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Failing to include salary and location information in job ads is likely to cause a significant drop in applicants, revealed a new study conducted by the Harris Poll on behalf of Glassdoor.

The survey, which polled over 700 UK adults in May 2018 who are either currently employed or not employed but looking for work, uncovered multiple insights into what employees and job seekers value most when it comes to looking at job ads, what entices them to apply to a company, and how and where they prefer to find jobs.

Money Talks When Writing Job Ads

Whether to include salary ranges in job ads is a hotly debated topic, yet it's clear that employees and job seekers desire pay transparency: 62 percent cited it as the most important factor they looked for in job ads.

Other top factors were:

• Location (61 percent)
• Commute time (49 percent)
• Benefits (48 percent)
• Employee reviews (32 percent)

"Job seekers crave transparency on pay, not only to make an initial judgment about whether to consider applying for a job, but also to assess if an employer holds long-term potential for them," said Julie Coucoules, Glassdoor's Global Head of Talent Acquisition. "Quality candidates are typically well-researched and those that go beyond job ads and look for a richer set of background data that includes benefits and employee reviews, among other specific traits about an employer. This means that employers should make information available to job candidates proactively, or they risk missing out on quality candidates applying."

Job ads are no longer just a source of information on the roles and requirements of a position - they are employers' most important recruitment marketing assets. So if your job ads are completely focused on what you're looking for in a new hire versus what you have to offer, they may not be resonating with candidates, especially in a job seeker's labour market like the one we currently find ourselves in.

[Related: It's Time to Rewrite Your Job Descriptions]

What Matters Most to Candidates

In today's fast-paced, hyper-connected world, it can be nearly impossible to switch off from work. That's why joining a company that encourages good work-life balance - proven to significantly benefit both workers and employers - is one of the top selling points for nearly half (47 percent) of job seekers, research found.

An easy, convenient commute was most important to 48 percent of job seekers, followed by high salaries and attractive benefits and perks. Company culture (35 percent), whether the company's financial performance is good (25 percent) and familiarity with the brand (24 percent) were found to be less important to job seekers.

How to Reduce Employee Churn

While an easy commute, good work-life balance and a competitive salary may be what gets employees in the door, they aren't necessarily what keeps them from jumping ship. Forty-one percent of respondents reported company transparency on pay and benefits important in helping them assess long-term potential, followed by an explanation from employers about how they can grow within the company (34 percent) and having a track record for promoting from within (33 percent).

A separate study by Glassdoor's Chief Economist Dr. Andrew Chamberlain showed that once in a job, culture and values are the biggest driver of employee satisfaction, followed by career opportunities and senior leadership.

[Related: Hiring for Keeps: How to Reduce Churn and Keep Your Best Hires]

Where to Advertise Jobs

The job search has largely moved online, but that doesn't mean that all online channels are considered equal. Half of workers/job seekers (52 percent) say their preferred source for finding a relevant new job opportunity is an online job site, such as Glassdoor, compared to 35 percent via a company's careers site. Other preferred sources included:

• Hearing about the job from a friend (32 percent)
• Having a recruiter or hiring manager reach out to them (31 percent)
• Hearing about a job through a recruitment agency (24 percent)

Online channels also proved to be the most popular resources for researching employers, with nearly half of job seekers (48 percent) saying job search websites are where they look for information on a company they might like to work for, outranking word of mouth (41 percent), professional networking sites/social media (31 percent), personal networking (29 percent) and company careers pages (28 percent).

"Job seekers are taking control of their own destiny by harnessing the power of information to find the right job and employer for them," said Coucoules. "Today, job seekers are more informed than ever. By helping prospective talent find and access the information they want, you'll be helping your recruiting efforts."

[Related: 10 Reasons to Advertise on Glassdoor]

How Men and Women Look for Jobs Differently

Most job seekers share some obvious commonalities, but research found that there are marked differences between how male and female job seekers look for new roles and what entices them to apply.

For instance, 53 percent of women surveyed indicated that a company reputation for offering a good work-life balance would make them more likely to apply to a job, while only 42 percent of men would be attracted by this perk.

Survey data also found that among respondents, women (38 percent) and more likely than men (27 percent) to look for employee reviews as a key piece of information when researching a company they might like to work for. Of Glassdoor's nearly 57 million unique users each month, half (51 percent) are women and half (49 percent) are men.

Men and women also demonstrate differences when it comes to their preferred source for finding a new job opportunity. In fact, 59 percent of women said they prefer to find a job via an online job site, compared to 47 percent of men. Similarly, 35 percent of women would like to find out about a job opportunity through a friend, compared to only 29 percent of men.

The post Glassdoor Study Reveals What Candidates Look for in Job Ads appeared first on UK | Glassdoor for Employers.

If you’re short on time or resources, you may be tempted to make a common, yet often expensive hiring mistake: cutting corners on the vetting process for employment.

When you fail to thoroughly vet employees, it means you are more likely to hire someone who is not a great fit for the role. Whether they have a misfit personality for your organisation or their experience is not as relevant as they’d like you to believe, misfit hires will leave your company before long, putting you right back in square one: with a job that must be done and no one to do it.

To make the best hires who fit well with the job, team, company and its mission and culture, your vetting process must be thorough and tailored to the requirements of the job.

This post will show you:

• How to Effectively Vet Applicants for Employment.
• How to Vet Candidates in the Interview.
• How to Vet New Hires.

Remember, if you want to vet someone effectively for a job, first you need to clearly identify the skills, traits and aspirations that will make them a perfect fit for the role.

[Related: How to Recruit Top Talent in the UK]

How to Effectively Vet Applicants for Employment.

In the vetting process for employment, the first stage of staff vetting takes place when you receive applications from people who hope to work for your company.

Candidate vetting starts with evaluating CVs, cover letters, portfolios and other application materials submitted by applicants.

When vetting applicants, it is important to balance your desires for an ‘ideal hire’ with the functional requirements of the job and the realities of the candidates you are capable of attracting to your job opportunity.

Factors like your company’s reputation, location and the compensation you’re offering for the job will affect the experience level of applicants, and, unless you’re offering the salary to attract the ‘unicorn’ or ‘purple squirrel’ hire you’re hoping to find, you should not expect to.

Instead, focus on the skills that will allow a candidate to meet the functional requirements of the role and the experience and traits that will make them a good fit for the job and your company. Fit is secondary to competency, but remember that a hire who is not ultimately a fit for your company will likely jump ship prematurely.

A great vetting method is sending technical questions to all qualified applicants to complete within 24-48 hours. This way, you can begin to verify applicant skill levels and eliminate unqualified candidates without wasting time interviewing them.

Answering these questions will help you vet the application materials of candidates and decide who is worth interviewing for the job.

1. What are the minimum requirements for a candidate to be an ‘acceptable’ hire?
2. What are the qualities that would elevate an ‘acceptable’ hire to a great hire?
3. Which skills and requirements are most directly related to successfully completing job duties and deliverables (Ruby on Rails, foreign language competency, etc.)?
4. Are there any ‘soft skills’ that are required for completing job duties and deliverables (emotional intelligence, persuasive communication, etc.)?
5. Which attributes will make a candidate a good fit for your company and how will these attributes be identified in cover letters, CVs, portfolios, etc.?
6. Which attributes would make a candidate a bad fit for the job or a bad fit for your company? How will you identify these traits in applicants?

[Related: Candidate Screening Checklist]

How to Vet Candidates in the Interview.

The second stage of the vetting process for employment is the interview. This is where you will see how skilled the candidates who ‘look good on paper’, actually are.

While confidence is important, some people equate confidence with competence, which is not the case. If a job does not require the hire to be assertive or outspoken, then you should not be judging candidates based on these attributes.

Instead of picking the loudest voice in the room, you should be looking for candidates who are confident in their knowledge and honest about what they don’t know. The last thing you want is to hire a boastful person whose major skills are ‘acting the part’ or ‘faking it until they make it’.

The interview is also where you will be evaluating candidates for fit with your organisation, and it is important to have some time devoted to exploring candidates’ personality, character and aspirations. While it is good to hire people who match the personalities or personal backgrounds of your current employees, it is just as important to seek out a diversity of opinions, backgrounds and interests in the people you hire.

While you can ask candidates to solve equations or problems in the interview, this takes up time you could use to get to know candidates, and technical questions are best when sent to candidates following an interview to verify that they are as skilled as they claim to be.

Answering these questions will help you identify great candidates during the interview process.

1. Has the candidate proven that the skills and experience in their application matches their actual skills and experience?
2. How comfortable is the candidate when answering technically-leaning questions? If they struggle, is this due to interview nerves or a lack of knowledge?
3. What are the biggest challenges facing someone in this job and what kind of experience proves that a candidate has successfully met similar challenges?
4. What is the career path of someone working in the job you’re hiring for, and how much of this path is represented by roles at your company?
5. Does the candidate have any skill gaps related to the job? How easily could these skill gaps be closed with training and how long will it take?
6. Do you feel like this candidate would be a good personality fit with the employees and managers on their team? How would they compliment team member personalities?
7. Has the candidate used any language that is discriminatory or made any references to discriminatory leanings?

[Related: How to Conduct Better Interviews]

Vetting New Hires.

No matter how skilled a candidate is, you should be sure that you have completed all pre-hiring employee vetting procedures before they sign an employment contract.

These pre-hire vetting procedures, like background checks, are the final steps in verifying that an employee who appears to be a good hire, is the real deal.

It’s important that your process for staff vetting is applied uniformly for all positions and that your process is compliant with government employment standards. This will ensure efficiency and accuracy in your hiring process and prevent you from incurring legal repercussions and brand damage caused by illegal hiring practices.

Answering these questions during the vetting process for employment will ensure that a new hire is qualified for your open job.

1. Has the candidate passed background checks and drug tests required by your company?
2. Have you contacted the candidate’s references and confirmed the details of their relevant employment history?
3. Have you verified that the candidate holds all valid certifications required to perform job duties?
4. Have you met all government requirements for providing equal employment opportunities to applicants?

Does your employment contract contain all job duties and standards described in the job description as well as any changes negotiated by candidates in the pre-hire process?

Learn More & Download

Candidate Screening Checklist

The post appeared first on UK | Glassdoor for Employers.

People are always giving advice on what job applicants need to keep in mind when they go to an interview. However, hiring managers should also be prepared before they interview a potential candidate. It’s important that hiring managers customise their interview based on the applicant and job position, as this will help both you and the person interviewing get the most out of the process.

In this article, we will share six things hiring managers need to keep in mind to help them prepare for their next interview.

1.) Get to know the applicant before the interview.

One of the most common mistakes HR managers make is going to an interview without sufficient knowledge of the person they are about to meet. If it’s your first time meeting an applicant, do your due diligence of familiarising yourself with their professional background and credentials.

Apart from knowing their qualifications, try to check out their social media pages as well to get a glimpse of the candidates outside their CV. You can get a sense of whether they will be a good fit within the company based on their posts, and social media is also a way of looking at other skills such as their creativity on Instagram, if the job requires creative skills, or their work ethic through LinkedIn recommendations.

2.) Think of your questions beforehand.

Every interview with an applicant is critical to the evaluation process so make sure that you maximise each one of them. Apart from asking the obvious questions on topics such as career background, skills and credentials, also assess whether an applicant is qualified for the job by asking them behavioural questions.

Behavioural questionsare based on work-related situations such as handling difficult customers, working with a difficult boss, or managing stubborn subordinates. Asking behavioural questions provides the interviewer an idea of how a candidate will perform or make decisions when they are already on the job. This questioning technique prompts interviewees to share insights drawn from their own experiences and how they were able to handle such situations, giving the hiring manager an opportunity to assess their soft skills on top of the usual technical qualifications needed for the job.

Learn more about what it takes to conduct a behavioural interview with Glassdoor’s step-by-step guide, which includes questions and templates.

3.) Remember that some interview questions – though seemingly harmless – are illegal.

Always be mindful of avoiding illegal questions by familiarising yourself with prohibited topics to ask about during interviews. Some HR managers might ask them unknowingly but questions that fall under protected categories such as national origin, age, marital status, disabilities, race or gender are considered against UK Discrimination Laws and are therefore illegal, especially if they don’t have a direct relation to the qualifications needed for the job.

4.) Give the applicant enough time to talk during the interview.

Provide necessary information about the open position but avoid delivering monologues about the job and the company. Remember to give the applicant enough time to talk about their background and work experiences and try to follow an 80/20 split with 80% of the interview time spent listening to what the applicant has to say. Furthermore, give them ample time to process information, and avoid rushing them to answer your questions.

5.) Spell out the next steps of the application process.

After the interview, provide clear next steps to the applicant to manage the expectations of both parties by giving them a timeframe on when to expect feedback from the company.

If an applicant is not qualified for the position, make sure to send them a thank you note and a letter of regret as soon as possible. One of the things that hiring managers tend to forget is to treat an applicant the same way they would treat a valued customer.

Remember to end an application process properly to avoid giving them a bad experience with your hiring process. This will also minimise chances of an applicant voicing out negative feedback about your company to their friends and colleagues.

6.) Don’t make rushed judgements and assessments after the first interview.

Hiring decisions shouldn’t be based on a single interview and shouldn’t depend on one person’s judgement. Solely basing an assessment on a first impression might lead to hasty hiring decisions that can lead to wrong hires or dismissal of promising candidates.

Involve and gather feedback from different team members to determine whether an applicant is qualified for the job or not. Do this by letting other team members interview an applicant using a structured interviewing technique, an interview style where interviewers ask the same set of predetermined questions to evaluate an applicant in a similar way and avoid hiring biases.

Bottom Line

While conducting regular interviews makes a hiring manager well-versed with the process, it is still advisable to revisit these simple reminders every once in awhile. What we advise is to conduct a regular review of your interview process to make sure that you’re on track with your hiring practices and not missing out on anything important.

Marc Prosser is the co-founder and managing partner ofFit Small Business, a site that provides reviews and articles for small business owners. Prior to starting Fit Small Business, Marc was the CMO of FXCM for ten years. He joined as FXCM’s first employee and grew the company to more than 700 employees.

The post 6 Things to Remember When Interviewing a Potential Candidate appeared first on UK | Glassdoor for Employers.

Sky, Europe's leading entertainment and communications company, takes gender parity seriously. So seriously, in fact, that they have a full-time employee dedicated to advocating for women in leadership roles. To give us some more details onthe company's approach to inclusion,we spoke with Kate Vandenberg, Head of Women in Leadership - here's what she had to say.

Glassdoor: Kate, tell us about your job.

Kate Vandenberg: As Head of Women in Leadership, my role is to get more women into senior leadership positions at Sky and continue to build our pipeline of talented women to ensure we're fully balanced right across our company at every level.

Glassdoor: What made you get into the area of women in the workplace?

Kate Vandenberg: As a Kiwi working in the UK I've always been passionate about inclusivity and equality, and have seen firsthand how diverse teams really do perform better.

I am immensely proud to be from a country that for over half of the last two decades has had female Prime Ministers. Indeed, our latest has recently announced her first pregnancy and is likely to become only the second head of government in modern history to give birth in office! It has always seemed self-evident to me both the inherent fairness of gender equality, but also the clear benefits brought by diversity of perspective and experience in a workforce.

[Related: What Companies Must Learn from #MeToo]

Glassdoor: Why does Sky put so much effort into women in leadership?

Kate Vandenberg: As one of Europe's largest entertainment and communications companies, it's essential that Sky sets a leading example when it comes to achieving gender parity.

We believe that having a gender-balanced leadership team makes us a better business. We reflect who our customers are, draw on different and varied experiences, have diverse ideas and opinions.

A little over two years ago we launched our Women in Leadership initiative, since which time we have increased the mix of women in our leadership layer from 30% to 40%. That's an increase of one third! Our aim, though, is to move that to a half.

Glassdoor: What are you doing to make that happen?

Kate Vandenberg: To ensure we reach a 50/50 split, we're doing three things. Firstly, we're leveling the playing field, for example through 50/50 shortlists for all senior positions. Secondly, we're supercharging the great women already working for us through our Women in Leadership Sponsorship and Development programme; and, thirdly we're attracting the best talent to work for us.

When it comes to recruitment, we want the best person for the role - these initiatives help talented women receive the recognition they deserve.

Glassdoor: Outside of Leadership, what initiatives is Sky working on to achieve a better gender balance?

Kate Vandenberg: We have plans in place to improve the balance in more challenging areas, designing programmes to help change the industry standard.

STEM subjects is a big focus for us as these have historically been male-dominated areas - we see the impact of this reflected in the gender makeup of Sky's technology and home service divisions. To help address the imbalance, we recently launched women-only scholarship and training schemes to encourage female talent to work in these areas, for example, our Sky Women in Tech scholarship and our new Sky Home Service Engineer training programme.

This isn't simply a recruitment exercise - the schemes involve paid retraining, supported by longer-term mentoring and sponsorship both during and after training.

The post How Sky Ensures That Women Thrive in Leadership Positions appeared first on UK | Glassdoor for Employers.

When thinking about diversity, too many companies make the mistake of only focusing on race and gender. But the truth is, there are many more types of diversity than this - and if you only focus on a couple of dimensions, you are much less likely to reap the benefits of having a diverse workforce, such as innovation,productivityandprofitability, among others. In order to become a truly diverse and inclusive organisation, companies should consider all different categories of diversity - including ones that are often absent from public discourse.

Here are a few different candidate pools that you may have been overlooking - while it's far from an all-encompassing list, keeping these groups in mind in your recruiting efforts will help you attract even more talented candidates to your organisation.

1. Neurodiverse Candidates

For those not already familiar with the concept, neurodiversity promotes the idea that the human brain works in many different, but equally valid ways - meaning conditions like autism, dyslexia, ADD/ADHD, etc. should not be treated as disabilities, but rather natural variances, each with their own unique strengths. Those with ADD/ADHD, for example, often have heightened creativity, as well as the ability to hyper-focus on tasks that capture their interest.

Some companies have even created dedicated programs designed to recruit and retain neurodiverse employees. Companies like Microsoft, SAP and JPMorgan Chase all have "Autism at Work" programs, which typically involve targeted outreach to job seekers with autism, an autism-friendly hiring process and education and support around autism and neurodiversity for managers and employees.

The results of these programs have been impressive to say the least - JPMorgan Chase, which hired more than 70 employees with autism between 2015 and 2018, has seen that workers with autism are significantly more productive than their neurotypical counterparts. James Mahoney, executive director and head of Autism at Work at Chase, stated that "autistic employees achieve, on average, 48 percent to 140 percent more work than their typical colleagues, depending on the roles," due to the fact that "they are highly focused and less distracted by social interactions."

RELATED:

2. Older Workers

Sometimes referred to as the "last acceptable form of discrimination," research has found that ageism against older employees is rampant throughout the workforce. Onestudyfound that "a majority of workers over the age of 50 are likely at some point to be shoved out of their jobs, either via an overt firing or resignation under pressure of demotions, loss of future benefits or deteriorating work conditions." Afterwards, these employees are unlikely to recoup their losses, often forced into accepting lower-skill, lower-wage jobs.

Part of the reason this occurs may be that employers mistakenly believe that older workers are slower-paced or less technologically-savvy than younger employees, but there is virtually no concrete evidence to support these assumptions. In fact, older workers frequently outperform younger employees, often due to their experience, institutional knowledge, reliability, leadership skills and problem-solving. In addition, older workers change jobs less frequently and are more likely to be motivated by factors like "community, mission and a chance to make the world a better place" than salary or promotions.

3.Candidates Without Elite Educational Backgrounds

Candidates who have gone to elite universities often have an automatic advantage going into an interview. After all, many people believe that a degree from a prestigious university signals intelligence and tenacity. And while there certainly are plenty of students at elite universities who fit that bill, there's no reason to believe that you can't find smart, hardworking employees from less-selective institutions - some great candidates may not have even have a uni degree.

What's more, recruiting only from exclusive schools nearly ensures a more socioeconomically and racially hom*ogeneous workforce. One studyfound that many prestigious universities accept more students from the top one percent than the bottom 60. Other research has found that admissions practises at the most elite universities favour white, wealthy students.

One of the reasons that diversity is so beneficial to businesses is that it brings together a wide variety of opinions, thoughts and beliefs - something that is much harder to achieve when the majority of your workforce shares a similar background. Recruiting candidates who have attended state schools, historically black colleges and universities, or even those without a uni degree helps ensure that you attract employees who have a wide range of life experiences and ways of thinking.

RELATED:4 Ways to Create a Culture of Belonging

4. Veteran Status

Veterans frequently struggle to find work after transitioning into the private sector, but given their many desirable qualities, employers should be jumping at the chance to hire them. While veterans may not always have directly-related work experience, there are many ways in which they can make up for it. Those who serve in the armed forces are often disciplined, work well under pressure and have a strong work ethic. In addition, they commonly collaborate well together, exhibit strong leadership skills and have a high degree of integrity. Nearly all employees can learn hard skills like coding, data analysis and mastery of certain tools and platforms, but it's much more difficult to teach soft skills and personal qualities.

Many companies have already benefited from veteran hiring initiatives, including four-time Best Places to Work winner Power Home Remodeling.

Mike Hansen, National Director of Military Affairs at Power Home Remodeling, first started his company's veteran hiring initiative after discovering that veterans across the organisation "were doing not just well, but disproportionately well."

"Everybody who is hired, whether they're right out of [university] or a 40-year executive, comes with baggage. The difference is the military population has a natural leadership background, a strong work ethic and an understanding of how to operate in chaos that most non-veterans can't really relate to," Hansen said in an interview with Glassdoor. "The culture is very mission-driven in the military, and that can be applied to any work environment. The second that an organisation is able to vocalise their mission, that military drive kicks in and veterans just naturally work towards the objective."

There is no one quick solution to increasing diversity at a company -it's often a process that requires time, hard work and budget. But after considering all of the benefits that diverse companies enjoy, it becomes clear that investing in diversity is worth the effort. And if you can make sure that your diversity and inclusion initiatives speak to all sorts of underrepresented employees, you will have an even greater chance of bringing in a wide variety of valuable perspectives.

Learn More:

The post 4 Diverse Candidate Pools You Might Not Have Considered (But Should!) appeared first on UK | Glassdoor for Employers.

Beauty is in the eye of the beholder, especially when it comes to ajob listing. If you want to attract the right employees, then you have to view thejob adas a marketing tool rather than merely a help wanted ad.

"A spec should be an advertisem*nt for your company," says Mark Jaffe, president of Wyatt & Jaffe, the executive search firm. "It should be a net in which you catch the right fish rather than a screen designed to filter out people."

Often times when companies set out to find talent they use the help wanted ad as a way to discourage unqualified people from applying. They'll use phrases like "must have" or "minimum requirements" and set specific years of experience. They figure by being very specific they will weed out the under-qualified and speak to the qualified. A few weeks later when the position sits unfilled they wonder what they did wrong.

"If the whole focus is on weeding out the unqualified, it prevents people from applying because they find the job boring," says Lou Adler, author ofThe Essential Guide for Hiring & Getting Hired."The ad should emphasise what is in it for the candidate."

According torecruitersandhuman resources experts, the person reading the advertisem*nt has to envision doing the job rather than making sure they meet all the qualifications. Instead of focusing on ajob title, Pat Sweeney, human resource manager at Old Colony Hospice and Palliative Care, says the advert should include four or five active words that describe what the person will actually be doing. If you want somebody that can communicate technical terms then say that, says Sweeney. If you are looking for someone that can teach a new computer program, list the program in the advert. She also says it's a good idea to stay away from any jargon, which can easily be misinterpreted by job seekers unfamiliar with the terminology.

Before a company can even start to craft a good job posting, it has to first figure out what goal it is trying to achieve by filling the position. According to Jaffe, the company has to ask itself what it wants the new recruitto accomplish and how success will be measured. Instead of worrying if the candidate needs to have a certaintitle or ten years of experience it has to focus on how the objectives will be met. "You don't want someone with a mechanical engineering background applying for a marketing role, but you also don't want to eliminate an unlikely candidate that might bring wonderful experience to the table," says Jaffe. He says the job posting should be like something the job seeker tries on. "'I like the way I look,' is what the qualified candidate should be saying," after reading the spec, he says.

Companies also worry about runningafoul of labour laws when writing job ads, and that's why they list objective criteria like an MBA or five years' of experience in their adverts. But, according to Adler, if a company is looking for an accountant, stating the person will be in charge of upgrading the accounting system by year end meets the labour law requirements. "Increase sales by 10% is equally objective as five years of sales experience," says Adler.

Long gone are the days when companies would place job advertsin newspapers, which had limited space. In today's world, all of the postings are found online, which means employers don't have any space constraints. Because length isn't an issue, companies also have ample space to make a job posting that isn't boring. After all, the whole idea behind the advert is to sell the company and the job to the best candidates possible. Because of that, it's a good idea to put some flair into your advert. When Adler was tasked with finding acontrollerfor a Los Angeles-based company, he made it creative by putting Oscar Winning Controller or Director of Accounting in the headline. In the advertisem*nt instead of saying the candidate needs to have a degree in accounting, 15 years of experience and previous management background, he described the tasks the candidate would be in charge of during the first year. "Companies should emphasise the employee value proposition," says Adler. "Highlight the work they will be doing and minimise the skills."

The post How To Write An Effective Job Ad appeared first on UK | Glassdoor for Employers.

Did you know that nearly half of CEOs report losing money due to inefficient recruiting processes?

The good news is that HR and recruitment agencies have seen some major improvements over the past few years in their recruiting efforts, thanks to the adoption of helpful tools and communication platforms. Something as simple as texting candidates can boost your recruiting process.

Also, employing AI (artificial intelligence), Augmented Reality, social recruiting, open interviewing and focusing on transparency can help make sure you’re hiring the right candidates while enhancing retention rates.

These tools streamline the screening process and increase the chance of hiring the right candidate who aligns with your company culture and the position you’re trying to fill. Doing this in as little time as possible can also save the company a significant amount of money.

Recruiters now have a variety of new strategies and communication platforms on offer. Here are some best practices for recruiting in 2018:

Leverage AI (artificial intelligence)

AI has contributed to significant evolution in many different fields, including HR. Talent mapping and algorithms help recruiters select the best candidate for the job while reducing the time it takes to choose candidates for screening.

Fifty-two percent of recruiters say the most challenging part of recruiting is identifying potential matches from a large applicant pool. And the average amount of time it takes to screen a candidate is 23 hours. AI reduces the cost of screening and screen time and produces “blind matches” that eliminate unconscious bias, focusing only on the candidate’s skills and potential match for the position and improving diversity in the workplace.

However, keep in mind: AI algorithms need significant amounts of data to learn from. So you’d need to have the available databases of hundreds applications at least.

Enable applying via mobile

The world has gone mobile and your recruiting process should too. Candidates are engaging with recruiters on mobile via text and social media. In fact, 94% of smartphone users have used their smartphone to research jobs and at least half have used it to complete and send a job application. So it makes sense to offer people the convenience of job seeking and applying through the same device they’re already using. By doing so, you make it easier for top talent to engage with your company and respond to you quickly, plus it shows that your organisation is digitally fit.

Social media is here to stay

Social media is a prominent part of most candidates’ lives. From LinkedIn to Facebook to Instagram, social media can be used for a variety of recruiting goals:

• Inviting candidates to apply. LinkedIn is a professional social network and allows recruiters to reach out to potential matches with keyword searches.
  
• Familiarising potential candidates with your brand. Instagram Stories is a great platform for companies to express their brand’s mission and company culture.
  
• Courting passive candidates. A passive candidate is a candidate who is currently employed but open to talking about a new opportunity with another company. The lion’s share (70-75% of the workforce is classified as passive), making social media engagement an effective resource for recruiting passive candidates.
  

Texting can be a lifesaver

Text is an easy and efficient way to connect to candidates. Everyone texts and many job seekers are already employed, so a phone call may not be the ideal way to reach them.

A text message allows for discretion. Text is also fast, giving both recruiters and candidates an immediate way to reach each other. Enabling two-way text empowers the candidates to ask questions and get fast responses. Text can be used to:

• Share current vacancies with your candidate list (candidates who opted in, or agreed to receive alerts)
  
• Remind candidates of an upcoming interview
  
• Follow-up after the interview
  

Don’t leave dead time

Communication platforms such as social media and text are immediate. Remember that millennials and Gen Z are used to immediate gratification, which applies to their job search experience too.

Taking too long to respond to a candidate can produce “black hole syndrome”, leaving a bad impression and alienating potential top talent.

It’s essential to reach out to candidates throughout the entire hiring process, from confirming the receipt of an application or CV to checking in throughout the decision-making process.

Confirming an interview, thanking them for interviewing and other simple forms of communication also enhance the candidate’s connection with your company.

Inform your candidates about your company

Today’s candidates are straight out of the Information Age, meaning they’re accustomed to being able to research and gather information about any decision from the food and products they consume, the car they drive and, of course, the company they work for.

Learn which factors are most important to your target candidates and provide the answers to their questions on your website or company literature before they can even ask. Transparency makes a big difference to attracting quality candidates.

Candidates that are well-informed are 35% more likely to have a satisfying experience, which ultimately improves your company’s ability to retain your hires.

Interview remote workers with AR

As more and more companies are hiring remotely, the interview process should also reflect how you will communicate with your employee once they are hired. Eighty-seven percent of remote workers say that video conferencing makes them feel more connected.

Augmented Reality technology is the new kid on the block when it comes to visual communication. It can simulate your office setting in real time, providing candidates with a feel for your company from afar.

This type of technology can enhance a remote candidate’s sense that they are working for an actual office and not an anonymous business.

Bonus: Hold an open interview

Washington DC based recruiting solutions company Brazen holds live interviewing events where anyone who works at the company can interview a potential candidate through their online networking platform.

This allows candidates a chance to meet more of their potential co-workers and get a clearer picture of company culture so they can assess their own ability to fit in.

Recruiters have a diverse set of tools and strategies to help them find the right candidate for job openings. From engaging through text and social media to embracing transparency and using AI for more accurate candidate matches, each of these tools can significantly enhance your recruiting strategy in 2018.

LEARN MORE & DOWNLOAD:

How to Conduct Better Interviews
A comprehensive guide for bringing in quality candidates fast.

The post How to Communicate With Your Candidates in 2018 appeared first on UK | Glassdoor for Employers.

Job seekers today are operating in an era of unprecedented transparency, where detailed information on nearly every organisation is available right at their fingertips. Informed candidates know this, and use it to their advantage. That's why they turn to websites like Glassdoor to evaluate companies, researching things like compensation, benefits, company reputation, career opportunities and more.

By knowing which destinations job seekers visit most for this information, you can better determine where to post your listings and company information. And understanding what type of information job seekers want most can help you communicate with candidates more strategically.

Glassdoor, in conjunction with The Harris Poll, surveyed more than 700 UK adults in 2018 who are either currently employed or not employed but looking for work.

This survey revealed essential information about job seekers' 4-step journey, including:

• Where job seekers look for jobs
• Where job seekers look for company information
• What information job seekers want most
• Factors that entice job seekers to apply

The survey also uncovered:

• Biggest frustrations for UK workers and job seekers during the hiring process
• What makes candidates pull out of the recruitment process
• What constitutes a positive candidate experience
• Gender differences in how men and women look for jobs

STEP 1:Where Job Seekers Look for Jobs

Our survey found that the majority of UK job seekers are taking control of their own destiny by accessing unbiased information to find the right job and employer.

In fact, roughly half of employees (52%) report that their preferred source for finding a relevant new job opportunity is an online job site, such as Glassdoor. In comparison, only 35% of job seekers reference a company's careers site.

Other preferred sources for finding a new job include:

• Job recommendations from friends (32%)
• Having a recruiter or hiring manager proactively reach out (31%)
• Recruitment agency (24%)

PRO TIP

Glassdoor sees 57 million unique visitors each month;171% of UK users say they come to Glassdoor for their job search.2Searching for jobs is the number one reason UK users visit Glassdoor.

STEP 2:Where Job Seekers Look for Company Info

The best candidates will take the time to research your organisation to determine compatibility. Knowing where they seek information will help you decide where to post information about your company and jobs.

Our data found that the majority of job seekers prefer to find company information in the same place they sought job listings: on job search websites like Glassdoor, rather than company career pages.

Candidates also referenced the following for company information:

• Job search websites (48%)
• Word of mouth (41%)
• Professional networking sites/social media (31%)
• Personal networking (29%)
• Company careers pages (28%)

PRO TIP

Informed candidates are the best candidates. That's because they take time to research your organisation and understand the role before applying - making your hiring process easier, faster and less expensive.

Informed candidates who use Glassdoor are two times more likely to be hired3and have a 30% higher retention rate than job seekers from other sources.4

STEP 3: Information Job Seekers Want the Most

Now that you have insight into where job seekers look for information, it's equally important to understand what type of information candidates hone in on when researching jobs.

Our survey uncovered key pieces of information job seekers want about potential roles. Be sure to include the following in your job postings:

PRO TIP

An employer brand is essential for recruiting success: nearly 70% of Glassdoor users say they are more likely to apply to a job if an employer actively manages its employer brand.5

Boost your brand on Glassdoor by providing candidates with company background and an accurate, compelling depiction of your employer brand. Insert photos, videos and company updates to create an emotional connection that will inspire them to apply.

STEP 4: Factors that Entice Job Seekers to Apply

Once candidates have gathered enough information about your company, what makes them hit the apply button?

Our data found the following factors are most likely to get them to complete your application process:

• Convenient, easy commute (48%)
• Good work-life balance (47%)
• Company culture (35%)
• Healthy company financial performance (25%)
• Familiarity with the brand (24%)

PRO TIP

Job seekers looking at a company's profile on Glassdoor pay close attention to ratings and reviews, which can significantly influence whether or not they choose to move forward in the application process.

In fact, 84% of job seekers state that it's very important when making a decision about where to apply for a job.6So if your company hasn't been taking its employee reviews seriously, now is a good time to start.

What are workers and job seekers' biggest frustrations during the hiring process?

Throughout the UK, demand for talent remains strong and shows few signs of slowing. It's more vital than ever to remove all obstacles from your hiring process and to start listening to candidates in order to improve the candidate experience.Job seekers' biggest frustrations include:

What makes candidates pull out of the recruitment process?

Our survey found that the top factor that makes candidates pull out of the recruitment process is the employer announcing redundancies (40%).Other factors include:

What creates a positive candidate experience?

When asked what constitutes a positive candidate experience, more than half (53%) of UK workers and job seekers said that getting feedback from the company, even if they were not successful, is what they really want.Other factors include:

How do male and female job seekers differ?

Our data revealed that men and women differ in how they research jobs and what is most important to them when considering a new opportunity. For added perspective, Glassdoor has nearly 57 million unique users each month: women make up 51% and men 49%.

• Work-Life Balance:

A higher number of women, compared to men indicated that a company's reputation for offering a good work-life balance would make them more likelyapply to a job.

• Employee Reviews:

In comparison to men, we found that a larger portion of women consider employee reviews a key piece of information when researching companies.

• Preferred Source for Finding a New Job:

Women, preferred to find a job via an online job site. Similarly, more women, compared to men would prefer to find out about a job opportunity through a friend.

HOW GLASSDOOR SUPPORTS RECRUITERS:

• Promote your employer brandalongside the user-generated information that candidates trust most
• Optimise your recruiting strategieswith powerful analytics

SURVEY METHOD

This survey was conducted online within the UK by The Harris Poll on behalf of Glassdoor between May 7-9, 2018 among 715 UK adults ages 18+ who are employed full-time/part-time/self-employed, or not employed but looking for work. This online survey is not based on a probability sample and therefore no estimate of theoretical sampling error can be calculated. For complete survey methodology, including weighting variables and subgroup sample sizes, please contactJoe Wiggins.

The post How Thinking Like a Jobseeker Can Help You Recruit appeared first on UK | Glassdoor for Employers.

What could recruiters do if they didn't spend half their time screening and scheduling applicants? With AI and automation removing many time-consuming tasks from a recruiter's day, recruiters will find themselves with more time to focus on different parts of the TA organisation. They can be especially effective as advisors and coaches to hiring managers by helping them through the hiring process and keeping them focused on candidates.

With that in mind, here are the five discrete phases during the hiring process that recruiters can assist hiring managers with: opening the requisition, screening the applicants, interviewing the candidates, selecting the best and making the offer.

1. Opening the Requisition

When opening a requisition, recruiters should set deadline expectations and lay out a map of the hiring process. Deadlines help keep hiring managers focused on hiring, and a process map allows them to see what they should focus on at each phase.

It's also a good time for recruiters to review EOC regulations and answer any initial questions hiring managers have around the recruiting process or how your organisation successfully hires. These will provide a solid foundation to build off of when recruiters get to the more ambiguous areas of the hiring process like interviewing and selecting.

This is also the chance to get insight into the position they're creating. It's easy for a hiring manager to have a long list of responsibilities and candidate skills. Recruiters can help hiring managers refine that list to the skills necessary for job success, and translate those skills into the job description.

This prep phase is also a great time to work on 'knockout questions' for candidate screens. These questions, whether implemented in a phone screen or OnDemand interview, can help sort out candidates who don't meet the skillsets or competencies for the job. Here are a few suggestions:

● "Tell me what you know about our company?"
The candidate demonstrates they have interest in your organisation beyond the job posting.

● "What is your desired compensation range?"
Allows you to see if the hiring manager and candidate expectations aligned.

● "How have you used this particular software or process?"
Gives insight into whether the candidate possesses a must-have skill.

It's also the best opportunity to establish a communication style and cadence. Recruiters need to develop a communication schedule with hiring managers - such as weekly or daily updates - and whether to check in over the phone, via email or in person.

[Related: Hiring Manager vs. Recruiter Relationships: Mind the Gap]

2. Screening the Applicants

While hiring managers aren't as actively engaged in the screening process, they still have oversight on which candidates to select for interviews. This is the time for recruiters to keep the hiring manager from developing tunnel vision and check their candidate selections. Recruiters can use the screening phase to build trust with a hiring manager by communicating why specific candidates would be good fits.

Your recruiters should also use this time to push back on dispositions and selections. Recruiters can press hiring managers about why they like or dislike candidates and help them reflect on their choices. This compels the hiring manager to consider whether they believe a candidate is a good fit, or if they like them on a personal level.

3. Interviewing the Candidates

The next advisory interaction with a hiring manager will likely be during the interviewing phase after recruiters have screened and recommended candidates. They should ensure that the manager's process is consistent across each interview, and that they aren't asking the same questions from the phone screen or video interview. This is the time to go over any red flags the candidate might have given off - such as vague or short responses - that deserve more probing. While going over interview topics, review what questions they can and can't ask and make sure they understand EEOC compliance.

It's also the right time to gauge their comfort level going into the interview. While a veteran hiring manager may know what they're doing, a newer manager might not be as equipped for the process. One of the most valuable services your recruiters can provide is training them to keep the interview directed but still conversational.

Your recruiters should coach their hiring managers on developing a focus and objectives for interviews that reveal skills and aptitudes. Interviews without clear objectives can easily turn into a conversation that covers different topics and different information with each different candidate. It's very hard to compare those candidates objectively and this often leads to biased decisions.

4. Selecting the Best

When it comes to selecting candidates, recruiters have less influence but can still be an advisor to their hiring manager. They can create the most value by helping hiring managers avoid biased choices or laser-focusing on a specific candidate. If that candidate drops out or takes another offer, the hiring manager needs to have backup options.

If a hiring manager seems biased towards a candidate, recruiters should check in with them about why they like that candidate. Hiring managers can be biased for any number of reasons: they could have similar life experiences, similar hobbies or just have a good rapport.

Recruiters can assess for bias by gauging how clearly their hiring manager can articulate - from background info and interview answers - the candidate's job fit. If they can't make this statement clear, then there's a good chance bias is playing a role in their choice.

Your recruiters should also debrief and advise managers after interviews to refocus them on what important skills or traits they saw in a candidate. If the candidate was interviewed in a panel, recruiters can include that panel to provide a more complete candidate picture.

Don't look for consensus when debriefing an interview panel. Instead, find out what about the candidate stood out to each interviewer. When you hire to a consensus, you hire to an average.

[Related: How to Recruit Competitive Candidates in a Job Seeker's Market]

5. Making the Offer

When setting up the offer packet, recruiters can coach hiring managers behind the scenes on how to approach the verbal offer and what to discuss outside of salary. When it comes to salary negotiations, it helps the hiring manager to discuss salary in a range instead of a hard number. This is a great time to reinforce your employer value proposition. Recruiters should remind the hiring manager to sell the whole organisation (benefits, culture and office perks) to keep the candidate engaged and interested.

By the time they get to the offer, candidates should be thinking "I want to work here." At that point, the paperwork is just sealing the deal. If your hiring managers are trying to sell them on the company at the end, they may have missed opportunities earlier in the process.

While coaching hiring managers can be a daunting task, it will make recruiters an invaluable asset to the hiring process. They'll have a strong impact on hire quality by championing the best candidates and helping hiring managers avoid biased choices. More importantly, they'll help hiring managers create a great candidate experience by showing candidates that their time and skills are valued.

This article was originally published on HireVue. It is reprinted with permission.

Learn More

How to Create Job Ads that Convert

The post How To Coach Hiring Managers Through the 5 Steps of the Hiring Process appeared first on UK | Glassdoor for Employers.

What does it take to become a Best Place to Work and how can my organisation join the ranks?These questions attracted hundreds of attendees to Glassdoor’s Best Places to Work Tour, a half-day event dedicated to helping employers unlock the secrets to recruiting and retaining top talent and building amazing cultures in today’s fiercely competitive market. And on a brisk, sunny day at The May Fair Hotel in London, HR professionals from various industries gathered to learn the answers.

Through a series of presentations and dynamic panels led by Best Places to Work Tour event moderator and founder of Jobhop, Julie Bishop, attendees came to understand the shared traits of Best Places to Work, how they have achieved this prestigious award and the coveted tips for making the list. Here are a few highlights:

Being a Best Place to Work Pays Off— Literally

You probably already know that earning a spot on the Best Places to Work list can boost recruiting, retention and your brand, but did you know that it can also drive your bottom line? Lecturer of Finance at East Anglia’s Norwich Business School, George Daskalakis, kicked off the event by presenting exclusive findings from his recent study showing the financial impact of a Best Places to Work win.

Using Glassdoor’s data, this is the first study to reveal a strong link between a satisfied workforce —in the form of higher Glassdoor company ratings — and the financial performance of UK companies. Researchers identified that having a one-star higher rating on Glassdoor is related to almost 1% higher annual return on company assets, and that public companies experienced extra stock portfolio returns of up to 16% per annum. “For the first time in the UK, we have data that proves that keeping employees satisfied really is good for business,” said Daskalakis.

So how exactly do you improve employee satisfaction in order to reap those financial gains? It’s not all about salary, Daskalakis noted. Research has shown that employee satisfaction is driven by other key factors, including culture and values, senior leadership and career opportunities.

[Related:The Importance of Glassdoor for Candidate Attraction in 2018]

Secret Ingredients of a Brilliant Culture

Nando’s has such a distinct culture that the #28 Best Place to Work in the UK, where employees are considered family, even has its own language. Do you know what a Nandoca is? Well, it’s one of those friendly people who serve you at Nando’s. New hires are given a Nando’s ‘dictionary’ during induction and clothing allowance to buy tops that are then branded with the Nando’s logo, which sits right above the heart. The goal is to connect employees and remind them of the chicken chain’s guiding values: pride, passion, courage, integrity and most of all family.

Proudly sporting a pink Nando’s button down, Sam Goode, Talent Acquisition Manager at Nando’s, shared an innovative (and risky) employer branding campaign that ‘turned the brand inside out’. Employer reviews of Nando’s found on Glassdoor — the good, the bad and the ugly — were plastered all over the London tube. The goal was to give would-be Nandocas a taste of the distinct flavour of the Nando’s family, and what it’s really like to work at one of the UK’s busiest restaurants. “We saw a huge uplift in our careers page and it generated lots of excitement both internally and externally,” said Goode. “It was a really great way to engage with our employer and consumer brands.”

[Related: The Proven Value of Employer Brand]

How Facebook Recruits & Retains Star Talent

Not surprisingly, Facebook is constantly leveraging technology to create new ways of communicating with candidates and improving the candidate experience. What might surprise you is that the #4 Best Place to Work in the UK isn’t afraid to fail — and sometimes does. In order to improve, “companies have to be willing to take a risk,” said Caoimhe Shepherd, Employer Branding Manager at Facebook. She discussed her efforts to “lift the curtain” on Facebook’s legendary culture by helping to develop Facebook Live, a recruitment programme which enables candidates to instantly chat online with current employees and ask questions. And because relocation is a requirement for many new hires, Facebook developed a hugely popular 360 degree tour of their Dublin office. More recently, employees wore GoPros to capture a day in the life at the social media giant, which is still a work in progress, Shepherd admitted.

When it comes to retaining star talent, Facebook is committed to keeping employees engaged, happy and therefore productive. In fact, they have a formula for success: employees should love at least 70% of what they do — any less, and they often get bored and jump ship. Shepherd advised letting employees follow their interests, even if that means allowing a lateral move to a different role or team.

Facebook also trains managers to be supporters and coaches, rather than bosses who lead from the front. “Every employee at Facebook takes ownership,” said Shepherd. “Culture can’t be led by just one person.”

[Related: How to Recruit Informed Candidates at Scale]

Getting the Most Out of Glassdoor

Best Places to Work revealed how they use Glassdoor as part of their employer branding, recruitment and retention strategies. Here are a few winning tips:
1.Respond to reviews: It takes less time than you think to effectively respond to Glassdoor reviews. EasyJet dedicates just 10-15 minutes per day to replying to former and current employees who have shared their feedback. The key is doing it on a regular basis to avoid the dreaded ‘black hole’ of unanswered employee reviews and developing a negative reputation. And the ROI has been huge: EasyJet’s daily practice of responding to reviews has significantly improved their employee engagement and recruitment efforts.

2.Update profile: Regularly update your employer profile with photos, company updates, awards, customised tabs and review responses to boost your brand and attract top talent. Remember, 69% of job seekers are likely to apply to a job if the employer actively manages its brand. (1)

3.Use Glassdoor as a platform for listening — and improving: Best Places to Work agreed that by providing previously unavailable insights from candidates and employees, Glassdoor is an incredibly powerful and irreplaceable resource to have at their fingertips. Do more of what’s working well and don’t ignore negative reviews, they advised. Instead, turn less than favourable feedback into positive brand builders by responding and improving areas of weakness.

[Related: What You Can Measure on Glassdoor]

These are just a few of the top-level takeaways from the half-day event. If you want to hear even more expert insight and advice, register here to download the video recording of our livestream.

Learn More & Watch

Best Places to Work Tour Livestream Recording

(1) Glassdoor U.S. Site Survey, January 2016; *Updated from 94%, Glassdoor survey, October 2014

The post How to Recruit Like a Best Place to Work appeared first on UK | Glassdoor for Employers.

You’ve heard of applicant tracking systems. But what about recruitment chatbots? Or de-biasing software? As the hiring process becomes increasingly digitised, companies are scrambling to provide a whole new array of tools for HR professionals to help streamline hiring.

In fact, 75% of large companies already use an applicant tracking system, according to Capterra, and that number is only growing. Google, which receives an average of 3 million job applications yearly, and Amazon, which once fielded 20,000 applications in a single day, use a whole suite of tools, including AI and advanced recruiting softwares, to narrow down their massive applicant pool and sift out top talent.

AI and chatbots aren’t out to replace recruiters and hiring managers – rather they’re designed to make their lives easier. “It’s really in the context of how does it help the recruiter do his or her job – more efficiently, more productively, more satisfyingly,” says Gerry Crispin, recruiting expert and co-founder of CareerXroads, a peer-to-peer community of talent acquisition leaders. “It’s only in that context that efforts to digitise become important,” he points out.

Ready to become a magnet for top talent? Then check out these 5 technologies that help recruiters and hiring managers attract – and retain – the best candidates.

Recruitment chatbots

According to a study by talents solutions company Allegis, more than half of candidates are comfortable interacting with AI for initial questions in the application process. Moreover, it revealed that 66% of candidates are also comfortable interacting with chatbots and AI to schedule and prepare for interviews.

Chatbots are now being used for scheduling, preliminary questioning and more, and can often provide a level of transparency that sometimes surpasses even hiring managers. “It’s starting to add value to the experience of the candidate in terms of their ability to make better decisions in the future,” says Crispin. But Crispin also points out that chatbots must be used in the right way, so as not to supplant all human contact during the hiring process. “It’s going to have to satisfy the candidate, as well as the recruiter, as well as the employer, as well as the hiring manager,” he says. Usage of chatbots, Crispin stresses, should be weighed against the question: “Does it help the candidate make better decisions?”

[Related:Labour Trends: 5 Disruptions Impacting Jobs in 2018]

De-biasing software

As companies increasingly come to terms with the benefits and necessity of cultivating a diverse workforce, the obvious place to turn is the hiring process. A number of software companies are recognising this as well, and as a result are pioneering “de-biasing softwares” that make the hiring process as objective as possible. “You can’t easily put job candidates behind a curtain, but you can do a version of that with software,”writes Gardinier More, a senior editor at Harvard Business Review. “The software allows hiring managers to strip age, gender, educational and socioeconomic background, and other information out of résumés so they can focus on talent only.”

Video interviewing

With a large volume of candidates sending in applications from distant locations, video interviewing is a great way to get a preliminary feel for what candidates have to offer. Much more sophisticated than a simple two-way video call, many softwares record candidates’ answers to certain questions, giving them one shot and a limited amount of time, making it easy for hiring managers to sift through responses, and determine who they’re ready to talk to in person. Some companies even provide more, like HireVue, which integrates industrial-organisational psychology into its assessments and interview analyses, or ConveyIQ, which also offers email, text messaging and interview scheduling, among other features.

[Related:Secrets of Best Places to Interview]

Glassdoor

Glassdoor’s Employer Pages provide a unique suite of recruiting tools, based on its unique access to data on scores of employee and interviewee experiences and feedback. For example, Glassdoor’s interview ratings give hiring managers a powerful sense of what’s going well in their hiring process, and what’s going poorly and needs to change. Bad reviews from both interviewees and current or former employees may detract future candidates from applying, so engagement with your company’s Glassdoor Employer Centre – and honest attempts to incorporate the feedback received – are critical to boosting your company’s desirability for top talent. The Employer Centre also gives you access to invaluable analytics concerning your brand, such as reputation keywords (also known as word clouds), or employee perception of your CEO.

Targeted job advertisem*nts

Only with today’s level of technology is targeting job ads on the granular level of region or interest. This means ads might be shown to candidates only if they’ve visited your company homepage before. Job ads can also be targeted – even through relatively simple mechanisms like Facebook – to candidates in specific geographical locations. These advances can save wasted ad revenue and optimise the hiring pool. Services like Appcast and JobThread have seized on this, providing algorithmic targeting services to attract top talent.

Learn More & Download

60 HR & Recruiting Statistics for 2018

The post 5 Hot Technologies to Adopt to Attract Top Candidates appeared first on UK | Glassdoor for Employers.

Recruiting and HR are both constantly-evolving fields, but with a new decade just around the corner, change is in the air more than ever before. Today’s most proactive organisations are already preparing for these shifts by reading up on the latest trends and planning for them accordingly. While we can’t take out a crystal ball and show you the future, we can offer the next best thing — a list of recruiting and HR predictions identified by Glassdoor’s very own Chief Economist, Dr. Andrew Chamberlain.

Years of closely studying the labour market coupled with access to Glassdoor’s vast repository of data provide Chamberlain with unparallelled insight into the direction of the job market and economy at large. In his new report, Glassdoor’s Job & Hiring Trends for 2020, Chamberlain shares what talent acquisition and HR professionals need to know today to prepare for tomorrow. Read on below for a preview, and view the full report for more information!

1. Brexit Will Threaten Tech Hiring

While the details of Brexit have yet to be finalised, the UK’s departure from the European Union could have a significant impact on hiring and talent attraction. In a job market where tech talent is already scarce, changes in immigration rules could shrink the candidate pool and make hiring for hard-to-fill roles even more challenging. Even though Brexit has not occurred yet, employees have already begun to see a real-life impact — a Glassdoor survey showed that 40 percent of employees in the UK said that their company had cut jobs due to Brexit. Meanwhile, a working paper from the National Bureau of Economic Research in the U.S. found that Brexit has already reduced UK workforce productivity by between two and five percent. The impact is expected to continue into the future as well. A Salesforce survey of 1,000 UK business leaders found that over half believed the country was at risk of a post-Brexit brain drain, particularly when it comes to tech talent.

To mitigate these losses, recruiters will have to get creative — Chamberlain predicts two major tactics will be used.

“Employers’ Brexit-related immigration challenges will further accelerate the already growing trend toward remote work, which has been fuelled in recent years by improved instant messaging and video conferencing tech in the workplace,” Chamberlain says.

“Second, we expect UK-based employers to shift their focus to cities outside the UK for tech-related hiring. Since major cities like Dublin, Amsterdam and Paris — all easily accessed from London — will remain in the EU, employers can still take advantage of more flexible intra-EU immigration rules from there,” Chamberlain adds. “Although splitting up company workforces geographically has many disadvantages, it still may outweigh the high costs and uncertainty posed by immigration policies in a post-Brexit world.”

RELATED: Brexit Uncertainty: 4 Tips for Attracting Talent

2. Culture Will Come First

In a world of increasing transparency and corporate accountability, a strong company culture is no longer a nice-to-have — it’s a business imperative. For one, company culture has a significant impact on a company’s ability to recruit and retain top talent. A recent Glassdoor survey confirmed that workers increasingly value company culture over cash, and since today’s candidates have the ability to get an insider’s look at your organisational culture through platforms like Glassdoor and social media, companies can no longer just talk the talk — they need to walk the walk as well. Furthermore, there’s a growing body of research proving that company culture drives real business results. Companies with better cultures tend to perform better financially, attract talent more easily and have more satisfied customers.

Perhaps it’s no surprise, then, that many of the world’s most influential companies are placing a renewed emphasis on employees. At this year’s Business Roundtable, a summit that brings together a group of almost 200 CEOs from top-tier brands, the organisation revised its mission statement for the first time ever, stating that companies can no longer focus on shareholders alone — they must focus on employees, as well as customers, suppliers and the communities in which they operate.

“It’s hard to overstate the importance of this shift. This formal recognition of employee culture in business today is one that executives can’t afford to ignore,” says Chamberlain. “In 2020, we expect this changing tide of CEO opinion to usher in a new wave of culture-first thinking among business leaders, elevating employee engagement to the status of core business focus for a growing number of companies.”

So, what can you do to improve your company culture? Forget about fluffy perks like free food and ping-pong tables — Glassdoor research has shown that the three biggest drivers of employee satisfaction are a clear mission, high-quality senior leadership and career opportunities.

3. Employers Will Brace for a Potential Recession

On the heels of a long period of economic growth, the UK economy is beginning to slow down. While the country is not yet officially in recession, annual growth is at its lowest since 2010. As a result, today’s most forward-thinking companies have already begun to proactively develop a recession-proof hiring strategy.

Many employers assume that hiring will become easier in a recession — but while candidate pools are typically bigger during an economic slowdown, many companies find themselves overwhelmed with a sea of lower-quality applications. As a result, companies will likely have to identify which recruiting channels deliver the most highly qualified candidates and invest in them more heavily. Employer branding will also play a critical role in helping companies stand out among the competition, in both the short-term and the long-term.

“Building a strong employer brand takes years, while most recessions last nowhere nearly as long… When the economy picks up and it’s time to ramp up hiring again, companies who’ve maintained a strong employer brand will enjoy a clear strategic advantage,” Chamberlain says. “For that reason, we expect employers in 2020 to keep the long view and maintain investments in employer branding even if the economy slows.”

Coming up with a plan for how your company can continue to invest in your culture and grow your employer brand, even in lean times, will be essential for continued success in talent attraction and retention.

On the verge of a new decade, changes in the world of recruiting and human resources are nigh. But this shouldn’t be cause for panic — employers who read up on these trends and prepare for them today will see their efforts pay off for years to come. With a little foresight and planning, you might just be able to give your company the competitive edge you need to hire and keep the very best talent.

Learn More:

Glassdoor’s Job & Hiring Trends for 2020

The post appeared first on UK | Glassdoor for Employers.