In this tight job market, companies are being forced to approach the candidate experience in a new way.
Katrina Kibben, CEO and founder of Three Ears Media, which seeks to help brands improve the candidate experience, explains it this way: “Right now the candidate experience is like a one-way mirror, where all these candidates are walking by the glass. You're seeing them, but they aren't seeing you.”
To compete for top talent, especially in industries like healthcare with significant shortages of qualified candidates, employers need a different approach — a more open approach that connects with candidates in a real way. That human connection is crucial to compete for top healthcare talent.
Here’s how healthcare organizations can put the human element back in their recruiting process.
CEO, Katrina Kibben, was recently mentioned in an article on Forbes. Here's a snippet of the article:
"...as Kibben notes, AI is not a panacea. It should be a strategic complement to the human aspects of the process, including the one element that will likely always rest with people—deciding, or not, to make the hire."
Most panels about the challenges of the relationship between marketing and HR start with one thing: finger pointing. They’re also typically made up of all marketing or all HR people, depending on the conference.
Not this time. Not on my panel.
Yesterday, I had the pleasure of hosting a panel during the Women In HR Tech Conference. I’m biased but I think it was one of the best panels on this topic I’ve seen. Not because I moderated. Because the panelists were really smart and they 100% “get it” – Courtney Martinez, VP of Talent and HR at Houlihans, Susan Vitale, CMO of iCIMS and Katharine Mobley, Global CMO at First Advantage.
Hiring is in the midst of a technological revolution with algorithms, chatbots.
From what point does it matter what a future employee thinks of your company? Once you’ve recruited them? Or maybe after they’ve been with your company for a few months? Well, according to our new panel of experts on candidate experience, it actually begins way before all of that. The clue is in the word ‘Candidate,’ and a company’s reputation starts from the moment they post a job advert. Here our panel of ten experts explain precisely what candidate experience is and why it matters.
Katrina Collier, Social Recruiting Trainer & Keynote, and Katrina Kibben, Founder & Principal Consultant of Three Ears Media (filling in for AK), will be chatting to Balazs Paroczay, VP of Global Sourcing at Cielo Talent & Founder of Edlington. Is it nonsense? Is it a myth? Is it even possible? We'll be having an open and frank conversation about diversity recruiting, can't wait.
Katrina has a unique way of fixing work. She’s blazed a trail into nearly uncharted territory with an audacious goal: to take high volume, low retention jobs and make them not suck. She’s not afraid of a challenge; one of her clients hires people for split-shifts to work with small children. We love kids, don’t get us wrong. But it’s not always easy to work with a group of someone else’s kids. So, Katrina wants to help people find the right job, not just any job.
It’s not all on the employee to find the right job, which is why Katrina focuses on teaching the employers what that phrase means. Katrina rounds out her list of places that suffer from high turnover rates. Have you ever held one of these jobs? And if you’re the one hiring for these positions, well. You’ll want to take notes. How does Katrina help these employers? She explains some of the first things she does when she comes in to consult with a company. First among them is taking a psychological profile of the top, most successful, employees in the role. Katrina draws on her own personal experience when working with her clients, and she makes an ‘on the nose’ observation about how she felt in her various roles. She was needed but not valued. Take a moment and let that sink in. Needed but not valued. Katrina has a unique combination of skills which has landed her in a strange array of jobs, and she shares how, no matter the size of the company, no matter the job title, the day-to-day experience rarely changed. And that’s why she started her own company. Laurie makes an interesting assertion that employees rarely grow within a company. Instead, they grow by going from one job to another. This is especially true for Katrina; as a consultant, she hops from one situation to another, and in doing so, she’s fixed work for herself. It wasn’t an easy road for her; she was conditioned to the stability of a guaranteed paycheck every month. Her first stint as an entrepreneur didn’t end well, and it wasn’t because of lack of clients. It was because of fear. Katrina was much more focused for Round 2 of being an entrepreneur. She reveals her mindset and what she did differently this time around, a lesson you can take if you’re ready to break out of your own job and fix work for yourself. Even if your parents were strict military. If you’re currently struggling in YOUR role, Katrina has some fantastic advice. But to start, you have to answer one question. Are you going to stay or are you ready to leave? Staying at a company where you’re unhappy IS a valid choice, but there’s a very important consideration. If you can’t be honest and transparent about your unhappiness, then you need to leave. As a manager, keeping your employees motivated and engaged is a constant battle. So is keeping yourself motivated and engaged. Katrina shares WHY retail jobs are so challenging and it all comes down to one thing: the more humans you have to encounter in one day increases the ratio of assholes you deal with. You might think that good jobs don’t exist in retail jobs. But Katrina says that isn’t true, at least for all people. There is one problem at work that Katrina is currently obsessing over that no one else is even thinking about. It’s the Fallacies of Work, a rote list of do’s and do not’s that somehow still exist from a totally different age, and Katrina smashes every single one of them. The DIY HR Handbook
Katrina Collier, Social Recruiting Trainer & Keynote, and Katrina Kibben, Founder & Principal Consultant of Three Ears Media (filling in for AK), will be chatting to Tej Singh, Talent Acquisition Manager at Wonderbly & Founder of Exacity, about recruiting and his great podcast around diversity and marginalised founders.
Do the metrics from your recruitment marketing campaign tell a story of success? Maybe you're not sure what might indicate success. I invited Katrina Kibben to speak with me and share her insight into helping organizations reach their recruitment marketing goals. Kibben is Recruitment Marketing Consultant at Three Ears Media.
Read more takeaways from this interview at www.collegerecruiter.com/blog/2018/05/22/the-hard-decisions-to-make-when-your-recruitment-marketing-campaign-didnt-produce-the-results-you-wanted
What does it take to run a successful recruitment marketing campaign? Katrina Kibben: Recruiters have so much going on. I'm finding that many are taking a blanket recruitment marketing strategy approach. That is, the typical big agency comes in and says, “you need more at the top of the funnel. You need more people to come to your website and apply for the jobs.” And they take a blanket approach to that. And I think that there's something fundamentally wrong with that. Recruiters shouldn’t take strategies [that work for someone else] and apply them as rule for everyone.
Instead, recruitment marketing should operate from the fundamental belief that every person is special and that there is a great person and a great personality for your job. If we take the time to discover that first, we can create great recruitment marketing that will compel the right person to apply, not just a warm body. If you target everyone, you are not targeting anybody.
You have to listen first. When you listen, you compile data, right? It starts with interviewing the best people who have had that job and trying to find what's similar among all of those people or what's fundamental to all of those people.
Recruitment marketing personas are important especially for high volume and low retention roles like those in call centers. Those are the roles where if you did something different at the beginning, it could really change your whole business. I love those. And that's where the personas really fit in is because they give you the strategy. They tell you what to say and how to say it to get the right person.
What should organizations actually be measuring and holding themselves accountable for? Kibben: There's not one right answer. You have to know your bottom line. You need to know what the ultimate goal is, what the ultimate outcome is. A lot of people start campaigns without that answer. So long term overall, [choose] five things that matter the most to you that will ultimately tell you that you succeeded short term. Take those five things and you break them down into smaller items. For example, time-to-fill. Change your careers website to improve that. Ask yourself, “What are the three things I'm going to do on my career website that contribute to time-to-fill?” Have a baseline to compare and if you don't already have that data, go online and find it. If time-to-fill is your thing, go out and find the industry standard, put that as your target and try to cut it down.
If you want to stand out, you have to do something completely different.
This especially resonates with students and grads because they have the desire to really connect with their employers. Organizations need to try to get into their heads and their hearts and not do what everybody else does. They won't connect well and it creates the expectation for the younger generation that this is just a job. It reinforces what we've always been told about work: you just show up, you do what you're told to do, and then you go home or you find a better job. That's the expectation you set when you look exactly like everyone else.
Pat Benatar left out a battlefield when she sang about love: the tech hiring battlefield. Now more competitive than ever, recruiters are finding themselves in a challenging market with more high tech roles available than experienced candidates. Quickly, these mid-level candidates are becoming fatigued from outreach, leaving recruiters with open reqs for hundreds of days or more without the available talent to fill the role.
With this talent deficit, it’s well overdue that recruiters consider new talent pools like the tech talent just entering the job market. Often overlooked for lacking experience, this talent pool represents an enormous opportunity for companies willing to invest in potential over practice.
Historically, recruiters have avoided recent grads and junior talent because they didn’t have the tools or tactics to measure a candidate on aptitude or even know where to find them in the first place outside of college job fairs. This webinar will help you overcome that hesitation, teaching you strategies to identify, source and hire junior developers.