees is your name and headline. A great headline will convey what you do in just a few words, and should provide a quick overview of what the recruiter will see when they look through your profile. Your current title and/or industry will suffice – but it’s the creative headlines that get recruiters to click through to your profile.

2. An appropriate picture

Above all, LinkedIn is a professional network, and your photo should reflect your professional self (hint: no selfies, no party pictures, no pictures of you wearing anything less than what you’d be comfortable showing up to work in). This doesn’t mean you need to pay for professional photographs – just have a friend take a picture of you looking your best against a nice backdrop. You should choose a photo that accurately represents your everyday self – recruiters will be expecting to see the same person when you show up for an interview!

3. A succinct summary

While your headline has to be short, the summary allows more expansion on your career goals and what you bring to the table. It’s also a great way to show off your written communication skills. But remember, LinkedIn is a professional network, so unless it’s relevant to your career or job search, leave it out – this is not the place to talk about your family, your personal interests, or your extracurricular activities. Add keywords here that might not fit into your position descriptions to increase your chances of showing up in searches. And keep this section short – 1-2 paragraphs at most, or you’ll lose the attention of the recruiter.

4. Accurate position titles

These are the most important piece of information when it comes to being found on LinkedIn, and making sure that a recruiter clicks through to your resume off of LinkedIn job applications. Make sure that your title, regardless of what it’s actually called in your current organization, accurately reflects what you do and what similar positions in your field are called. Without titles that accurately represent what you do – in key terms that can be referenced across industries and companies – it’s unlikely your profile will be found by recruiters looking to reach out for new opportunities.

5. Clear position descriptions

It’s appalling how few people take the time to populate this section. While it’s great that employers can find you based off of your position title, not including a description may take you out of the running if the employer can’t tell what you’re actually doing. This doesn’t have to be a word-for-word copy of your resume – just highlight the key functions of your role so someone can look at your profile and know what you do. Take HR as an example – many organizations have taken to calling this “people management” or “people operations”. It’s catchy, but if I’m searching for an HR manager and your title is People Operations, without any mention of HR, you’re not likely to end up in my search pool.

6. Relevant and ongoing education

Add continuing education, including training programs, to this section as well to show employers you’re keeping up with current trends and regulations. If you’re not able to go back to school, or unable to attend training sessions, use this section to showcase the education you do have – and connect with other alums who may be already working in fields you’re interested in.

7. Helpful recommendations and endorsements

Recruiters take these sections with a grain of salt – endorsements are really just about as valuable as a recommendation from your mother – and we understand that you’re not likely to solicit a review from someone who will make a negative comment about your performance. In general, though, it’s not a bad thing if you don’t have recommendations, but great ones certainly don’t hurt. Endorsements are similar – they’re almost a joke now on LinkedIn for how easy they make it to rate people you barely even know – but again, having them doesn’t hurt.

Final tip:

For some additional visibility on LinkedIn, consider joining relevant groups and adding work samples and media to your profile. The more information you can provide to prospective employers about who you are and what you can do, the more likely you are to be called for a role that suits you perfectly.


in http://good.co/blog/2014/11/12/things-recruiters-look-for-on-linkedin/


Danielle Setola Antes
Danielle Setola Antes is a HR Professional and Recruiter from Washington, DC. With a bit of insight on everything from resumes to recruiters and recognition and resignation, she covers the most important topics you’ll need to be successful in the workplace, and to find (and keep) your perfect job. Follow her on Twitter (@Danielle_Antes) for additional tips on how to do what you love, and love what you do!

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7 Ways To Impress A Recruiter On Your Next Job Interview

por Danielle Setola Antes

Recruiters and hiring managers have seen every trick and gimmick in the book when it comes to interviews. Sometimes they work – but when it comes down to it, whether you’re wearing purple stilettos or looking the interviewer in the eye, it’s the content of the interview that matters in the long run.

So what can you do that will really impress a recruiter? Ace your next interview with these tips:

1. Know your experience

It’s amazing how many people stumble over what should be the easiest questions – you’re just talking about yourself! Look over your resume as you prep for the interview. Think about some of the most important projects you’ve worked on, what you liked and didn’t like about each job, and acknowledge some of the biggest challenges you’ve faced – and how you overcame them – in each role. Be ready to explain any “sketchy” details – leaving a job without another one lined up, gaps in work history, etc. You’ll have an easier time explaining and applying your experience when you know the basics like the back of your hand.

2. Know the impact that your experience has had

One of the best ways to impress a recruiter is to quantify the impact you had in previous roles. Recruiters want to hear about what you’ve done and how you did it, but understanding the big picture and the impact of your work is also important. Be prepared to answer questions about outcomes – maybe a monetary savings, increasing efficiency, or an improved customer experience – and how your work played a role. Sharing outcomes lets the recruiter know that you’re able to follow a project through from start to finish and understand the big picture.

3. Apply your past experience to the job you’re interviewing for

Take the challenges and outcomes you’ve already discussed and apply them to the role you’re interviewing for. It’s great to know what you’ve done, but applying that to what the company is currently doing is what will land you the job. Mention specific goals this position is intended to meet or qualities the organization is seeking (you can glean this information from the job posting as well as the initial phone screen) and discuss how you can use your skills to meet those requirements.

4. Have a conversation

More often than not recruiters expect candidates to do most of the talking in the interview, but in a perfect world, the interview would be a conversation between both parties – after all, you’re both trying to figure out if you’re right for each other. Find something in common with the interviewer, and do your research on the organization to come armed with the information you need. Straight Q&A sessions can get pretty boring for recruiters, so you’ll stand out if you can get the recruiter engaged in the conversation.

5. Ask the right questions

Keep the conversation flowing by asking questions that add value to the interview. Interview questions like these are great to ask in an early interview (i.e., your phone screening with a recruiter), but they don’t add a lot of value to the conversation in further rounds. Your interview questions should align more closely with what you already know about the job, and highlight the skills that you bring to the table.

6. Talk about the organization’s culture, and how you fit

Most organizations showcase their culture via their website or social media. Do they post funny sayings, or pictures of community events? Or do they stick strictly to product offerings and marketing communications? Investigate these sites thoroughly before your interview to get a sense of how casual or formal you will be expected to operate both in the interview and if you get the job. By better understanding the organization’s culture, you’ll be able to provide better examples of how you’ll be a fit for their team. Company culture questions like these are a great way to bring this up in the interview.

7. Send a thoughtful follow-up note after your interview

Pick out the most important points from your interview – whether it was something new you learned about the organization, a conversation topic where you really hit it off with the team, or a particular skill you might have forgotten to elaborate on – and send a short follow up within a day of your interview. You can use this note to remind them why you’re the best candidate for the role – based on your experience and your knowledge – not on tricks and gimmicks. Click here for tips and examples on how to write a job interview thank you letter.


in http://good.co/blog/2015/01/26/impress-a-recruiter-job-interview/


Danielle Setola Antes
Danielle Setola Antes is a HR Professional and Recruiter from Washington, DC. With a bit of insight on everything from resumes to recruiters and recognition and resignation, she covers the most important topics you’ll need to be successful in the workplace, and to find (and keep) your perfect job. Follow her on Twitter (@Danielle_Antes) for additional tips on how to do what you love, and love what you do!

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6 Recruitment Trends You Can’t Ignore in 2015

por Heather R. Huhman

Talent acquisition is a top priority for employers in 2015. LinkedIn’s 2015 Global Recruiting Trends released in October projected that employers will need to create larger budgets and prepare to hire in larger volumes over the next year.

For example, 49 percent of 450 financial professionals surveyed in November expect their companies to increase hiring next year, according to the 2015 Association for Financial Professionals Business Outlook.

As employers plan to hire more employees, they should be mindful of the following trends:

1. Focus on retention.  

The Conference Board, a New York-based research group, discovered 52.3 percent of 1,673 Americans surveyed in June are unhappy at work.

Unhappy workers typically leave their jobs to explore new opportunities in an improved economy. So employers should find new ways to retain and recruit talent.

Last year, 73 percent of some 600 U.S. employees surveyed were satisfied with their co-worker relationships (6 percent less than in 2012), according to the Society for Human Resource Management’s "Employee Job Satisfaction and Engagement" report. Just 70 percent of employees said they were satisfied with their relationships with their supervisor (a 5 percent drop from 2012).

In a survey of 1,039 millennials by Elance-oDesk released in October, nearly 80 percent of the respondents said they would like to quit their regular job to work for themselves.

Employers should identify why some individuals might want to work independently and use this data to improve their workplace.

To boost retention and recruitment, identify top performers who could potentially leave and find out how to keep these employees fulfilled. In addition, forecast potential turnover rates to be prepared.

2. Offer competitive wages.

Research released by Michigan State University in October revealed that 37 percent of 5,700 employers surveyed said they plan to increase salaries of entry-level workers 3 percent to 5 percent next year.

Compensation ranked as most important job satisfaction factor for U.S. employees, according to the Society for Human Resource Management report last year.

Research how much competing employers pay their employees. Use this information to create a budget to pay employees fairly for their skills and dedication.

3. Develop a compelling employer brand.

Employer branding can help with recruiting efforts. Fifty-six percent of 4,125 global talent leaders in 31 countries surveyed for LinkedIn’s 2015 Global Recruiting Trends said they believe cultivating their employer brand is a top priority.

Create a compelling employer brand by designing a company career website for job seekers outlining the organization’s values, culture, accomplishments and benefits. Employers can also enhance their company's image on social-media platforms such as LinkedIn, Twitter and Facebook and engage with prospective employees online.

4. Plan for generational shifts.

The U.S. Census Bureau confirms for me in a phone interview that 3.4 million people will turn 65 in 2015.

Knowing that 9 out of 10 individuals who are age 65 and older receive Social Security benefits, according to the Social Security Administration, it’s quite possible a lot of these individuals will choose to retire next year.

Some 2.8 million people received new Social Security benefits in 2013, 2.7 million in 2012 and 2.6 million in 2011. So it seems that the number of people retiring each year is on the rise.

For example, the Social Security Administration expects 33 percent of the its own workforce, including 48 percent of its supervisors, to be eligible to retire in 2015.

As more baby boomers retire and millennials enter leadership roles, employers will need to find ways to transfer valuable skills to younger staffers. In addition, HR departments will need to develop strategies to train and motivate millennials.

5. Prepare for the gig workforce.

According to a study of more than 5,000 American freelancers released in August by the Freelancers Union and Elance-oDesk, 34 percent of the U.S. workforce -- or  53 million people -- is now working as freelancers.

This is a significant rise from the tally in 2004 of the contingent workforce by the federal General Accountability Office, which found about 42.6 million American workers were freelancers.

Employers might want to hire more freelancers and contract workers in the near future.

Freelance employees can fill talent shortages within an organization. When hiring freelancers, create a flexible work environment and don’t expect each person to agree to full-time contracts. Develop guidelines for hiring freelancers and how they’ll be managed.

6. Solidify a mobile recruitment strategy.

In Jobvite’s Social Recruiting Survey released in August, nearly 70 percent of 1,855 recruiters surveyed said they expected more competitive hiring over the next 12 months. And 73 percent of the recruiters surveyed said they plan to invest more in mobile recruiting to address this trend.

Create a mobile career site that lets job seekers apply for jobs directly from a mobile device. Hiring managers will probably want to use mobile recruitment so that they can post jobs on the go and create postings that can be easily shared on social media and readily responded to.


Fonte: http://www.entrepreneur.com/article/240951



Heather R. Huhman

Career and Workplace Expert
Founder and President, Come Recommended

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Salário Emocional

por Sofia Fonseca Bento

Uma característica das organizações que estão a ter dificuldades em fazer face aos desafios actuais consiste na assumpção que o salário do trabalhador é o mais importante e que o salário é exclusivamente económico. Nada poderia estar mais longe da verdade! Neste novo ambiente, uma prioridade fundamental para as organizações, um dos elementos-chave para o desenvolvimento, é retenção de talentos. Trata-se de conseguir não só os melhores, como os mais motivados e identificados com a empresa, sua Missão, Valores e Cultura.

Impõe-se uma mudança de paradigma. E um dos pilares desta mudança passa pela adopção de medidas, como a introdução do salário emocional.

Dizem os especialistas que a introdução do salário emocional, no mundo laboral, pode significar uma completa revolução rumo a uma nova e mais efectiva cultura organizacional.

A realidade é que à medida que a palavra crise entrou no vocabulário quotidiano, o chamado “salário emocional” foi ganhando protagonismo. O salário emocional, traduz-se em segurança, confiança, tranquilidade e equilíbrio para o trabalhador e é complementar à retribuição financeira. Esta, é uma tendência que tem vindo a aumentar significativamente em toda a Europa e Estados Unidos, não sendo Portugal uma excepção.

Seja qual for o seu formato, esta nova forma de retribuição já se converteu num dos principais estímulos motivacionais nas organizações actuais. Assim, ganham as organizações e os colaboradores!

Para a organização é uma forma de garantir que num contexto difícil, como o actual, o compromisso dos colaboradores com a organização está garantido e só as pessoas comprometidas são eficientes. Adicionalmente, há uma maior retenção de talento, um aumento da produtividade e um compromisso para atingir os resultados pretendidos.

Ser consciente da importância deste modelo para o colaborador leva à criação de laços de compromisso com a organização, graças às medidas de reconhecimento que contemplam a sua dimensão humana. Obviamente que tem custos associados e os seus efeitos não são imediatos, mas sim a médio/longo-prazo. No entanto, os benefícios subsequentes superam em larga escala os custos!



Sofia Fonseca Bento

Executive Coordinator do Let’sTalkGroup
Licenciada em Psicologia - Faculdade de Psicologia e Ciências da Educação, Universidade de Lisboa
Pós-Graduada em Legislação Laboral e o Novo Código de Trabalho - ISLA – Lisboa.
Certificada em “Social Responsibility Trainer” - Associação Portuguesa de Ética Empresarial). Formação pós-graduada no Sistema de Gestão por Missões, pela AESE. Certified ROI Professional, pelo ROI Institute (EUA).

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