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It is imperative to hire the best potential candidates to ensure the long term success of an organization. The Quality of Hire track is an ever-changing and evolving sector of HR, and through this certification and accreditation program, we will provide insight into the metrics, tools, and processes needed to build a highly skilled and trained pool of professionals. Attend the workshops from your desk!
What does Quality of Hire mean? Here is a chance learn the various aspects through these educational webcasts whether it be on Background Checking, Reference Checking, Assessments, or Video Interviewing.
Do you want that competitive edge in your professional space? Do you want to assert your knowledge of current HR topics, trends within your domain? Why not set yourself apart from your peers and get certified with HR.com and the Institutes for Human Resources (IHR).
The Institute for Human Resources (IHR), the certification and accreditation process arm of HR.com, has a program for you! Many HR professionals have a general HR degree or certification with a wide spectrum of HR functionalities learned. The IHR is the only institute that focuses on niche areas within Human Resources. A specialty certification increases your market value, adds value to your work experience, furthers your knowledge, and recognizes you as an industry leader and/or expert in the field.
You will learn about what Quality of Hire is about. Various elements of Quality of Hire will be focused upon. You will also learn how the Hr.com's Quality of Hire designation program works.
In Mark Murphy’s book “Hiring for Attitude,” he says that 46% of newly hired employees will fail within 18 months, attributed mainly to non-technical or non-skill related items. While it is certainly true that most employees are fired for non-skill related items, this does not prove that attitude is more important than skill or other Candidate Metrics; rather, that attitude should be looked at as equal to the rest of the candidate’s attributes. The truth of the matter is that we often hire for skill, and most often fire for attitude, but what about the important attributes in between? We should be hiring for four Core Candidate Metrics: Skills, Competency, Culture and Attitude.
Most recruiters and hiring managers focus on skills because they don’t know how to deal with the rest; their processes focus on skills and leave attitude, competency and culture off the table. Most talent acquisition professionals focus only on the technical skills of the role when interviewing candidates; in turn, most interviewers inadvertently misuse behavioral based interview questions. Although behavioral based interviewing techniques are supposed to highlight the candidate’s ‘soft skills’, they often fall short in their real application.
This webinar will provide insight on how to improve your Candidate Metrics strategy to increase the odds of the candidate’s long-term success: Finding the right “DNA” of a talented person means thorough assessment of skill, competency, culture and attitude.
• With each candidate, we must work to determine the Skill set of each potential candidate, defined as the ability to utilize one’s applicable knowledge related directly performance.
• We must then uncover the Competencies of each potential candidate to determine an appropriate match: Do they have the know-how to apply their skills in a professional setting as well as the knowledge of approaches to best utilize these skills?
• Once we have determined their skills and competency, we must take the process a step further by examining their core values and Culture. This will allow us to identify whether the candidate would be a good fit for the company. Consider what is culturally significant within your organization and determine whether the individual will be able to mesh well within the company.
• Determining Culture is a crucial part of determining Attitude, that is, whether the candidate has the right mental outlook and approach, and whether this approach will be a good match for your organization.
This session will focus on the steps to follow when launching an employee referral program. Particular emphasis will be put on specific techniques and how they can be implemented.
According to recent surveys, employee referrals are still seen as the number-one source of hire, as well as retention. So, if you don’t have a strategic employee referral program, you may be missing out on some great potential employees.
Launching an employee referral program is not difficult, but it does take some calculated planning. For example, you first need to understand how your team operates. For instance, remote teams may need a program that’s set up differently than in-house teams. In addition, creating a career site is also an important addition to your referral program since it’s where your network can view jobs, as well as direct their network.
However, one of the most common practices in referral programs are the rewards aspect. In fact, 48 percent of employees report that rewards would further motivate them to participate. So, creating a program that rewards employees for their efforts is a great way to boost participation rates.
There are also additional methods to consider once the employee referral program has launched. For instance, gamification is a great way to create healthy competition among teams. Mobile capabilities ensure members of your network can view and then promote jobs from any device. Following-up and automation are also proactive measures employers can use to keep programs on track. These methods combined create a strong employee referral program, leading to better applicants and even better hires.
Please note: This webcast does not qualify for certification credits.
A superior process for securing top talent is a strategic imperative for any organization. In recent years new technologies, advances in employee assessment software, selection techniques, and market influences have caused talent acquisition professionals to re-think their talent selection strategies and processes.
Building a superior hiring process requires consideration of job profile, assessment tools, proper interviewing techniques and a rock solid reference checking process. And of course the talent selection process doesn’t end with a hire. The best hiring companies use detailed analytics to help improve your Return on Hire™ and create continuous improvement to the process.
Learn how a collection of talent selection tools can drive incremental predictability to your hiring process and ultimately:
• Dramatically improve quality of hire
• Simplify your hiring process
• Add data to your selection decisions
• Reduce legal risk from poor hiring practices
• Develop a feedback loop for constant improvement.
We all know it takes more than just skill to succeed yet when it comes to hiring, employers act like that’s all it takes. Interviewers commonly assume an applicant's skill level is the most reliable indicator of his performance level when it’s not. This approach has a long history of producing hit-and-miss hiring results. Many hiring mistakes can be traced back to interviewers who use the wrong criteria in deciding what makes someone a high achiever.
Assessing applicant motivation is not a new concept however assessing it correctly may be new for many interviewers since fewer than 20% have ever been properly trained on how to select the best. Unfortunately, in many companies, hiring is one of those job duties that any manager is allowed to do…and keep doing, even if they’ve not very good at it.
This fast-paced seminar takes a look at the gaping holes in the employee selection process that allow marginal job performers to be mistaken as good hires when they really aren’t. It also provides pointers on how to close these holes and improve quality-of-hire.
Also included is an introduction/overview to motivation-based interviewing (MBI), an interviewing method specifically developed for identifying high achievers. MBI assesses more than just an applicant’s skill. It also assesses the other two components common to all high achievers that enable them to achieve above-average results – attitude and passion. It can be used to fill every job opening, requires no extra interviewing time, and is easy-to-learn. It is important to understand where the employee selection process is going awry and fix it. And if you don’t…you WON’T improve your quality-of-hire!
As new and old internet users spend more time on the web viewing videos from movies to recorded webinars, we’re becoming accustomed to the video technology. Recruiting can use this growing trend to more effectively interview candidates by introducing video earlier in the process where it has not been traditionally cost-effective to arrange visually meeting the candidates.
Traditional interviews frequently begin with a resume and then lead into a phone interview. At no point in these two screening phases does a decision maker have the chance to see a candidate and have a visual on how they respond to various questions. This can lead to having to invite several “qualified” candidates to a final face-to-face because the hiring team was not able to gather enough information to determine the top handful of candidates.
Video technologies such video interviewing are changing the landscape of the information that can be gathered during the screening step in the interview process. Decision makers can now incorporate key hiring criteria such as culture fit and personality type, items that were traditionally left to the face-to-face interview towards the end of the process. The ability to gather this information earlier allows for a more streamlined interview process that ensures a higher quality candidate reaching the final interviews. The added information also reduces the risk of making a poor hiring decision which can lead to high turnover.
This session will share the various ways in which video interviewing can be used to provide the hiring team access to more information about their candidates earlier in the process.
Employer Branding is a trend that has gained in importance and relevance over the past decade or so, and has never been more significant in this age of what can best be described as Employment Consumerism. There are a number of related factors that are coming together in a ‘perfect storm’ that will compel organizations to act, not the least of which are economic development and shifts in demographics. Organizations will need to fine tune their talent acquisition strategies at all levels – entry level, campus and experienced hires – to ensure they are able to attract top candidates as the economy grows and qualified, available candidates will be in short supply.
This presentation will cover the 5 W’s – What is Employer Branding and Why is it relevant? Where and When to deploy you employer brand? and most important, How? While most HR Professionals have been exposed to Employer Branding (some more than others) and understand what it is and why it is an important component of the organization's recruitment strategies, this presentation will also offer additional perspectives on the ways in which HR professionals can work with other internal stakeholders to assess the health of their Employer Brand, how and why to champion the practice, and some of the benefits they could expect from a well executed EB strategy.
The presentation will also explore a range of Employer Brands, domestic and international, to provide participants with living, breathing brand examples. Where available, we will also explore relevant metrics that will be useful to measure the relevance of the brand samples.
Employers and recruiters have discovered a treasure trove of information on potential job applicants by using social networking sites and search engines. However, the unrestricted use of Web 2.0 by employers, human resources professional or recruiter for hiring is not without risks.
Just because something is online does not mean it is true or can legally be used. This session will examine the pros and cons of utilizing online data, including what is available online, discrimination issues, the use of legal off-duty conduct, privacy, accuracy and authenticity. The use of these sites also has an impact on recruiters as well. Through case studies, legal decisions and reviewing web sites, Recruiters and HR professionals will see visually how these sites work, what you may find, and the potential legal landmines and practical risks involved. The session will focus on strategies for getting what you need while minimizing potential complaints for discrimination or invasion of privacy. For example, the speaker will review simple steps employers can take to develop an in-house policy to mitigate privacy and discrimination concerns.
In addition, there will a discussion of the pros and cons of using third party background firms to provide this information, and the role of the federal fair Credit Reporting Act (FCRA) in the process.
The session will review the potential liability if an employer does not search this site, such as an increased risk of a lawsuit for negligent hiring. The session will also uncover how Web 2.0 is used fraudulently, such as fake degrees and phony references. Participants will learn steps to take to avoid being the victim of phony credentials obtained over the web.
Like many industries, the recruiting business over the last handful of years has seen a boost from social media and technology innovations, making it more complex, with candidates even more segmented across the web. But how effective has social media really been for recruiting so far? In comes the data! The story of a hire is about looking at the number of sources a candidate comes from when applying, the number of times they apply and the time it takes to get hired. Most job candidates don’t apply on their first visit to a company’s career website – so you need to be sure to capture them while they are there.
Companies need a multi-channel marketing strategy for their jobs that uses analytics to measure the effectiveness of those channels so they can adjust their strategy in real time. The problem most companies have with their recruitment marketing is simply not doing enough. Having your jobs on a couple job boards, your career site and maybe a social channel or two is not a true strategy. Companies must understand all the online channels where candidates spend their time and create a marketing strategy around that to attract top talent, engage with candidates, and measure results.
In this session, Will Staney, Director of Recruiting and Strategic Programs at SuccessFactors, uses aggregate data from over 100 companies across several industries to show which trends are working and how using a multi-channel marketing strategy with analytics to measure the effectiveness of those channels can help companies adapt by adjusting their strategy in real time.