Joberate spins off social media recruitment technology into new company Candarine.
Looking to focus exclusively on its mission to help society better understand job-seeking behaviors of the global workforce, Joberate has separated from its social media recruitment technology. The product development paths of the two technology platforms are not naturally aligned, and the aggregate capital requirements to fund both technology platforms simultaneously are onerous. Therefore, Joberate leadership completed a management buyout of existing Joberate shareholders in order to spin off the legacy social media recruitment technology business into a new company called Candarine.
Candarine was created for recruiters by recruiters. The company has built a social media recruitment technology and services platform with a clear mission, to help companies across the world to attract the best talent. Candarine’s technology and services offerings became an award-winning combination of integrated marketing and sales tools designed purely for recruitment. In fact, Candarine has already helped clients in more than 50 countries leverage social media as a sustainable complement to their recruitment strategy.
CEO’s Letter: Announcement from SharedXpertise
I would like to take moment to announce the departure of Faye Holland, our Managing Director for the EMEA and APAC regions and the Global Executive Director of the HRO Today Services and Technology Association (formerly HROA). Faye has been with SharedXpertise for more than five years and made a great contribution to our organization and to the larger HR community through her dedication and commitment
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Efficient utilization and management of a contingent workforce remains an area of focus for human resources leadership across all organizations. Due to ongoing issues with worker misclassification, the emerging impact of the Affordable Care Act, globalization, and cost savings pressures, this segment of the workforce is also being evaluated by procurement, legal, finance, and C-level stakeholders
It’s actually the complexity of SOW projects that make them ideal for vendor management systems.
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Many organizations believe that vendor management systems (VMS) are only appropriate for the management of straight time-and-material engagements, and that statements of work (SOW) are just too complex for the software to handle.
SOWs are often viewed as in a different class, with many variables and higher fees
Three considerations to follow when bringing in third-party recruiters.
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While many organizations would prefer to use their internal recruiters to fill jobs, the reality is that they sometimes need to supplement these efforts with outside resources. In fact, according to a survey from the Novo Group, 80 percent of companies use third-party agencies or recruiters for help with hard-to-fill positions
Nine techniques for finding better candidates.
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How do today’s top candidates hear about jobs or learn about leading-edge companies? Well, it’s certainly not through print or radio ads—the popular choice more than a decade ago. Nowadays, Jay Floersch, solutions architect for Aon Hewitt, says that candidate behavior is the driver for new sourcing avenues, which reflect the modern multi- faceted manner of today’s job seeker
Treat your employees like your clients,
and see satisfaction and productivity rates rise.
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Most organizations measure their success solely based on how they are satisfying the needs of their customers. But there is a new approach to consider: Forward-thinking firms are introducing a mindset that views employees as the consumers.
Taking an employee services approach—one that views employees as consumers—requires organizations to better understand employees’ expectations and to rethink how they deliver service their workforces
Pre-hire assessment tools that mine data
deliver true gold: the right candidate for the job.
By Ray Bixler
In today’s war for talent, finding qualified workers is becoming increasingly difficult. In fact, a recent study by Leadership IQ tracked 20,000 new hires and found that 46 percent failed within 18 months. The cost to replace an employee ranges from 50 to 150 percent of a position’s salary. Plus, these totals do not factor in the indirect costs of lost sales opportunities, lack of productivity, and lowered morale. It is clear: Make the wrong choice and your new employee will most likely impact the growth of your business, damage your team’s morale, and cause involuntarily turnover. On the other hand, make the right choice and your new employee has the potential to help your business grow, stay longer, and help the company succeed.
With so much riding on making the right hire, HR has had a recent increased interest in pre-hire performance assessments. A recent issue of Forbes listed evolving assessment science as one of the nine hottest trends in HR technology, and The Atlantic featured people analytics on its December cover, and how it is “already transforming how employers hire, fire, and promote.”
Most HR professionals would agree that past performance is the best predictor of future performance. According to the International Journal of Selection & Assessment, its peer- reviewed, published research shows that organizations that utilize pre-hire performance assessment data in their hiring process achieve clear benefits:
- Anticipate future performance. The higher the performance assessment rating, the better the supervisor performance review once on the job.
- Reduce turnover. Organizations have experience first- year turnover reductions as high as 69 percent.
- Improve satisfaction. By selecting employees with a track record of exceptional customer service, overall customer satisfaction scores increased by an average of 16 percent year-over-year. But there are some underlying issues with the traditional ways of conducting pre-hire assessments. Perhaps the most widespread bias in hiring today occurs subconsciously.
In a recent survey of some 500 hiring managers by The Corporate Executive Board, 74 percent of respondents reported that their most recent hire had a personality “similar to mine.” Lauren Rivera, a sociologist at Northwestern, spent parts of the three years from 2006 to 2008 interviewing professionals from elite investment banks, consultancies, and law firms about how they recruited, interviewed, and evaluated candidates. She concluded that among the most important factors driving their hiring recommendations were shared leisure interests.
What executives should be considering is data collected though a standardized assessment process. Reports that include skills the candidates have mastered, what traits and behaviors they positively display at work, and where they have developmental needs should be reviewed during the hiring process. Reference Checking Reinvented For decades, recruiters and hiring managers attempted to gather behavioral insights on candidates by calling references. But this practice is becoming extinct for a variety of reasons.
- References rarely provide any meaningful feedback. A few years ago, a SHRM study confirmed that because most organizations and individuals don’t want to be held liable for saying anything defamatory, they say nothing at all aside from verifying dates of employment.
- The process is extremely inefficient. “You’re it” telephone tag can take weeks to complete.
- The method is scientifically flawed. The data collection process is not standardized and produces inconsistent results, even when the references actually respond.
Organizations now have to the option to assess candidates’ past performance from references in a way that overcomes the legal, logistical, and scientific shortcomings of dealing with references by phone. Web-based pre-hire performance assessments can be initiated in minutes and completed in less than two days with no recruiter or hiring manager intervention. Research has shown that well-designed pre-hire assessments that gather and manage multi-rater feedback electronically deliver an 85 percent response rate while also mitigating legal risk inherent in phone-based referencing.
Using self-assessments in another path to improve or validate hiring decisions. They are designed to measure cognitive ability, personality traits, and technical, job-related skills. These solutions have the potential to provide valuable insight into candidates during the hiring process, yet shortcomings exist. One of the biggest and most common challenges of self-assessments is they only offers the candidate’s perspective, which, in the end, may be flawed.
Personality tests also have their strengths, but there are several weaknesses:
Organizations are using behavioral science to increase employee satisfaction, retention, and leadership potential.
By Jason Taylor
Every employee within an organization has a career arc that is referred to as the employee life cycle. Some employees have a very short life cycle, while other employees find opportunities that fulfill their career objectives for the long term
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By Paul Horalek
2014 brings with it a bevy of new regulatory changes and compliance measures, and these need to be addressed to avoid costly penalties. This is even more critical now as companies look to comply with mandates coming from the Affordable Care Act (ACA).
New guidelines like variable-hour tracking, summaries of benefits coverage and plan-reporting requirements will present significant hurdles for employers to follow
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