Archive for July, 2011

Automated Job Approval Done Right

July 28th, 2011
Newton Software continues to find ways to improve their applicant tracking software by adding an Automated Job Approval Process. This new feature falls in line with the rest of Newton’s easy to use, intuitive system. They took nearly a year to make this complex process both flexible and transparent. Taking that time allowed them to make something that worked great, rather than just another feature to add to the list.

Administrators can oversee the approval processes in real-time and address bottlenecks before they become jams. Newton also created this feature to allow users either to simply facilitate their current approval process or to completely start over and create a new automated process. Newton takes another one of the things users do 80% of the time and made it into a feature that works really well.

Approval Dashboard

Check Out Newton’s Blog Announcing The New Feature.

A little background to Job Approval:
Job approval is a process which allows hiring managers and supervisors to request approval for a requisition. The requested job is then put through either a paper or email process before it is activated, and only then will the company begin to look for applicants.

Companies use job approval for a variety of reasons. It ensures that a consistent process is implemented every time a position is opened. It gives human resource teams the control to complete the appropriate audits before resourcing the recruiting process. Finally, the approval process provides recruiters the ability to see what requisitions are coming up in their recruiting process.

How to Hire a Great Recruiter

July 21st, 2011

During a presentation for a prospective customer a question came up: how can we hire a great recruiter? This is something that I’ve been thinking about for nearly 15 years. I’ve been a recruiter. I’ve hired and trained dozens of recruiters, both corporate and agency. Today, my company builds applicant tracking software for corporate recruiters. Recruiting is a incredibly popular profession and everyone has their own opinion on what makes a great recruiter, most of which I tend to agree with. Over the years, I’ve developed my own formula for what makes a great recruiter. Since the economy is showing signs of improvement and more people are hiring recruiters again, I’ve decide to share my thoughts on what makes a great recruiter.

My method was cemented 10 years ago when running a high-end, technical recruiting agency in Silicon Valley. I wanted to hire people based on the potential as opposed to their actual experience. I knew I could teach a talented, motivated person to be a recruiter and I was tired of guessing if people were actually going to be successful. So, I enlisted the help of an industrial psychologist to develop a methodology for choosing recruiters with the most probability for success. First, we had to figure what specific qualities to look for. This ended up being one of the most enlightening processes of my career. The psychologist’s team ran a series of tests to refine the characteristics that made top performers tick. We learned that in a fast-paced, high volume, technical environment self-confidence, flexibility and the ability to stay focused were the top three traits that our best recruiters had in common.

Working with the psychologist proved priceless.  Together, we developed a schedule for our interview teams to follow and each person on the team knew their role. We created interview score cards and outlined behavioral interview questions to each of the traits making our roundtable sessions efficient and decisive. In just weeks we improved our interviewing techniques and as a result began hiring people that stayed longer and produced more.

The system and the science worked. I still firmly believe that self-confidence, flexibility, and focus are the top quantifiable traits that best forecast the potential success of a professional recruiter. But there’s something that has continued to bother me, something that makes a great recruiter that I’m not sure you can learn or even test. I’ve been trying to put this into words, and during this meeting it came to me.

The best recruiters I’ve worked with can identify with with the behavior, intentions, attitudes, and feelings of their contacts.  They have the ability to recognize, review, and manage their own emotions and use this information to guide their actions. Top performers develop a finely tuned analytical engine that’s continuously processing information to find an optimal solution. Finally, they have the ability to identify and control their emotions and solve problems without being overwhelmed with massive amounts of information.

Hiring a great recruiter is as important as ever. As the economy continues to grow, talent will become harder to attract and hire. Hiring a recruiter for their connections or because they have been a recruiter for decades should come second to looking for the candidate with the right traits. A great recruiter will have the self-confidence to become productive almost immediately, the flexibility to be successful in a changing environment, and the ability to focus on getting the job done at all costs. While it may be difficult to determine whether or not a recruiter will ultimately have the mind set to improve their performance, it is well within reason to assume that you can determine whether they are empathetic and have a fair amount of self control. Remember, great people attract great people. You have every reason to take the time to hire a great recruiter.

RPO Performance Metrics: Recruiting Analytics that Matter

July 11th, 2011

Newton Software’s Joel Passen is a featured presenter at HR.com’s Recruitment Process Outsourcing Virtual Workshop on July 19th at 12:30 EDT.

Register Here

New Tech Page Image 6 10 (2)Due to current unstable economic conditions, an increasing number of companies have started to use recruitment process outsourcing as a way to eliminate the fixed costs of a corporate recruiting staff, software, contractors and the use of staffing agencies. In the procedure of recruitment process outsourcing (RPO) an organization will outsource either all or part of their recruitment requirements to an outside company who concentrates solely on locating, approving, and delivering candidates for the hiring company to consider.

Given the development and buzz around the RPO industry, providers have been overpowering the market with information. Many of these vendors can and will give reasons to choose their service over that of their competitors. But in the long run, it’s really all about performance and reliability.

All service providers must be held accountable with performance metrics. Recruiting analytics are a necessary feature to the success of any RPO program. Vendors that use these metrics in their process are able to correct small problems before they become large issues. These metrics also allow for conversation that lead to improvements and bring the vendors to the front of the RPO industry.

During his presentation, Joel will present a guide to assist HR practitioners make sense of recruiting performance metrics. He will show the best practices and suggest certain vital metrics that must be captured as part of any RPO, regardless of size.

Joel Passen is a recruiting industry veteran and blogger on merging issues, innovations and trends in the recruiting industry. He started as a corporate recruiter and went on to co-found Gravity Technologies, a company that operates in the human capital management industry. Currently, he is the Head of Marketing and Co-Founder of Newton Software.

Newton Software is easy-to-use applicant tracking software and which offers a variety of features including EEOC/OFCCP compliance, intuitive recruiting processes and dashboards, and real-time recruiting analytics.  Find more information at www.newtonsoftware.com