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The evolution of technology in recruitment has significantly transformed the way companies attract, engage, and hire top talent. Many innovative tools and platforms, from AI-powered candidate screening systems to sophisticated recruitment software, have driven this transformation. These are designed to streamline processes, automate time-consuming tasks, enhance efficiency, and ultimately deliver better hiring outcomes. In this blog, we will discuss the role of AI in transforming recruitment practices. We will also cover the many benefits of using recruitment technology, including streamlining and automation, facilitating remote recruitment, and providing data-driven insights. Lastly, we’ll delve into the challenges recruitment technology presents to the sector and the latest AI developments. This covers advanced candidate matching systems, gamified assessment tools, video interviewing software, recruitment marketing platforms, and future tech for recruiters. To understand the true impact of technology in recruitment, we should really start at the beginning. So, before we delve into the latest developments in tech, let’s start by taking a closer look at the rise of technology in recruitment! The rise of technology in recruitment Historical perspective on the use of technology in recruitment The recruitment industry has a rich history, with its roots dating back to ancient times. However, the arrival of technology significantly transformed the way recruitment is conducted. In the early days, recruitment was a manual process, heavily reliant on physical job advertisements, paper CVs, and face-to-face interviews. The birth of social media and the digital revolution marked a significant turning point, making recruitment a lot more interactive. The 1970s saw a shift in the recruitment landscape , with agencies transitioning from working with job seekers to working for companies. Large corporations began outsourcing their recruitment processes, marking the beginning of the modern recruitment industry. Shifting from traditional methods to tech-driven strategies The rise of the internet in the late 20th century brought about a seismic shift in recruitment strategies . The traditional methods of newspaper advertisements and walk-in interviews gave way to online job portals and email applications. Advancements in tech have led to cloud-based recruitment technology and Applicant Tracking Systems (ATS) , which automated, improved, and streamlined the recruiting process. Today, technology has revolutionised how employers and recruiters find potential candidates. The shift from traditional methods to tech-driven strategies has been facilitated by a host of innovative platforms and tools designed to enhance efficiency and deliver better hiring outcomes. The role of AI in modern recruitment practices Artificial Intelligence (AI) has transformed HR and the recruitment industry, reshaping traditional practices and introducing new efficiencies. AI helps automate data collection and analysis, enabling recruiters to efficiently process large volumes of information and identify potential red flags or discrepancies. This has significantly reduced the time-to-hire and improved the quality of hires. AI recruitment can also minimise hiring bias. By focusing on objective criteria, AI provides a more comprehensive and fair assessment of a candidate’s background. This has led to more diverse and inclusive workplaces, which are known to foster innovation and drive business performance. Moreover, AI has revolutionised the candidate sourcing and pre-selection stages of the recruitment process. AI-powered tools can sift through thousands of resumes in a fraction of the time it would take a human recruiter to identify the most suitable candidates based on the job requirements. This streamlines the recruitment process and ensures that no potential candidate is overlooked. AI is also transforming the way recruiters engage with candidates. AI-powered chatbots, for instance, can provide real-time responses to candidate queries, improving the candidate experience and freeing up recruiters to focus on more strategic tasks. Overall, AI is playing a pivotal role in modernising recruitment practices, driving efficiencies, reducing bias, and enhancing the overall quality of hires. As AI technology continues to evolve, its impact on the recruitment industry is set to grow, offering exciting possibilities for the future. How AI and new tech for recruiters are transforming the hiring process The role of AI in candidate sourcing, screening, and engagement AI has technology in recruitment and here’s how: AI-powered recruiting uses algorithms to locate specific keywords in an applicant’s resume , thus helping hiring managers in intelligent candidate screening. This process, often referred to as ‘semantic search’, goes beyond simple keyword matching. It understands the context and the intent behind the words in a resume, allowing it to match candidates to job descriptions more accurately. This has significantly reduced the time-to-hire, with some companies reporting a 70% reduction in hiring time . Moreover, AI’s role in candidate screening extends to the evaluation of a candidate’s soft skills, such as communication and teamwork. By analysing a candidate’s language use, tone, and speech patterns, AI can provide insights into these crucial yet often overlooked aspects of their profile. The use of predictive analytics in making informed recruitment decisions Predictive analytics is a powerful tool that is revolutionising the recruitment industry. By analysing historical data, predictive analytics can help recruiters make more informed decisions about which candidates are likely to succeed in a particular role. This streamlines the recruitment process and ensures the best candidates for each role are selected. Predictive analytics works by identifying patterns in past recruitment data and using these patterns to predict future outcomes. This could include predicting which candidates are most likely to accept a job offer, which will perform well in a role, or which candidates will likely stay with the company in the long term. One of the key benefits of predictive analytics is that it can significantly improve the quality of hires. By accurately predicting a candidate’s potential for success and fit within the organisation, predictive analytics can contribute to higher employee retention rates. Hiring candidates who are more likely to thrive in their roles enhances job satisfaction, engagement, and long-term commitment. Moreover, predictive analytics can help companies forecast hiring needs based on growth projections and employee turnover rates. This allows companies to proactively source candidates and reduce the time to fill critical roles. The role of chatbots in improving the candidate experience Chatbots are transforming the recruitment process, particularly in the initial stages. These AI-powered tools can provide instant responses to candidate queries, provide updates on the application process, and schedule interviews. They can even interact with candidates in real-time, answering queries and providing information about the company and the role. This improves the candidate experience and allows recruiters to focus on more complex tasks. Chatbots can analyse resumes and profiles, match candidates to suitable roles, and provide immediate feedback. This automation reduces manual effort for recruiters by automating repetitive tasks such as sending reminders, providing application process updates, shortening time-to-hire, and ensuring only the most qualified candidates proceed to the next stage. The benefits of using recruitment technology Streamlining and automation Technology in recruitment has the power to streamline administrative tasks, freeing up valuable time for recruiters. With the help of AI and automation, tasks such as scheduling interviews, sending follow-up emails, and updating candidate information can be handled efficiently. This allows recruiters to focus on more strategic aspects of their role, such as building relationships and developing effective recruitment strategies. Facilitating remote recruitment With the rise of remote work, technology has made it possible to recruit candidates worldwide. Video interviewing tools, virtual job fairs, and online onboarding programs have made recruiting, hiring, and onboarding candidates remotely easier. This expands the talent pool and allows companies to hire the best candidates, regardless of their location. Providing data-driven insights Technology in recruitment also provides valuable data-driven insights that can help improve the recruitment process. For instance, analytics can provide information on the most effective recruitment channels, the average time-to-hire, and the quality of hires. These insights can help recruiters make informed decisions and continuously improve their recruitment strategies. In conclusion, the use of technology in recruitment offers numerous benefits, from streamlining administrative tasks and enhancing employer branding to facilitating remote recruitment and providing data-driven insights. As technology continues to evolve, its impact on the recruitment industry is set to grow, offering exciting possibilities for the future. The challenges of using technology in recruitment Potential for bias in AI recruitment tools While AI has the potential to reduce human bias in recruitment, it’s not entirely free from bias itself. AI algorithms are trained on data that may contain inherent biases, and these biases can be perpetuated and even amplified in the recruitment process. For instance, if an AI tool is trained on data from a company that has historically hired a certain demographic of candidates, the tool may favour similar candidates in the future, potentially excluding qualified candidates from diverse backgrounds. One example is when a hiring manager favours candidates with a specific education (a Harvard graduate over one from Oxford). Suppose the AI algorithm is taught that these are the only worthwhile candidates. In that case, it will exclude more qualified candidates if they don’t graduate from Harvard. In this way, unconscious bias can easily be trained into an AI recruitment tool. The risk of over-reliance on tech and loss of human touch While technology can streamline the recruitment process, there’s a risk of over-reliance on these tools at the expense of human interaction. Recruitment is not just about matching skills to job requirements; it’s also about building relationships and assessing cultural fit , which requires human judgment. Over-reliance on technology can make the recruitment process feel impersonal for candidates, potentially impacting a company’s employer brand. Challenges in keeping up with rapidly evolving technology trends The pace of technological change presents another challenge. As new tools and technologies emerge, recruiters need to update their skills and knowledge to stay ahead continually. This requires ongoing training and development , which can be time-consuming and costly. Additionally, implementing new technologies can disrupt existing processes and require significant change to management efforts. Thinking machines are as smart as people We tend to think machines and AI-powered tools are as intelligent as humans because they work so well. But they are only as good as their most recent update or how well they process data that day. We need to be aware of our own inherent bias of thinking machines are as smart as we are. How many times has Google Maps taken you the wrong way, and you followed it because it told you to, even though you knew it was wrong? While we can rely on AI technology in recruitment to help us in many ways, we need to remember that it doesn’t have the complex thought process humans do. It will never truly understand how years of experience in several different roles and fields can make a candidate a better choice for a position over someone that has followed a linear career path. AI doesn’t understand nuance. Recruitment technology should always assist us, not replace human intelligence. While technology offers numerous benefits in recruitment, it’s important to be aware of potential drawbacks. By understanding these challenges, companies can take steps to mitigate them and ensure that they leverage technology effectively in their recruitment processes. The latest developments in recruitment technology Candidate matching systems Advanced candidate matching systems, also known as applicant tracking systems, or ATS are becoming increasingly sophisticated, using AI and machine learning to match candidates to job vacancies with greater precision. These systems can analyse a wide range of data, including skills, experience, and even personality traits to find the best match. These systems can analyse a wide range of candidate data beyond just skills and experience. It can also look at personality traits, cultural fit, and even career aspirations. This comprehensive analysis allows for a more holistic assessment of candidates, leading to better matches and ultimately better hiring outcomes. ATS are highly scalable, making them suitable for companies of all sizes. They can handle large volumes of data and can be used to screen thousands of resumes in a short time. This makes them particularly useful for large-scale recruitment drives. Gamified assessment tools Gamified assessment tools are a new trend in recruitment technology. These tools use game elements to assess a candidate’s skills and abilities in a fun and engaging way. They can provide valuable insights into a candidate’s problem-solving abilities, creativity, and teamwork skills. This recruitment technology is an interactive way to assess an applicant’s technical knowledge and soft skills, making the process more enjoyable and attracting top talent. It can also help to differentiate a company from its competitors, enhancing its employer brand. Some people can talk a big game, but don’t always have the skills to back up what they say they can do. While other candidates may lack the ability to sell themselves in interviews but are very technically skilled and highly qualified. Gamified assessment tools give recruiters and employers a chance to see for themselves what candidates are capable of. They can also provide a more objective assessment of candidates, unlike traditional interviews, which can be influenced by unconscious bias. Gamified assessments provide a standardised measure of a candidate’s skills and abilities. Video interviewing software Video interviewing software is becoming a standard tool in the recruitment process, especially with the rise of remote work. Platforms like HireVue , Harver or even Teams allow recruiters to conduct live interviews with candidates anywhere in the world, but they can also record interviews for later review and use AI to analyse candidate responses. Video interviewing software is particularly beneficial for remote onboarding. It allows companies to conduct interviews, provide company orientations, and even conduct training sessions remotely. This is especially important for onboarding a global workforce, as it allows companies to reach candidates regardless of their geographical location. This not only saves time and resources but also allows companies to tap into a wider talent pool. This technology can also play a significant role in boosting diversity and inclusion, by allowing companies to interview candidates from all over the world, eliminating geographical barriers and opening opportunities for people who are restricted to working from home due to medical reasons, carer responsibilities or physical limitations. Recruitment marketing platforms Recruitment marketing platforms are emerging as a key tool in attracting top talent. These platforms allow companies to create engaging employer brand content and distribute it across multiple channels, including social media , email, and job boards. They can also track the effectiveness of recruitment marketing campaigns and provide insights to improve future efforts. By distributing content across multiple channels, recruitment marketing platforms help companies expand their reach and engage with a wider pool of potential candidates. Whether it’s through social media, email, or job boards, these platforms ensure that a company’s brand and job opportunities are visible to as many people as possible. Recruitment marketing platforms also provide valuable data and analytics that can inform recruitment strategies. They can track the performance of different content types, channels, and campaigns, providing insight into what works best for reaching potential candidates. This data can be used to refine recruitment strategies and make them more effective. The future of recruitment technology Looking ahead, we can expect to see further advancements in recruitment technology. For instance, augmented reality could be used to provide virtual office tours, giving candidates a more immersive experience of the company culture. Additionally, blockchain technology could potentially be used for verifying candidate credentials, ensuring the authenticity and accuracy of the information provided by candidates. The latest developments in recruitment technology are set to revolutionise the recruitment process, making it more efficient, effective, and candidate-friendly. As these technologies continue to evolve, they will undoubtedly shape the future of recruitment. Conclusion The role of technology in recruitment has seen a significant evolution, transforming the way companies attract, engage, and hire top talent. From advanced candidate matching systems and gamified assessment tools to AI recruitment tools, chatbots and recruitment marketing platforms, technology is reshaping the recruitment landscape. These technologies offer numerous benefits, including increased efficiency, improved candidate experience, and enhanced ability to reach a wider pool of candidates. They also provide valuable data and insights that can inform recruitment strategies and decision-making. In this context, working with tech-savvy recruiters becomes a strategic advantage for both candidates and companies. Technology recruiters , adept at leveraging the latest recruitment technology, can streamline the hiring process , ensuring that companies find the right fit efficiently. They utilise technology in recruitment to its fullest potential, from AI recruitment tools for intelligent screening to tech for recruiters that assists with candidate engagement and onboarding. For candidates, these recruitment agencies offer a seamless and engaging experience, often enabled by AI and other innovative technologies. They ensure that candidates are matched with roles that align with their skills, experiences, and aspirations, thereby improving job satisfaction and retention in the long run. However, while the benefits of technology in recruitment are clear, it’s equally important to maintain a balance with traditional, human-led strategies. Technology can support and enhance the recruitment process, but it can’t replace the human touch. Personal interactions, intuitive judgement, and relationship-building are central to recruitment and still play a crucial role. As we move forward, recruiters should embrace the opportunities that technology offers, while also recognising the value of human connection. By striking the right balance, they can leverage the best of both worlds to attract the best talent. In the ever-evolving world of recruitment, staying abreast of the latest technologies and trends is key. It’s clear that technology will continue to play a pivotal role in shaping the recruitment industry. However, it’s the combination of technology and human insight that will truly drive success in recruitment. This post was written by: Charlotte Bosley-Plumb, Content Marketing Coordinator Source: https://www.airswift.com/blog/technology-in-recruitment

Building a culture of learning within your organisation is more than just a trend; it's a strategic imperative in today's dynamic business landscape. It has been found through LinkedIn's research that employees who dedicate time to learning are less likely to experience stress by 47%. They are also 23% more equipped to handle significant responsibilities and are 39% more prone to feeling productive and successful. This highlights that fostering a culture of learning is no longer a luxury, but an essential component for businesses. While businesses are gradually acknowledging this and investing in learning, it is essential to understand the benefits of creating a culture of learning and how to enable it without imposing it upon employees. Why is it important to have a culture of learning? Having a culture of learning within an organisation is essential for various reasons. Adaptability: Learning enables organisations to adapt quickly to new technologies, market trends, and consumer behaviours. By continuously upskilling employees, organisations can respond effectively to changes, staying ahead of the curve. Innovation: A learning culture fosters creativity and innovation. When employees are encouraged to explore new ideas and approaches, it cultivates an environment where innovation thrives. This leads to the development of innovative solutions to challenges, driving business growth. Employee Engagement and Satisfaction: Investing in employee development and growth leads to higher levels of engagement and job satisfaction. Employees feel valued when organisations prioritise their development, leading to increased loyalty and retention. Leadership Development: Providing opportunities for employees to develop leadership skills and take on new responsibilities helps build a pipeline of talent for future leadership roles. This ensures continuity and sustainability within the organisation. Competitive Advantage: Companies with a strong learning culture are better positioned to maintain a competitive advantage. By continuously investing in employee development, organisations can stay ahead of competitors and drive innovation in their respective industries. How to facilitate a passion for learning at your organisation? Here are six strategies to foster a culture of continuous learning: 1. Embrace self-managed learning: Encourage employees to take ownership of their learning journey by shifting from a managed-learning approach to self-directed learning. This shift fosters a continuous learning cycle, igniting an active interest in their personal growth and development, rather than feeling like training is pushed onto them. It's important to emphasise the "why" behind learning initiatives and provide platforms for self-paced courses and training to support their autonomy and engagement. 2. Empower employees to take initiative: Provide access to diverse learning resources and recognize and reward proactive learning behaviours. Foster a supportive environment where knowledge sharing is encouraged and allow employees to design their own learning initiatives individually or as a community. 3. Involve management: Our survey indicates that incorporating the support of line managers and senior executives can bolster the learning culture and align learning with the corporate vision. It was found that companies tend to excel when line managers actively encourage learning, and senior executives are involved in internal communications. It is advisable to urge senior leaders to emphasise the significance of learning and establish connections with employees to gain a better understanding of their needs. 4. Recognise learning achievements: Implement recognition programs using badges or gamification to acknowledge individual achievements. Ensure that recognition encourages skill development and genuine enthusiasm for learning. 5. Build ecosystems for collaboration: Establish internal learning networks to facilitate collaboration and knowledge sharing among employees. Encourage employees to connect with others who share similar interests, passion, and expertise, reducing the need for external mentors or coaches. 6. Set a multi-pronged approach: Offering employees diverse avenues to explore their interests is crucial for fostering continuous learning. Provide opportunities for personal growth beyond job-related skills to fulfil individual aspirations. Incorporate dynamic elements like case studies, real-life scenarios, and cutting-edge technology to elevate learning experiences along with cross-functional collaboration, work-life balance, and participation in corporate social responsibility initiatives. These elements collectively contribute to a holistic approach to learning and development within the organisation. Ignite the passion for learning in your organisation Nurturing a culture of learning is not only vital for continuous employee development but also for sustaining business growth over time. One effective way to begin is by conducting an Employee Experience Survey, which can help you grasp your employees' career aspirations, personal growth objectives, and current motivations. Armed with these insights, create an environment conducive to growth and development to help employees progress. Prioritise a holistic learning approach that allows employees to explore their preferred learning methods, while also breaking down barriers and fostering supportive networks with mentors, coaches, and senior leaders. To build a passion for learning, it's crucial to empower employees to take ownership of their learning journey, involve management in supporting the learning culture, recognise and celebrate learning achievements, and create collaborative ecosystems for knowledge sharing. By accentuating learning and development, businesses can foster a thriving environment where employees are motivated to innovate, grow, and succeed collectively, ensuring resilience and longevity in today's dynamic marketplace. If you need help turning your learning vision into reality, get in touch with our TalenTeam experts. Source: https://talenteam.com/blog/how-to-build-a-culture-of-learning-at-your-organisation/

Great leaders inspire teams to higher levels of productivity and create cultures of excellence through employee engagement Good leaders can be the glue that holds a workplace together. Almost everyone has had the opportunity to work with fantastic and not-so-great leaders. If your leadership skills are lacking, there's a way to improve them. Enter John Maxwell's “ 5 Levels of Leadership .” John Maxwell has trained more than five million leaders in 180 countries, developing leaders at all levels. Ascending the 5 Levels of Leadership can give you a boost in the job market and help you to stand out from the crowd of other job seekers. What are the 5 Levels of Leadership in order? Without further ado, let's dive into the 5 Levels of Leadership from bottom to top. Position Permission Production People development Pinnacle Your goal is to attain the Pinnacle level. But how do you get there? Well, simply start at number one and work your way through each phase. 1. Position This is a leadership position that's often handed to you by a higher-level leader. It is an earned position and you have some sway over what staff do, but not much. If the company has a progressive discipline policy, you can hold that over your subordinates. None of this is a bad thing. Remember, the expert at anything was once a beginner, so this is your beginning. With a little more work, you can start to fine-tune the type of leader you want to be and climb the leadership ladder to gain more authority. 2. Permission You may think that you don't need permission to be a leader, but you really do if you want to succeed. This leadership level is all about building relationships with those you want to lead, so that they trust you and give you permission to tell them what to do. Sharpen your people skills by treating staff as individuals who matter, rather than just cogs in the machine. When the people you lead feel like you care about them, they will do more than simply obey your commands. You'll see that they are actually following you because of the positivity you emanate. This means you'll start to have influence over others. 3. Production As you progress toward the top leadership level, you'll go through the “production” phase. Here, you leverage the relationships that you built during the “permission” phase to inspire the people under you to produce, to work, to achieve results. There's a lot of collaboration at this level, often cross-functional collaboration, that affects results that impact operations and revenues. Once you get to the point where you can make things happen, your true abilities as a leader will shine. Conversely, if you're not meant to be a leader ( that's okay, not everyone is meant to be a leader ), this is the level where that will become apparent. 4. People development By now, you've learned to build relationships that inspire productivity. That productivity has reached a point where it affects the organization as a whole. Now, your goal is to build up your staff so that they can become leaders, too. Recognizing top talent and stewarding their career progression not only helps that individual staff member, but also elevates the team as a whole. 5. Pinnacle At this point, you've invested so much time into leading and growing others that you've built an entire pipeline of leaders. According to Maxwell, “ Level 5 leaders are judged by the caliber of leaders they develop, not by the caliber of their own leadership. ” Don't let the achievement of this top leadership level go to your head. If you lose focus or start to think you're all that, you can fall back to lower leadership levels. There's always something else to learn, more strategies to build, and more people to develop. At the “pinnacle” level, you'll be approached for insight and may have others request that you conduct workshops on being an effective leader. Remember where you started and what made you successful. Use your journey to inspire others. You can get there - here's how Knowing the definition of each level is only the tip of the iceberg. Progressing through each level takes action and hard work. Here are some tips for leadership success: Each level builds on the previous Once you've been appointed to your first management (i.e., leadership) position, it's time to start deciding what type of leader you want to be. In other words, to find your leadership style. There are seven management styles for you to choose from: Top-down Engagement-focused Democratic Lead-by-example Inspirational Coaching Transactional As you learn what works best for you, put that to use so that you can progress to the next level of leadership. Once your subordinates start to give you permission to lead them, and then you progress into building leaders of your own, leverage your personal management style to fuse everything you learn throughout the 5 levels of leadership. Put forth the effort As you now know, the first level of leadership doesn't afford you much authority other than holding discipline over your crew. However, the further up the leadership ladder you climb, the easier you'll find it to lead. The people under you will want to please you and be recognized as leaders themselves. You're often appointed to a level-one leadership role During level two, continue to sharpen your chosen management style by working one-on-one with staff and offering performance feedback While you work through level three, define production goals that you want staff to achieve and delegate responsibilities based on team member acumen As you move into level four, you could develop performance-based programs that allow staff to grow Once you get to level five, keep practicing your leadership skills; continue to grow your staff members into leaders and teach them how to cultivate leaders, too. Before you know it, you'll be responsible for sowing generations of leaders. Invest time and hard work Reaching the pinnacle leadership level takes significant time. Most people won't choose to follow you overnight. They need proof that you're a good leader, an empathetic manager, and someone who cares about what happens to them. The best way to reach your leadership goal is to take on as many leadership assignments as possible. This may even mean stepping outside of your normal job duties or working longer hours to complete some special projects. Go up slow, go down fast It may take a lot of time to ascend the leadership mountain, but it doesn't take that long to fall off of it. If you reach level four and fail, you'll likely only fall back to level three; however, you'll start all the way over in level three. Never stop working on your leadership skills and management style. Being a leader is your life now, not just something you do as a part of your job. Why effective leadership is important John Maxwell said, “ The pessimist complains about the wind. The optimist expects it to change. The leader adjusts the sails. ” Being an effective leader isn't just about getting people to do what you tell them, so that the business can make more money. Your responsibility as a leader is to harness the appropriate resources to make your team and the people in it achieve success. Challenge the status quo One very important thing that leaders do is inspire change. The world changes almost daily in some industries. Those sweeping changes require someone who can keep up and make appropriate recommendations to management. A great leader earns executive management buy-in for innovation and then guides their team through new processes and procedures. Solve problems and resolve conflicts Not only should a great leader be concerned with keeping up with industry changes, but he or she should also lend empathy to conflict among staff. Treating employees like they're important human beings will help to elevate you into a more trusting position, allowing you to reach the next level of leadership. Set goals and fuel productivity As a leader, you want to prove your salt by maintaining consistent productivity. The best way to do that is by inspiring your team to do well. By setting clear goals and creating roadmaps that guide staff through assignments, you'll help to keep them on track and improve productivity. Empower staff through mentorship Without employees, businesses would fail. Leadership levels three through five focus on shaping future leaders. By acting as a mentor and teacher, you can train staff members to achieve organizational goals and become leaders themselves. This builds your network and propels your own leadership career forward. The proof is in the pudding In order to show leadership, you must be able to demonstrate results. Your resume is a perfect place to quantify and qualify leadership achievements. You should be writing an achievement-based resume already, so adding in some leadership bullets shouldn't be a stretch. As you read through job descriptions, you'll be able to tell what the prospective company needs in a new leader. Translate your experiences into actionable phrases that you can use, that will speak to the new company's needs. A people example Perhaps you find a job that needs someone who can shut down a revolving door staffing problem. This is a great opportunity to discuss your ability to collaborate cross-functionally and prioritize employee engagement to champion improved productivity. It would be even better if you could talk about some sort of engagement activity or incentive that you created that improved employee retention. A productivity example If the job you want to apply for needs someone who can turn around failing projects, you could mention an ability to rally the troops and create strong team morale through clearly articulated goals. It's also a perfect place to talk about your ability to recognize top talent and delegate responsibilities based on what people do best. You may not be in a leadership role yet, but you can get there if you focus on building up the people around you. Then, when you start to seek out manager, leader, and executive positions, use the things you've achieved as you progressed through the 5 Levels of Leadership to make your resume shine. Of course, if you need help with that last part, TopResume has a team of professional resume writers standing by with years of experience in crafting compelling leadership resumes. Why not submit your resume for a free resume review , to see how it stacks up? Source: https://www.topresume.com/career-advice/ascend-the-5-levels-of-leadership

When it comes to recruiting, finding the perfect “fit” can be both time-consuming and costly. On average the cost per hire of $4,700 , this means organizations face a significant risk from rapid turnover cycles and lengthy hiring processes. Fortunately, there is a solution that can help hire top talent efficiently: pre-employment assessments. Pre-employment assessments give employers the opportunity to evaluate hard skills, soft skills, and various characteristics to build a data-driven candidate profile. The results provide recruiters valuable insights into applicants and their alignment with the position they are applying for. Still unsure about the value of implementing assessments in your hiring process? Keep reading, as we explore the ways your company can benefit from assessing candidates. What Are Pre-Employment Assessments? Pre-employment assessments are an accurate way for organizations to measure the suitability of a candidate for a specific role. It can involve evaluating various aspects of the individual, such as skills, abilities, knowledge, and personality traits. Assessments can take different forms such as written tests, situational judgment tests, personality assessments, and performance simulations. Pre-Employment Assessments & The Employee Lifecycle Assessments are an essential tool for evaluating the qualifications and abilities of job applicants. They can help employers look beyond the applicant’s resume and make data-driven hiring decisions. The use of psychometric testing delivers detailed insights into a candidate’s strengths, weaknesses, and potential fit within an organization. By incorporating assessments, recruiters can ultimately make data-driven decisions, increase hiring efficiencies, and improve organizational performance. Pre-Employment assessments can have a significant impact on the employee lifecycle by influencing various stages. Here are some ways job assessments can make an impact: 1. Streamline the Hiring Process The candidate screening and selection process can be time-consuming. According to SHRM , it can take approximately seven days to complete this stage of hiring. However, once you have a talent pool, assessments are the ideal method to filter applicants that suit the position. Pre-employment assessments, such as skills tests, cognitive abilities, and behavioral assessments, can help identify the most suitable candidates for a position. By evaluating candidates early in the process, organizations can make more informed hiring decisions, leading to improved hiring accuracy and better employee fit. 2. Increase Job Satisfaction & Performance When candidates are placed in roles that align well with their skills and interests, they are more likely to be satisfied with their job. Using assessments can contribute to a higher rate of job satisfaction, engagement, and a sense of purpose among employees. When an employee feels successful and valued in the workplace, they are more likely to remain loyal and develop with the organization. Job satisfaction is a critical factor in employee retention, as well as overall organizational morale and performance. 3. Employee Retention Reducing employee turnover starts with selecting candidates who are a good fit for the job. Pre-employment assessments can play a role in fostering a positive and growth-oriented workplace. By setting clear job expectations and providing skill development opportunities, employees feel supported and motivated to achieve their goals within the organization. When employees feel valued and in the right position, they are more likely to stay with the company long-term. Pre-employment assessments help identify a candidate’s suitability, ultimately leading to increased employee retention and cost savings associated with recruitment and training. Overall, p re-employment assessments influence employers to make informed hiring decisions, build strong teams, and foster employee development and retention. By implementing assessments, employers can enhance their talent acquisition strategies, leading to more successful and sustainable workforce outcomes. This allows them to minimize the costs and timeline associated with hiring without sacrificing high-performing candidates. Ready to incorporate assessments into your hiring strategy? Prevue offers a full suite of pre-employment assessments. Visit here or contact us to learn more. Source: https://www.prevuehr.com/resources/insights/how-pre-employment-assessments-make-an-impact/

From championing active listening to changing the way leaders define conflict. Experts share top tips for HR professionals to facilitate inclusive leadership in their organisations. The word ‘inclusivity’ is often bandied about in conversations about management. However, it’s one thing to aim for inclusive leadership, but another thing to actually achieve it. Often with the best of intentions, organisations miss the mark when it comes to developing and promoting inclusive leaders, which can impact the employee experience and significantly hamper an organisation’s end goal. At a virtual session at AHRI’s Diversity, Equity and Inclusion (DEI) conference last week, Karlie Cremin, Managing Director of Dynamic Leadership Programs Australia (DLPA), spoke about the things she believes HR professionals can do to facilitate more inclusive leadership practices in their organisations. Here are some takeaways from the session. 1. Be champions for active listening Self-awareness and active listening should be the starting points to inclusive leadership, says Cremin, as they provide a robust foundation to layer other skills onto. However, actively listening isn’t a skill we teach most managers. “Where organisations go wrong is thinking, ‘To be inclusive, a leader needs to be more empathetic, so I’m going to teach them to be more empathetic,’” she says. But it’s not necessarily possible, and certainly not efficient, to teach someone how to be empathetic. Instead, there’s an alignment between the goals of the speaker and the listener, so both parties are clear on what they’re hoping to achieve by having the conversation. “This gives the leader access to the empathy they do have,” she says. “If you’re really listening to someone, and really engaging with what they’re saying, you’ll naturally move towards recognising where they’re coming from and understanding how they’re feeling.” In a previous article for HRM, Dr Benjamin Symon, a simulation consultant at Queensland Children’s Hospital and a paediatric emergency physician at the Prince Charles Hospital in Brisbane, described active listening as “giving people the space to reveal what matters to them most”. “There’s a generosity of spirit in genuinely and compassionately giving someone else the time to express what they need to without intervening,” said Symon. He believes it’s equally important to understand the type of listening that’s needed from you, referring to research from Graham D. Bodie, Debra L. Worthington and Christopher C. Gearhart, which suggests there are four different listening styles. They are: Analytical listening – “This is when you’re trying to listen to a problem or a conflict with an open mind, and working to avoid any initial prejudices or taking a particular side,” said Symon. “It’s quite a slow, methodical and time-consuming process to listen in that way. It takes a lot of work, but it can lead you to unexpected conclusions.” Task-focused listening – This style prioritises efficiency and is about listening with a clear goal in mind. “It can be very effective in the right setting, such as in an emergency. If someone calls the fire department, for example, that team is going to want rapid and vital bits of information. They’re not really focused on how people are feeling right now. They want to know where the fire is, is anyone in danger, what’s the address, and how long is it going to take us to get there?” It can be a less effective style in situations where people need to feel heard, Symon added, as it often leads to listeners “exerting their authority to the point where they sabotage the speaker’s needs”. Relational listening – “This is when the listener is trying to understand the emotions behind the speaker to form a meaningful connection . “These are the conversations where you can walk away from a coffee with someone and have a better sense of where their emotional state is at, even if they haven’t explicitly named their feelings,” he says. Critical listening – “This is when the listener is assessing both the content of the conversation but also the reliability of the speaker themselves. That might sound judgmental, but it’s a really critical skill to have. “Let’s lean on a stereotype for simplicity. Say you went to a shady car dealership and you used relational instead of critical listening. You could be vulnerable to being taken advantage of.” Symon says the power of effective active listening lies in being able to match your style to the situation at hand. This is when inclusive leadership is unlocked. “Say a colleague comes to me and they’re expressing distress because they’re having conflict in their home life. By the sound of things, I need to switch to a relational listening style, where I’m paying attention to their emotions and helping them process that. “But if I instead start giving feedback on how they might be contributing to those problems, try to analyse what’s actually wrong with their relationship, or steer them towards getting to the point because I don’t see where this is going, I’m applying either critical, analytical or task-focused listening to the conversation when the speaker needs human and emotional connection.” An inclusive leader might explicitly ask what type of listening is required. “Sometimes I’ll say, ‘Before we go any further, can I just ask what you’re hoping to get out of this conversation? Do you need me to just listen or are you looking for advice or feedback?’ “We can free ourselves from being a psychic if we embrace an above-the-table approach to communication,” said Symon. “It’s often those hidden areas of communication that can have the most impact once we master them.” Learn how Ford benefits from running inclusive leadership listening circles. 2. Change leaders’ relationship with conflict Cremin believes effective inclusive leaders are those who help their people re-define the perception of conflict. “A difference of opinion is not a conflict. Even a robust discussion about a difference of opinion is not conflict,” she says. “It’s important to get your workforce to a place where they can engage with conflict differently, so we have freedom to express ourselves – and differences of opinion are an opportunity for change.” One way leaders can do this, according to Margit Mansfield , CEO and psychologist at Keogh Consulting, is to think about how they invite healthy dissent into their team meetings. Oftentimes, employees need to feel invited to share a different opinion or challenge their colleagues on a certain person’s perspective. And inclusive leaders can prompt this, says Mansfield, by asking questions like: If we never discussed this again, would everyone feel satisfied that we’ve examined every angle? Under what circumstances might this idea not work? When might it be a bad idea to implement this plan? Has anything been left unsaid? Is there something we’ve been avoiding? What about this plan could go wrong? “Divergent thinking improves the quality of decisions. Considering new perspectives means it’s more likely the final product will meet the end-user’s needs,” says Mansfield. “Creating a culture of healthy dissent will improve employee wellbeing and increase productivity. Even though it can feel uncomfortable, in the long run, it’s a win-win situation for both employers and individuals.” “The easiest way to shift culture… is showing you have a united leadership team, which is evidently committed to inclusivity.” – Karlie Cremin, Managing Director, DLPA. Further, leaders should resist the urge to resolve all differences, says Cremin. “Conflict resolution assumes there’s something broken, something to be fixed. Whereas, in an inclusive environment, we’re saying, ‘We’re all different. We want to embrace that difference and harness its value, so we get the benefits of thinking about things differently.’ “It’s okay to end with, ‘We have different opinions, but we can find a way forward that is unified for the organisation generally,’” says Cremin. Want to help your teams to adopt an effective approach to conflict management? AHRI’s short course on managing conflict and mediation will set you up with the foundational skills you’ll need. 3. Breaking down structural barriers Cremin says once foundational inclusive leadership skills are embedded, it’s then important to assess any organisational barriers that might be preventing this leadership style from being played out. “You can have the most inclusive leaders on the market, but if you have structural deficiencies, that leadership can’t be mobilised and [won’t] have an impact,” says Cremin. However, you don’t always have to reinvent the wheel. “My recommendation is starting with little things, particularly identifying structural barriers,” she says. “If you’re having high levels of attrition in a certain demographic, work out what’s causing this.” For example, are prohibitive processes or hierarchical structures preventing inclusive leadership practices from becoming embedded? Or perhaps your leaders are doing all the right things but your broader culture lacks the inclusivity that’s being preached at an executive level. Conduct an audit of the context that your inclusive leaders are operating within to ensure you’re setting them up for success. 4. Keeping inclusivity accountable “Absence of accountability will undermine anything you’re doing on the inclusive front,” says Cremin. “Without it, it’s unlikely you’ll have a great level of fairness and equity, and it’s unlikely people will buy into any DEI initiative that you’re rolling out.” Ensuring accountability might include having short and medium-term action plans outlining the steps you’ll take as a company in three, six and twelve months, for example, so you can map out the expected journey in a transparent manner. Training leaders to be inclusive is one of the quickest and most effective ways of changing culture, says Cremin. “The easiest way to shift culture – and in not too much time, as far as cultural change goes – is showing you have a united leadership team, which is evidently committed to inclusivity.” Source: https://www.hrmonline.com.au/leadership/what-defines-an-inclusive-leadership-practice/

As NAIDOC Week fast approaches, us mob often find ourselves being asked to take on extra responsibilities at work. It could be that we're asked to do a Welcome or Acknowledgement of Country - or requests to run cultural workshops. It could be getting asked a thousand questions by non-Indigenous colleagues when they could simply just google the answer. These extra responsibilities we take on are sometimes referred to as 'cultural load'. Some academics have labeled these extra responsibilities as exploitation, which mob are the victim of far too often. In an article published by The Conversation, academics make the distinction between cultural load and gendered and racial exploitation. “Overburdening Aboriginal women with unreasonable workload is not part of their job description and is not reflective of cultural responsibilities or cultural load. It is gendered and racial exploitation.” Cultural load can be better described as the invisible workload placed on Aboriginal and Torres Strait Islander employees to provide knowledge, education and support to their colleagues. The invisible workload placed on Aboriginal and Torres Strait Islander employees to provide knowledge, education and support to their colleagues is often done without any formally agreed reduction or alteration to their workload, or their salary. In fact, in a 2020 survey of more than 1,000 Aboriginal and Torres Strait Islander employees, 39 per cent said they carried the burden of 'high cultural load', which came in the form of extra work demands and the expectation they would educate others. Taking on extra responsibilities Kirli Saunders, a Gunai writer and artist, has experienced the impact of cultural load first-hand. "I've been asked to do things for free or at a rate that doesn't honour the workload that is going into that event," she told NITV. Ms Saunders says it can feel uncomfortable saying no to these extra responsibilities that are expected of mob. Author Kirli Saunders says that she's been asked to do things for free Credit: https://kirlisaunders.com/ "It can be really uncomfortable saying 'Sorry, I think my time is worth more money' or 'I would like to be paid for that event'. "It's rammed up at the moment during Reconciliation Week and NAIDOC Week but we're Blackfellas all year round. "With everything that's happening politically around the Voice, we're often asked to share personal opinions as well which is outside of our job descriptions. "There's this extra layer that comes with being a Blackfella that doesn't get asked of our peers." It's an experience common to many First Nations workers, one that their non-Indigenous counterparts often don't have to deal with. Richard Frankland is a Gunditjmara community worker, author and musician. He says that a lot of non-Indigenous employers may not realise they're placing an extra burden on their First Nations staff and speaks to the additional pressures it creates. "The difficulty that comes with cultural load is that a lot of our non-Aboriginal brothers and sisters for the most part don't see it," he told NITV. Richard Frankland says that a lot of non-Indigenous people don't recognise the cultural load that they're putting on their First Nations staff Mr Frankland also speaks to the pressures that come with cultural load. "It's created pressures where I don't need it,” he told NITV. “The pressure of discrimination, the pressure of navigating the dominant culture, the pressure of lateral violence, the pressure of transgenerational trauma.” From fighting for our rights to dealing with intergenerational trauma, there's no doubt that a lot of mob carry extra labour in our personal lives. Mr Frankland talks about what mob often have to navigate on top of living our everyday lives. "Many First Nations people are trying to reclaim language and culture, we're trying to reclaim ceremony and rituals. And we're caught up in things where there's lots of grief and lots of pain." This is why it is important that non-Indigenous people ensure that the extra tasks they are asking of mob doesn’t perpetuate trauma from centuries of colonisation. What can be done to prevent the workplace exploitation of mob and stop cultural load? Kirli Saunders says refusal can be a powerful tool. "If mob start to refuse those situations, then we set a standard. But it also sucks that we even have to do that in the first place." She puts the onus on organisations to compensate First Nations people when asked to take on extra work. "Prioritise First Nations people and culture in your budget lines, in your employment strategy and in your workplace. "Have a budget line that allows for cultural consultation. It should be something that's automatically included in your event planning, or in your workplace professional development. "A really important thing that we can be doing is being brutally honest with ourselves and saying, 'we're dropping the ball here. We could be doing a better job'." Richard Frankland also says that organisations need to actively do better. "Organisations and institutions need to create a sustainable, comfortable, safe framework, so that people are safe on the way to work, when they get to work and when they leave work." We know that we are inherently community minded, collective minded, and so our strength as a people has been predicated on that ability to interrelate with one another. And so I would sort of really flip the narrative and actually say that the onus is on workforces and societies to care for Blackfellas." Tips for mob Our energy should be used towards uplifting our communities, fighting for better and celebrating our people during big events in the calendar like NAIDOC Week, rather than taking on the emotional labour of educating colleagues. It can be exhausting and lead to burnout. Kirli Saunders offers her advice to mob who may be feeling the effects of cultural load or burnout during big weeks like Reconciliation Week or NAIDOC Week. "Call Aunty and have a cup of tea, spend some time outside, get out in the bush or in the ocean. Get grounded so that these big weeks don't rattle you." She also suggests sharing the load. "I like to call in more mob. I'll ask if can I bring in an Elder to do the Welcome. I'll ask if I can bring in brother boy who can teach dance while I teach writing. "Sharing that responsibility so that there's multiple opportunities for First Nations people." Mr Frankland also highlights the importance of self care. "Enjoy the beautiful moments that these weeks bring to us; celebrate the arts, celebrate the music, celebrate the togetherness. "Make sure your employer is aware of the additional workload and make sure you get some time out and that you have a mentor or someone you can debrief to." Source: https://www.sbs.com.au/nitv/article/cultural-load-means-mob-taking-on-extra-work-and-its-not-ok/7y4cayk6x

Starting a New Job? Don’t Make These 5 Mistakes Failing to ask questions and clarify expectations Talking excessively about a previous job or company Taking on too much work, too soon Ignoring corporate culture Keeping to yourself when starting a new job Just landed a new gig ? Congrats! Your stressful days of job searching and interviewing are over for now. But you have another big task ahead of you. Your first few months in the office set the tone for your future at the company and relationship with your coworkers. While it’s important to jump into the action and prove you are right for the role, you may not realize you’re making a few crucial, but common, mistakes when starting a new job. Making mistakes at work — especially when starting a new role — is par for the course. When you make a mistake at work, remember there’s a way to turn that misstep into a positive: Learn from it. In our continuing quest to help both job seekers and the companies that hire them, Robert Half asked more than 400 executives to name the biggest mistake new employees make within their first 90 days on the job. Following is a list of the top responses and advice on how to avoid them. Whether you’re a new graduate just launching your career or a seasoned professional making a career move, take heed of this advice to develop a stellar reputation when you start a new job. 1. Failing to ask questions and clarify expectations Not asking enough questions is viewed as the top mistake. No one expects you to know it all on day one. Learning the ropes of a new position is hard. That’s why you should not be embarrassed to ask things like, “What is the approval process for this initiative?” or even, “How do I set up my printer?” Requesting clarification lets your boss and colleagues know you’re eager to learn and get things right, while also being confident enough to ask for help. While you don’t want to bother colleagues with endless requests for assistance, most will be happy to show you the ropes (after all, they were once new employees, too). So instead of keeping quiet or remaining in the dark about something, take initiative to get the scoop from a coworker or your manager when starting a new job. 2. Talking excessively about a previous job or company The second biggest mistake noted in the survey cautions you to tread lightly when bringing up a past employer or project. Your new employer may not appreciate constant comparisons between your former and current position. Also, refrain from talking negatively about your old job, coworkers or boss — it’ll likely make people apprehensive about how you speak about them in the future. That being said, you don’t need to stifle your insights. If you can apply your experience at another organization to your new projects, share your thoughts freely — your expertise is a big part of why you were hired in the first place. If you’re just beginning your job search, we can help: UPLOAD YOUR RESUME 3. Taking on too much work, too soon A first impression is a lasting impression, so don’t bite off more than you can chew. When employees are starting a new job, many managers assign smaller tasks for a reason. It takes some time to familiarize yourself with a new company, colleagues and workload. At the beginning, it’s much better to focus on the work given to you (and do it well) than take on additional responsibility in an effort to impress your boss. Overextending yourself could lead to missed deadlines and mistakes. After you’ve met the whole team and understand your department’s and organization’s goals, you’ll be ready to dive into bigger, more challenging assignments. 4. Ignoring corporate culture The hiring manager chose you because he or she thought you’d be a great fit for the company, not just the position. Make sure you catch onto the workplace culture and get involved. Does your department go out to lunch every Tuesday for tacos or celebrate birthdays and work anniversaries? How does your team brainstorm? Is the firm looking for volunteers to help organize an event? Sign up! By respecting unspoken rules and engaging in social activities, you’re letting your coworkers know you’re a team player and want to get to know them beyond email and project deadlines. 5. Keeping to yourself when starting a new job We all know that starting a new job can be exciting, but it can also be intimidating. Some employees tend to bury their head in work and avoid interacting with others. While it may be nerve-racking to introduce yourself, it’s important to make the most of your first 90 days on the job and get to know your teammates and peers throughout the organization. You’ll be partnering with these people on many different projects, and research from Robert Half shows that professionals who are friends with their colleagues are happier with their jobs and enjoy their work more. So, take opportunities — like an office celebration or a simple chat in the break room — to learn more about your coworkers versus keeping to yourself. Starting a new job off on the right foot can seem overwhelming. But by taking the time to observe the office dynamics and get to know your new colleagues, you’ll not only impress your manager with your experience and skills but also your motivation to excel and become a team player. Source: https://www.roberthalf.com/us/en/insights/career-development/starting-a-new-job-dont-make-these-5-mistakes

Get the lay of the land, then use our insights to get a head start on your 2024 talent attraction strategy. As we settle into 2024, the employment landscape is feeling a bit uncertain for HR teams and job seekers. In the first few weeks of the year, we’ve already seen it all: mass layoffs, exciting new roles, and, of course, tons of job descriptions asking for a “unicorn” or “rockstar” candidate. One thing that is certain? Social recruiting will continue to play a major role in attracting top talent this year. Below, we’ll explore the current social recruiting landscape informed by our December 2023 report . Get the lay of the land, then use our insights to get a head start on your 2024 talent attraction strategy. The current social media landscape First, let’s take a closer look at what’s happening in social media. 2023 brought a lot of changes to the social space, including but not limited to: Twitter becoming X , Meta launching Threads , multiple states attempting to ban TikTok , and TikTok launching TikTok Shop . We’re also officially in an election year, which always makes for an interesting social media landscape. We tend to see increased engagement during election years, both for content that leans into political topics and for content that doesn’t. For brands, though, the cost of advertising tends to skyrocket as political campaigns spend marketing dollars. Finally, it’s important to know which social platforms reign supreme. Currently, the platforms with the highest monthly average users (MAUs) are Facebook, YouTube, Instagram, and TikTok. Keep these stats in mind as you think about the trends and tactics we explore below. The current social recruiting landscape Social recruiting had a landmark year in 2023, and its influence is expected to continue into 2024 and beyond. If you’re not familiar, social recruiting is the process of using social media to connect with prospective employees. It’s not new to the talent attraction scene (we’ve been talking about it for years!), but it gained traction in 2023 as more teams started to recognize its power. In our December 2023 report , 92% of HR executives shared that it is “extremely” or “very” important that candidates think of their companies as a great place to work. With that in mind, here are a few key themes we’re seeing in the 2024 social recruiting space. Ongoing talent wars There’s a lot of great talent on the market, and talent attraction teams want to bring the best of the best into their companies. When you’re competing for top-tier candidates, employer branding becomes a key factor in your success. The companies that win the talent war aren’t necessarily those with the biggest recruitment budgets—it’s the companies that consistently share why they’re a great place to work. Yes, having a big name brand helps, but even smaller, less well-known teams can make up the difference with a strong, well-communicated employer brand. More on that below! Embracing expanded reach When you’re looking for the very best candidates, expanding your talent pool is a great place to start. The more eyes you can get on your open roles, the more applications you’ll likely receive, and the more likely you’ll find the perfect fit for every opening. Posting on social media is our top recommendation to expand your reach. Why? Social media gets you in front of 72% of the general public , meaning you’re not limited to just people who already track your open roles or just people in your local network. Your careers page and job board can only carry you so far on their own. When your goal is maximizing applications, social media is a powerful (and still underutilized!) tool to have in your arsenal. AI and tech solutions AI made major waves in 2023, and many talent attraction teams are doubling down in 2024. Our research found that 47% of HR executives are already using AI-based tools in their talent acquisition strategy and 49% plan to start in the next two to five years. AI has tons of relevant use cases for talent acquisition: creating job descriptions and skill assessments, screening and sourcing candidates, answering candidate questions, and even conducting online interviews. If you’re not already experimenting with AI as part of your talent attraction strategy, now is a great time to try it out. When in doubt, Googling something like “AI strategies for [insert task here]” is a helpful tip to get you started. How to maximize your social recruiting in 2024 No matter where you stand with social recruiting, there are huge opportunities to be had in 2024. So, let’s cut to the chase: what should your brand be doing to guarantee the benefits of social recruiting? If you’re just getting started, know that there are two main types of social recruiting posts: employer branding posts and job posts. We go into detail about the difference here . A strong strategy will include both! Then, consider picking one or two platforms to start, and remember that you can repurpose your existing careers content for social! You probably don’t have to start from scratch—explore your job descriptions, careers pages, and internal content for inspiration. Remember that having a strong social presence also boosts your “traditional” channels. When you build a recognizable employer brand, potential candidates who see you off social are more likely to engage there, too. If you already have a social recruiting strategy , now is a great time to audit your 2023 results. Which channels performed best? What type of content resonated with your audience? Are you still speaking to the right audience for your 2024 growth goals? Use the answers to double down on your wins, experiment with new platforms or content types, or just keep doing what you’ve been doing!  Using CareerArc to streamline social recruiting Want to make your social recruitment efforts even easier this year? CareerArc is the social recruiting platform for talent attraction teams in 2024. It’s an all-in-one tool where you can automate content creation, leverage your employee networks, and capitalize on the expanded reach that social recruiting is known for. Want to try it out? Click here for a demo . Source: https://www.careerarc.com/blog/the-state-of-social-recruiting-in-2024/

Do you have the skills to shine in an HR position? Human resource is a discipline that requires leadership and management training necessary to build the skills that business executives are looking for. HR professionals who have a deeper knowledge of relevant areas and more practical skills generate more opportunities in the corporate world. The following are the fundamental skills every HR manager must have. Communication skills As an HR management practitioner, you must be able to express yourself clearly, both in oral and written communication. The human resource field requires a lot of talking as the team is in charge of recruitment that entails a series of interviews. Aside from that, the human resources manager deals with a lot of people day in and day out, listening to their issues whether work-related or not. Through these interactions, he or she gains the trust and confidence of the employees, thereby improving interrelationships in the workplace. The human resources manager also designs and produces the policy handbooks and releases memos for the benefit of all the employees, which calls for the need of good writing skills. Organizational skills Human resources management entails a lot of functions including but not limited to recruitment, training, performance appraisals, individual development plans, and employee relations. An HR manager oversees all these functions and must have a systematic way of going through all the processes. For example, there must be a standard employee training platform for each role in the organization. On the other hand, HR involves a lot of paperwork that must be filed systemically such as employee profile and legal documents. With all the processes and administrative tasks involved, keeping organized will help increase your efficiency as an HR manager, being able to handle multiple tasks simultaneously. Decision-making skills There is a lot of decision making involved in HR. One good example is during the recruitment process where he or she has to decide whether an applicant is the right fit for the role or not. Recognizing good talent is not something you can easily learn. It requires strategy, experience, and intuition. This is something an HR manager must have. Another instance is when facing the dilemma of downsizing. It will be part of HR's role to get the message across efficiently even in the midst of a crisis. As such, all human resources managers must be sound decision makers to support critical organizational functions like these. Training and developmental skills Another function of human resources is training and development. HR managers are responsible for giving employees development opportunities in order to maximize performance and increase value. Organizing sessions on leadership and management training, for example, will provide more diverse skills to the employees. This allows them to assume added tasks and support their career growth at the same time. Budgeting skills Compensations and employee benefits packages all go through the HR department. The same goes with training and development, social activities, performance appraisals, etc. These activities have to be incorporated into their organization's strategic planning and budgeting, taking into account each department's projects and their individual functions. The primary role of the HR manager is to limit expenditures and not overspend on unnecessary activities. Empathetic skills The HR team deals with a lot of people and their concerns, from workload to salary complaints to conflict resolution in the workplace. As a human resource management professional, you need emotional intelligence and empathetic skills to ensure you understand where the person is coming from before you make any judgment. It could be that the employee just needs to get something off his chest and only needs a listening ear. Or he might be airing his grievances so he can get help. Whatever the case, it is the HR manager's responsibility to listen to the employees and ensure he or she got his or her message across clearly. Human resources management is a terrific field with a lot of opportunities. But, you have to have the proper skills to succeed as an HR manager. If you're a real “people person,” this just might be the career for you! Source: https://www.topresume.com/career-advice/top-skills-for-human-resource-managers?