What Is Sourcing and Why Does It Matter?

Talent Acquisition is a big industry. You’ve got your recruiters, your sourcers, your CHROs, your directors, staffing specialists, recruitment marketing team, advisors, consultants…we could go on and on. For many TA professionals, your job requires taking on multiple responsibilities. Although, some teams choose to keep things a little more separate. Let’s take a look at what sourcing is and how it can be valuable for your team to focus on sourcing and recruiting as two distinct roles.

What Is Sourcing?

Officially, sourcing is “the proactive searching for qualified job candidates for current or planned open positions” (Source). Sourcing is responsible for identifying active or passive candidates that would be a good fit for a particular role. Sometimes sourcing involves being the first line of candidate outreach for a position and nurturing those individuals into applicants. Still, some teams prefer to keep that task to the recruiters rather than the sourcers.

Many companies also combine sourcer and recruiter roles into a single position, so while it can be a separate function in and of itself, not all teams work that way.

Newton Talent shared the relationship between sourcing and recruiting well, “Neither sourcer nor recruiter is considered primary nor secondary. Instead, like the structure of a DNA molecule, both teams are intertwined yet play unique roles.

Why Does Sourcing Matter?

The fact of the matter is that people can’t be an expert in every field. While everyone wants to learn and grow, there has been a push to limit a job’s responsibilities to ensure that you have experts on your team handling what they’re best at. Focusing on quality sourcing ensures that your team’s talent acquisition process gets off on the right track.

So why does sourcing matter?

It allows experts to do what they’re best at

Not all recruiters are sourcers, and not all sourcers are recruiters. While there are people who have lots of experience with both skillsets, allowing your team to focus on a particular aspect will enable them to be more strategic in their work.

Sourcing is one more place you can build a relationship

Skilled sourcers are exceptional at building up a network of qualified and talented people. We all know that talent acquisition is about relationship building and having a dedicated sourcing effort gives you yet another space to provide a positive candidate experience.

Teamwork makes the dream work!

Sure, it’s cheesy, but it’s true. Having dedicated sourcing and recruiting staff brings collaboration to the next level leading to a more engaged team and a more strategic effort.

By letting sourcers work their magic, your recruiting team can expect an always-ready pipeline of talent. Then recruiters can focus on building those relationships. Allowing sourcers to focus on finding and qualifying talent means that recruiters can use their time more strategically. There’s no more time needed to get on an exploratory call with a candidate to determine if they’re qualified. The sourcing team has already done that work!

To support the talent acquisition process effectively, sourcers need the right tools to get their work done. They need to be able to search their internal candidate data. HiringSolved can help with that.

Sourcing with attention, focus, care, and expertise is the foundation for a successful talent acquisition process. With the right sourcing strategy and skill on your team, there are no limits to the incredible work that you can do.

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Find Candidate Matches Quickly with Transparent Scoring

Matching the right candidate to the best position is the key to building a productive and successful workforce. Unfortunately, making those matches is anything but easy. It can take recruiters years to hone the skills they need to quickly and accurately match candidates and open positions. Unfortunately, many teams don’t have those years, and they need results now. That’s where Transparent Scoring and automated candidate matching comes in.

The Current Matching Process

Currently, the candidate matching process relies nearly entirely on manual effort. Applicants have to apply for the correct position for them. Recruiters need to coordinate those applicants to the actual correct position (whether it’s what they applied for or not) and then work together with hiring managers and teams to qualify candidates effectively. 

Let’s say you’re a recruiter, and you are working on 30 active requisitions. With the recent changes in the job market, you’re fielding 350 applicants per position. It takes you roughly 2 minutes per applicant to decide if they’re the right fit for a position. You would spend 350 hours reviewing every single applicant. With the right tools, you can manage this same workload in just 2 minutes.

That doesn’t account for fielding calls from hiring managers or sourcing from internal candidate data. What happens if none of the applicants qualify? You’ll end up back at square one! 

It’s a long process that can build incredible teams, but many recruiting teams simply don’t have the hours in the day to do it all themselves.

Effectively using intelligent recruiting automation is key to saving time and staying on budget. Reviewing resumes is a critical part of the recruiting process, but the more time teams spend looking at PDFs, the less time they can focus on building relationships and proactively growing.

Download our free report, “How to Read Every Resume Better Without Working Late,” now to learn more!

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Transparent Scoring and How It Works

HiringSolved’s Transparent Scoring is, quite simply, an instantaneous and automatic candidate scoring process that compares an applicant’s experience to the needs of any job to find candidate matches quickly. It does what a recruiter does with years of experience and training automatically with a minimal learning curve.

Image of Transparent Scoring dashboard in HiringSolved

Through every step of the process, the user (recruiter) remains in control. When the user inputs the must-have and nice-to-have requirements, the system will score applicants per those needs. If the needs change, the user can update them at any time, and HiringSolved will immediately rescore and deliver the most qualified applicants.

As the user interacts with HiringSolved, the intelligent automation learns. By taking an active role in using HiringSolved, the system becomes even better, and the benefits continue to grow.

When fully implemented, HiringSolved can save users at least 25% of their week with automated searching and matching capabilities. Alongside the time savings, recruiting teams can feel certain that the sourcing quality is second-to-none with a 96% search accuracy rate. By using recruiting automation to augment your exceptional recruiting team, you can find candidate matches quickly.

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How to Support Disabled and Neurodiverse Candidates

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Is your team supporting disabled and neurodiverse candidates in your hiring process? If you have diversity recruiting goals, but that diversity ends at gender, you need to do more. Here’s how.

A Reminder about Diversity

There is no end to the diversity that can be welcomed in the workplace: gender, education, race, class, neurodiversity, and more. Diversity means, quite literally, “the practice or quality of including or involving people from a range of different social and ethnic backgrounds and of different genders, sexual orientations, etc.” (Oxford Languages). That means diversity exists across all backgrounds: race, gender, sexual orientation, neurocognitive function, and physical, emotional, or mental abilities. Unfortunately, even in conversations about diversity, disabilities and neurodiversity at work are too often overlooked. 

What is Neurodiversity?

Neurodiversity is an umbrella term that, according to the Autism Self Advocacy Network, “encompasses neurocognitive differences such as autism, ADHD, dyslexia, Tourette’s syndrome, anxiety…as well as ‘normal’ neurocognitive functioning, or neurotypicality. Neurodivergent individuals are those whose brain functions differ from those who are neurologically typical, or neurotypical.” (Source)

Recent years have brought an influx of attention to supporting individuals’ needs to succeed at work, including the need for more representation and support for neurodiverse individuals.

What is a Disability?

The American federal government defines a person with a disability “as someone who (1) has a physical or mental impairment that substantially limits one or more “major life activities,” (2) has a record of such an impairment, or (3) is regarded as having such an impairment.” The CDC defines it a little differently, “A disability is any condition of the body or mind (impairment) that makes it more difficult for the person with the condition to do certain activities (activity limitation) and interact with the world around them (participation restrictions).”

Neurodiversity and Disabilities at Work

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Neurodiversity is about representing any number of neurocognitive differences:

  • Anxiety affects 40 million American adults every year. 
  • OCD affects 2.2 million adults in America. (Source)
  • The CDC estimates that over 5 million American adults have Autism.
  • Over 43 million American adults have dyslexia, which is the most common reason for reading and spelling difficulties.

Despite the prevalence of some of these common neurocognitive differences. “…only 58 percent of young autistic people have work experience after high school and into their early 20s, and adults with intellectual and developmental disabilities have an abysmal 85 percent unemployment rate, according to a 2018 Autism Society briefing.” (Source)

According to a 2019 HBR article, while 30% of the professional workforce fits the definition of having a disability, only 39% disclose that information to their manager. “Even fewer have disclosed to their teams (24%) and HR (21%). Almost none (4%) have revealed their disability to clients.”

The Barriers to Success

Many workplaces inadvertently put up barriers to the success of neurodiverse people and those with disabilities. Throughout all of these suggestions, you need to remember to provide accessible information. Do you have alt text on images to support screen-reading programs? Is your website accessible? Are your videos captioned? If you’re working towards diversity, accessibility should be a top priority.

The “Must-Have”s for a Role

Why are the job’s needs what they are? There are always entirely reasonable needs for a role, i.e., any needed education or certifications. Still, some don’t seem to click, i.e., years of experience for an entry-level position.

When a job description and posting are built, be rigorous with questions about necessary qualifications. Making requirements too lengthy could be prohibitive to neurodiverse and disabled candidates and women who only apply to roles when they meet 100% of the requirements

Qualifying and Interviewing Candidates

How are you interviewing and judging candidates and applicants? Autistic people may miss Nonverbal cues (like eye contact, a firm handshake, or an open disposition). Disqualifying candidates based on minor reading comprehension errors could inadvertently harm people with dyslexia. Discarding job jumping could be a sign of toxic work environments, not an unloyal employee.

Make sure your qualification and interview process is welcome to people of all abilities. To support disabilities and neurodiversity at work, you have to accommodate everyone’s needs.

Working Conditions

Stop expecting productive employees to work 12 hours at a time in the offices that you’ve built! For some people, that’s not a problem at all, but to support disabilities and neurodiversity at work, you must be willing to accommodate and respect individual needs. Providing flexible working conditions (adjusting hours as needed, letting people work from home even after the pandemic, and giving plenty of time off) can open your workplace to the diversity you need to be successful.

Embracing Disabled and Neurodiverse Candidates

Bring Inclusivity to The Hiring Process

Work with the hiring team to make sure that your process is inclusive, welcoming, and accessible. Limit must-have requirements to only things that are a must-have. Create an inclusive and unified candidate judging process so that the same standards apply to every hiring team member.

Create Awareness and Tackle Misconceptions Openly

You’re already taking the first step to learning by reading this blog post! Remember that learning about and prioritizing diversity at work doesn’t end. It is a lifelong journey that requires effort to make the workplace a safer and more inclusive space for all people. 

The first step in that journey is understanding where you and your team stand. Our report, The Current State of Diversity Recruiting, compiles survey answers from over 150 organizations about their current diversity recruiting goals and efforts. Download the report to see where your team stands.

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When it comes to disabilities and neurodiversity at work, there are plenty of misconceptions out there. It’s your job as a hiring team to tackle those misconceptions openly. If you make a mistake, own up to it and decide how you will do better to avoid future errors.

Build Accommodations for Success

It doesn’t always have to take a major overhaul to your workplace to accommodate every employee. If the pandemic has taught us anything, we are all fully capable of adjusting as needed to keep everyone safe.

Work with your company and your hiring teams to decide what accommodations you can provide to support your employees. Make it clear in your recruiting process that your team is welcome and open to building a successful and accessible workplace for all. 

In the end, diversity goals and efforts need to focus on not just gender and race but abilities and neurodiversity, as well. By supporting disabled and neurodiverse candidates, your company will become a leader in employing successful and inclusive teams.

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What’s New at HiringSolved

After the hits the world took in 2020, here at HiringSolved we were all ready for 2021 to ring in. While this first quarter has undoubtedly had its fair share of ups and downs, we’re officially keeping our eyes on the light at the end of the tunnel.

In 2021, we want to share more of what’s going at HiringSolved.

HiringSolved Now Lives on the Cloud

We recently moved HiringSolved to the cloud! We take great care when it comes to data security. Moving to the cloud will allow us to continue to prioritize those efforts.

In addition to increased general data security, each customer now has a fully isolated login process. This provides enhanced security, more reliable product use, and more possibilities for personalization. With that, we’ll continue to build top-notch products for our customers.

Introducing Our New Director of Customer Success

This quarter we were thrilled to welcome Jill Stutzman-Deaner to our team. She has taken up the Director of Customer Success role. She’ll be playing a pivotal part in ensuring that our customers feel supported through every step of their journey. As we continue to grow, we are continuing to invest in the success of our customers and Jill is a key stakeholder in that investment.

Jill comes with years of experience in the hiring world, including her most recent role as the Director of Operations at Getting Hired. She shares our passion for diversity and inclusion, is deeply invested in organizational growth and quality, and will be a fantastic partner and advisor for our customers. Welcome to the team, Jill!

HR Tech Wrap Up

One of the best parts of being a software provider is being able to meet with people at events. While that’s been a little different this past year with virtual events, we still love getting the chance to meet with you all.

March 16th – 19th brought HR Tech Spring and we loved meeting with so many people at our virtual booth. We were able to chat about how optimizing your ATS rather than simply replacing it could be the key to your team’s success. We also dove into how you can hit all of your goals while staying on budget. Thank you to everyone who joined us and we can’t wait to see everyone again in person once it’s safe!

We hope that the start of 2021 was productive for you.
We’re looking forward to bringing you more updates throughout the year!

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The Role of Talent Intelligence in SEC Human Capital Disclosure

At the tail end of 2020, the SEC (Securities and Exchange Commission) released new rulings to modernize disclosures. When sharing the news, SEC Chairman Jim Clayton shared, “I am particularly supportive of the increased focus on human capital disclosures, which for various industries and companies can be an important driver of long-term value.”

Per chieflearningofficer.com, the previous SEC ruling required simply one item when it came to human capital: the number of employees. As time moved on, the SEC realized that these rulings were woefully inadequate and outdated. Thus, the work began to modernize them.

The New SEC Human Capital Disclosure Ruling

For the full text of the new rulings, view the PDF file here.

Key Takeaways

  • The SEC is requiring human capital disclosure so long as that data is material to understanding the registrant’s business.
    • “We believe that, in many cases, human capital disclosure is important information for investors. Human capital is a material resource for many companies and often is a focus of management, in varying ways, and an important driver of performance…We emphasize that these are examples of potentially relevant subjects, not mandates.”
  • The SEC is not adopting a definition of human capital. This will allow the term to adapt as it needs to for individual circumstances. 
    • “…This term may evolve over time and may be defined by different companies in ways that are industry specific. This approach is consistent with the view expressed by a number of commenters that noted that there are many definitions of human capital and that the concept, while generally well understood, is often tailored to the circumstances and objectives of individual companies.”
  •  The SEC is not including prescriptive requirements for these disclosures.
    • “…We did not include more prescriptive requirements because we recognize that the exact measures and objectives included in human capital management disclosure may evolve over time and may depend, and vary significantly, based on [various] factors…”

In the aforementioned article from David Vance, “Although the SEC decided against a prescriptive approach for human capital, it has stated that it expects to see human capital disclosure around employee attraction, development and retention, at a minimum. So, no specific metrics are offered, but the SEC has provided pretty clear direction.”

What The SEC Human Capital Disclosure Rules Mean for Organizations

In addition to the data itself, companies will want to contextualize that information. This will better serve the needs and questions of their investors. Metrics like workforce cost, turnover rate, diversity rate, leadership trust, time to fill, and more are all a possibility. Again, the SEC has not prescribed particular data to respect the needs of companies and investors.

The main task that companies are facing is deciding what to disclose. These rulings rely massively on materiality. Think to yourself, “Would an investor find this data important in making an investment decision?” If the answer is yes, report on it.

PwC shared some potential resources to help companies make this critical decision including the International Organization for Standardization and the Sustainability Accounting Standards Board.

Companies should also be expecting these rulings to update and change. While the SEC is slow-moving, never underestimate the power of the collective decision. As more companies adjust what they disclose, other companies will feel the pressure to do the same. Now is the time to decide whether you want to be a leader in transparency or if you want to wait to follow the tide.

How Talent Intelligence Will Help

Talent intelligence is data that is collected, contextualized, and analyzed regarding talent to help organizations effectively use that data in their recruiting efforts.

Collecting data is wonderful, but unless your organization converts that data into Talent Intelligence by contextualizing it and analyzing it, it won’t build the stories that your team needs to be successful.

Using Talent Intelligence for SEC Disclosures

With Talent Intelligence’s strength with data, it’s the perfect partner for your SEC disclosure needs. It will be up to you and your team to decide what to disclose. Talent Intelligence will pull together the data to be transparent with your investors.

HiringSolved not only simplifies the recruiting process. It brings clarity and transparency to the candidate data that your team has accumulated. Real-time insights allow teams to understand everything from the diversity rate of a pipeline to job history to common experience and skills.

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Ultimately, the SEC rulings are reflecting the new world of work that we’re seeing grow every day. As people become more invested in transparency companies will need to provide the clarity that investors, employees, and customers need. Transparency builds trust and talent intelligence helps you cultivate that transparency in seconds.

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Is Legacy Recruitment Software to Blame For Inefficiency?

Why hasn’t recruitment software solved all of our problems?
Why are we still talking about recruiting inefficiency?

It seems like the topic of recruiting inefficiency is evergreen. No matter the year or the hiring world, recruiting teams are constantly looking for a way to increase efficiency and do more with less.

Despite efficiency constantly being a goal, teams are using outdated legacy software that drags them down every step of the way.

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What Is Legacy Recruitment Software?

Legacy recruitment software is software that is outdated in comparison to the tools that are currently available. Think of it like using an iPhone 3 versus an iPhone 12. Technically, the iPhone 3 may work to text or make calls, but compared to the iPhone 12 it is outdated and ineffective.

When it comes to recruitment software, legacy tools could pose more of a problem than a solution.

Why Is Legacy Software a Problem?

The most important thing to understand about software is that it is constantly evolving. While often there’s nothing inherently wrong with using outdated technology, using outdated software can leave you open to inefficiency and lack of support. Let’s look specifically at ATSs and CRMs.

Recruitment software isn’t often built to be a one-and-done solution to every problem. That’s particularly true with ATSs and CRMs. As tools, they are meant to do a particular job (track applicants or manage candidates accordingly). Often it takes an immense amount of training for users to become expert-level ATS users due to the need for workarounds for particular needs. 

What Is Legacy Software Missing?

The big factor that legacy software is missing is optimization. Since legacy software by definition is outdated it is often missing out on needed functionality or features. According to The State of Applicant Tracking Systems from HR.com:

  • 40% of respondents say that their ATS is lacking in features
  • 24% of respondents say their ATS is incapable of reporting on data effectively
  • 16% of respondents say their ATS is too complicated
  • Another 16% of respondents say is too difficult

Despite the prevalence of ATSs, it’s clear that their legacy functionality simply can’t keep up with the needs of the modern recruiter.

All too often, recruiting teams think that the solution is simply to implement a new ATS, but when budgets are at the top of your mind you may end up throwing more money at a lackluster solution. There are other options! Optimizing your ATS or CRM also means optimizing your budget.

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Recruiting teams deserve the best tools in order to do the best work. When they’re stuck with legacy recruitment software, they’re unable to efficiently create the relationships they need to be successful.

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How COVID-19 Has Affected Women at Work

2020 brought an incredible amount of setbacks for the world of work. On top of dealing with the pandemic itself, the US faced historic job loss, job growth stagnation, and a reckoning with the lack of equality in and out of the workplace. With March being Women’s History Month, we wanted to take time to explore how this past year will go down in the history books for its effect on women at work.

How COVID-19 Has Affected Women at Work

Prior to COVID-19 hitting the States and despite great strides, women still faced a lack of equality at work. 

  • White women are paid 81 cents for every dollar a man makes and that difference increases for women of color. (Source)
  • The United States is the only OECD country without federally secured paid maternity, paternity, or parental leave. (Source)
  • 35% of women in full-time corporate sector jobs have reported experiencing sexual harassment at work. That number goes up for women in leadership, lesbian women, and women in technical fields. (Source)
  • The opportunity gap continues to hold women back from leadership positions at many major companies. (Source)

And that was just prior to COVID. Let’s look at how the effects of the pandemic have hit women at work.

Job Loss

In 2020, women lost more jobs than men, with Black and Latina women being hit hardest. According to CNN, “Women ended 2020 with 5.4 million fewer jobs than they had in February, before the pandemic began. Meanwhile, men lost 4.4 million jobs over that same time period.” According to the same article, women accounted for all of the 140,000 cut jobs in December 2020.

Many industries, particularly those that are often low-wage with high customer interaction, that were vastly affected by COVID-19 are fueled by women, particularly women of color. When those industries were hit, it is the women on staff that are hit hardest.

Inequality in Caretaking

Prior to COVID, women were overwhelmingly responsible for the emotional labor, caretaking, and domestic labor that happens in life. In an informal poll, Eve Rodsky, author of Fair Play, found that women were overwhelmingly responsible for the cognitive labor of household tasks. Breaking that down, women are doing about 4 hours of household labor while men are doing 2.5.

That trend didn’t disappear when COVID hit. In fact, the problem got worse.

With child care centers closing, working mothers were hit once more:

“Study after study has shown that in response to school, child care, and camp closings, as well as reduced hours and reduced class sizes, significantly more women than men have reduced their work hours, left work to care for children, and spent more time on education and household tasks.”


While the effects of COVID are hitting every single person’s household work, women, and in particular women of color, are disproportionately affected.

Job Satisfaction

In 2020, women were 1.3X more likely to consider leaving their jobs than men. If women leave at that rate, America could lose over 2 million women in the workforce. 

In addition to the numerous other systemic barriers they face, Black women also are more likely to report feeling less supported by their managers.

Companies are taking incredible steps to support all of their employees, but many companies are missing out on adjusting their expectations of their employees.

“Less than a third of companies have adjusted their performance review criteria to account for the challenges created by the pandemic, and only about half have updated employees on their plans for performance reviews or their productivity expectations during COVID-19.”


How Companies Can Help

There are very few problems in the world without solutions. Take some time this month to build a game plan of how to better support the women in your workplace.

First things first, you need to understand how your team currently stands when it comes to diversity recruiting. Get all of the details in our report, The Current State of Diversity Recruiting.

Prioritize Equity

We’ve gone over the definition of equity before, but when it comes to women at work it becomes critical. Equitable treatment of women means understanding and respecting the different life situations that they bring to work each day. Equity brings proportional representation to the needs of an individual based on their needs and their needs alone. It doesn’t force anyone to meet expectations that are impossible for them, but instead caters the support to their particular needs.

Providing genuine support on a personal level will show your team members that they are valued.

Make Flexibility a Top Benefit

While this will overwhelmingly support women during COVID times, flexibility is becoming one of the most sought after benefits for all workers. What can your team do to provide flexibility to your existing employees or for the jobs that you’re hiring for?

If you can have a conversation with hiring managers about how providing flexibility will bring in more qualified candidates, do it! 

If you’re wanting to make changes internally, work with your employees to talk over what sort of flexibility they need. Whether it’s shifting the work schedule around or providing days off for mental health breaks, being flexible shows how you value your employees as people and it will certainly lead to less stress and higher job satisfaction.

Adjust Expectations Where Appropriate

What sort of productivity expectations do you have for your team? Women are likely not hitting the same productivity goals they were pre-COVID and that’s okay! Bringing compassion to productivity expectations is an excellent way to value employees and prevent burnout.

Work individually with the women on your team to define what goals are attainable and how they can be better supported by the company or by leadership. If you’re coming up on annual reviews, it’s a great time to go over KPIs and create a new professional development plan to account for the changes this past year has brought.

As with the long-term health effects of COVID-19, there are many unknowns when it comes to the long-term workplace effects. Until time passes we’ll not know for sure just how extensively women at work have been affected. For now, we can be certain that the aftermath of COVID will involve doing all we can to support women at work in order to regain some of the losses that they have faced.

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The Right Questions to Ask a Hiring Manager

There’s no way around it. Miscommunication between a hiring manager and a recruiter is a major problem. Between a lack of time and overwhelmed recruiters to unrealistic expectations and constantly changing requests from hiring managers, the hiring process often gets significantly more complicated than anyone would like.

We’ve gathered some of the questions that recruiters should be asking hiring managers in order to get communication off on the right foot! When you and your team can communicate effectively and efficiently, you’re going to get more people into the right positions at the right time.

The Questions to Ask

Asking questions not only opens the conversation, but it helps you to build trust and a stable relationship with the person you’re asking. Questions, rather than assumptions or statements, help people to challenge their own thinking, guide their thoughts, and more. But you can’t just ask any random question. In a conversation with a hiring manager (especially the first one), these questions help to guide the entire hiring process and when you ask the right questions upfront you could avoid some headaches in the future.

The Basics

These are the questions you know to ask:

  • What’s the job title?
  • What is the work schedule or hours?
  • What’s the salary range?
  • Where should the candidate be located?
  • What are the must-have skills versus nice-to-have skills?

This is vital information to have before starting the sourcing process, but it’s also good to get them out of the way fairly quickly. Then you can move onto the questions that really open conversation.

The Questions Job Seekers May Ask You

Put yourself in the head of the job seekers you’ll be talking to. What sort of questions will they ask beyond the basics? How can you as a recruiter stand out as prepared for any of those questions?

Asking questions of the hiring manager, like:

  • What does an average day look like?
  • Is there room for growth?
  • What is this role’s impact at the company?

can help you find the perfect candidate AND answer questions that they’ll have. Being empathetic to the candidate’s needs and making that empathy clear to a hiring manager may also help that hiring manager embrace that empathy making the hiring process better for everyone.

Outline the Interview Process

Don’t wait until you’re into the interview process to understand the interview process. The candidates you speak to are going to want to know what the process is like so you need to have a firm grasp. Asking these questions of the hiring manager will also make sure that they have considered the process rather than simply winging it.

Some simple questions to start with are:

  • How many interviews will happen?
  • Who will be in those interviews?
  • What sort of prep do those interviewers need?
  • Will there be any sort of assessment for candidates to complete?

As the conversation goes on, probe a little deeper into any uncertainties the hiring manager seems to have. An equitable and clear interview process is a wonderful way to help diversity as well!

Out of The Box Questions

Not every question has to be a straight and direct one. Sometimes you want to ask some questions that allow for longer and more complex answers to really get a feel for the hiring manager you’re working with.

We outlined some of those questions in our blog post, Bridging the Gap Between Hiring Managers and Recruiters. Take a look to learn more about some great questions to ask as well as some more tips on working effectively with hiring managers.

Plan Ongoing Communication

Don’t get off the phone or end the email without planning when you will next check-in. This is one of the simplest steps you can take as a recruiter to confirm that communication is ongoing and effective.

Make sure to ask things like:

  • How often will check-ins happen?
  • How would you like those check-ins to happen? Email? Phone?
  • When can I expect feedback from you?

Make sure that your expectations are clear and that you understand theirs. By laying out the communication plans early everyone can feel confident focusing on getting the right person into the position rather than constantly rearranging check-ins.

Ultimately, quality communication between a recruiter and a hiring manager relies on good questions, realistic expectations, and mutual respect. While communication problems can still arise, laying out these conversations early and opening the lines of communication well will make the recruiting process smoother for everyone involved!

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Making Your Applicant Tracking System Work For You

Image of two women look at a computer

What if you sat down for your workday and got to work on a 20 year old computer? Since the ATS (Applicant Tracking System) hit the world in the late 90s if you’re still using an unoptimized ATS, that’s pretty much what you’re doing.

As we face the changes from COVID-19 and the job market upheaval, organizations are becoming critical of their tools. As they should be!

Having the right recruiting technology stack can mean the difference between success and failure. But you don’t always need to start from scratch or completely overhaul what you already have! Let’s look at how optimizing your Applicant Tracking System can save you time and money while increasing your recruiting efficiency.

The Challenges of Today’s Applicant Tracking Systems

Ineffective Search Capabilities

The goal of an ATS is to house and track applicants through the hiring journey. While ATSs often have some kind of filtering property, the accuracy of those searching features leave a lot to be desired. When we worked with AECOM we found that their existing ATS only had a 48% search accuracy. The recruiting teams had to spend hours sifting through piles of false positives or feeling like their database was inaccurate. In reality, their database was equipped with all of the candidates they needed. It was simply the search function that was lacking.

Disjointed Databases

Chances are that an ATS isn’t the only system that a recruiting team is using. In fact, 44% of teams house candidate data in more than just an ATS. There’s the ATS, CRM, maybe an HRIS, or even an in-house technology creation. Searching across those databases shouldn’t be a hassle, but often it can feel impossible.

All too often, recruiting teams feel as if their data isn’t up to par for their recruiting needs. Recruiters will often skip over their internal data altogether thanks to ineffective search and disjointed databases. They’ll head straight to external sources like social media. Our internal research shows that this ends up being a fruitless and costly expedition because anywhere between 40 – 60% of all available candidates are actually already in your data systems.

Lack of Talent Intelligence and Actionable Insights

We all know that the right data is critical for recruiting success. Teams need to know where candidates are, how their experience connects to the market at large, when requirements are unrealistic, and more. When an ATS can’t provide that crucial data, recruiters are left scrambling to present the right slates to hiring managers.

Unfortunately, most ATSs simply aren’t built to provide those insights and actionable next steps.

Optimizing Your Applicant Tracking System Can Help

Image that reads: Having the right recruiting technology stack can mean the difference between success and failure.

Let’s be honest: Recruiting technology isn’t inexpensive. It’s an investment in the success of you and your team. But it must help you and your team simplify your work and become more efficient in order to see a worthwhile return on that investment.

Despite the prevalence and relative quality of Applicant Tracking Systems, they’re far from the right solution for most teams. While many users cite tracking candidates through the recruiting process as the number one benefit of an ATS, less than half of respondents from an HR.com survey “say their ATS is good or very good at automatically matching candidates to the right job postings.” 

Many respondents cited that they use all of the functionality and capabilities of their ATS, but the number one weakness named was a lack of needed features. Despite using ATSs to their fullest potential, recruiters are still missing features.

With ATS users citing a lack of features, then simply replacing the system with another one is not the solution. You don’t need to overhaul your tech stack, you need to optimize it.

On top of that, the effort to replace an ATS isn’t something to scoff at. While the exact numbers can vary widely, your team could end up spending around or over $250,000 and spend 6 – 18 months simply to get the system in place. It’s a major undertaking. If you’ve already done that once and you can get a better system in place for less money and less time, why wouldn’t you?

How HiringSolved Integrates and Optimizes

Shon Burton, HiringSolved’s founder, had been working in recruiting and staffing. After years in the industry, he was left frustrated with the inefficiencies of the ATSs he was using. He knew that if there was a better way to source from a unified system efficiency would go up, more placements could be made, and people could get back to work.

HiringSolved integrates directly with your existing databases to make sure that you’re getting all of the value out of your existing system. During the implementation process, our expert team works to analyze your existing workflow, clean up your data so it’s ready to be searched and used effectively, and test everything along the way with your team. When you’re ready to launch, our Customer Success team is available for all your training needs. 

Clickable image reading: Let us show you how we can increase your recruiting efficiency by 10 times! Request a Demo!

Ultimately, we believe that technology should simplify your work. If it’s not simplifying your work and increasing your efficiency, then it’s not the right technology for you! 

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Hiring Bias: How to See It and How To Overcome It

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Diverse and inclusive workplaces are critical for success, but bias has a habit of creeping its way in. Let’s take a look at what bias is, how it can work its way into the hiring process, and what recruiters can do to help hiring teams overcome it.

What is Bias?

Bias is a prejudice in favor of or against a thing, person, or group in comparison with another. More often than not, biases are unfair and unsubstantiated. Bias is also significantly more prevalent than people often believe. While being biased is part of being human, we can make dedicated efforts to recognize, understand, and actively fight against those biases.

What Biases Affect Hiring Decisions?

The most common form of bias that recruiters will experience is implicit bias. Implicit bias is a bias that we don’t consciously note or actively create. But knowing some common types of biases can help us to spot them and stop them in their tracks.

Confirmation bias

Confirmation bias is the tendency for people to favor information that supports their pre-existing beliefs or existing biases. It often leads to people focusing on a single trait of a person and using that trait as the foundation for their opinion. For example, if a hiring manager has a bias favoring ivy league educated candidates, it is possible that they will prefer the candidate with the ivy league education even when confronted with a candidate with better on-the-job experience.

Halo Effect

The halo effect is similar to confirmation bias. The halo effect is when we become completely engrossed with one positive trait about a person. We then let that trait dictate our entire understanding of them. Let’s say a candidate is really great at creating spreadsheets. We may then allow the halo effect to take over. We begin to assume that they must be super organized which would mean that they’re good at managing budgets and projects which means they’re good at managing people and so on. All of those beliefs were based on the simple fact that they are good at making spreadsheets.

Similarity Attraction or Affinity Bias

This is probably the bias that people are most likely to recognize. Similarity attraction bias is when we are more likely to hire or recruit people who are similar to us. Often, that similarity has nothing to do with performance capabilities. This can mean that we are more drawn to someone who went to the same school as us, joined the same organizations, or grew up in the same town.

Nonverbal Bias

Nonverbal biases rely on judging candidates almost exclusively based on nonverbal cues like handshakes, posture, eye contact, etc. While it can seem like no big deal to judge people on these nonverbal conversational cues, you could inadvertently be judging something that is out of their control. Remember that consistent eye contact doesn’t mean someone is a good candidate for a role, it just means they’re comfortable making eye contact.

Contrast Bias 

Contrast bias is the tendency to upgrade or downgrade an object or person when comparing it to another object or person. For example, if the first person who interviews absolutely knocks it out of the park you may compare the remaining candidates to that first candidate rather than comparing the remaining candidate objectively to the job’s needs as you should.

Those are just a few of the biases that can make their way into the hiring process. Ultimately, as a recruiter, it’s your role to stay aware about potential biases and that means keeping an objective gaze on every interaction.

How to Recognize Hiring Bias

Here’s a bit of a secret: Sometimes biases work in our favor. That’s why biases continue to be such a major part of the hiring process! If they were consistently proven wrong, they’d disappear. You need to constantly be on the lookout for hiring biases from yourself and the people you’re working with.

If the hiring manager is piling on requirement after requirement, it might be a good idea to begin to ask, “Why?”

Why does a candidate need a four-year college degree?
Why does an entry-level job need a candidate with 3 years of experience?

By simply asking why and turning the objectivity mirror onto requirements can help to recognize when those needs are unfounded. If a requirement is unfounded that could mean there is some sort of bias at the root of it. By discovering if there is no reason for a requirement, you can use your Talent Advisor skills to adjust expectations.

Keep your ears out for particular feedback after interviews. Things like “Oh, we went to the same school!” or “They remind me of an old coworker who was just the worst!” may be innocuous comments or they could be a sign of potential bias.

Ultimately, recognizing bias relies on being educated yourself and bringing objectivity to your conversations with hiring managers. It’s not easy, but it’s a worthwhile endeavor to support diversity and inclusion in the workplace.

How to Overcome Bias

Understand Where You Are and What Led You There

Every change has to start by understanding where you’re starting from. While diversity recruiting is a major priority for lots of companies in 2021, many haven’t taken the necessary steps to be successful. In fact, our survey found that less than 4% of organizations have thorough and detailed diversity recruiting metrics that are actively tracked.

Bias likely plays a major role in why companies don’t get started on the right foot. By tackling your previous mistakes you can be better equipped to face new challenges.

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Standardize the Interview and Feedback Process

While it may not be possible to entirely remove bias from a judgment process like hiring, being as objective as possible is critical. Ask the same questions of each candidate, ensure that each person involved in the hiring process is aware of the true requirements for the position, and create objective and unified goals for the position and the hiring process.

Be Vocal When You See a Problem

It can be hard to stand up and say something when you see a red flag, but if you want to create more diverse workplaces that’s exactly what should be done. Remember to use the all-important question: “Why?”

Let’s say that a hiring manager you’re working with says they only want to hire people who went to an ivy league school. That sets off alarm bells in your head so you ask, “Why?” The hiring manager tells you that the last person they liked who worked in the position went to Yale. Therefore, they want you to find someone else who went to Yale and would have the same skills. It’s time for you to jump in and ask some deeper questions. In all likelihood, it wasn’t the ivy league education that made that person a great employee. It was their curiosity, dedication to their professional development, and drive. By asking the right questions of your hiring manager, you can get down to the real needs of a candidate.

Try the “Flip It To Test It” Approach

In 2016, Kristen Pressner presented a TEDTalk. She explored her own unconscious biases against women in leadership roles despite the fact that she is a woman in a leadership role.

You can watch the full video here:

She introduces a “Flip It To Test It” approach. This diagnostic suggests that you “Mentally flip whomever or whatever you’re talking about to test yourself. If the “flipped” result feels weird, you may have uncovered a bias.

If a female candidate is being interviewed and the hiring manager’s feedback is that she’s “too aggressive about her professional goals,” flip that feedback and consider if the same would be said if the candidate was male.

Recognizing and overcoming bias is a lifelong journey filled with tough steps, education, and acknowledging and correcting mistakes. Ultimately, it’s a journey worth taking that will lead to more diverse, inclusive, and successful teams.

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