High-Tech High-Touch Recruiting

How to Attract and Retain the Best Talent By Improving the Candidate Experience

Barbara Bruno

• Publisher: Kogan Page
• Year: 2020
• ISBN:
  9781789665161
• Edition: 1
• Topic: Business
• Subtopic: Human Resource Management
• Index: Business

CATEGORY SILVER WINNER: Axiom Awards 2021 - Human Resources/Employee Training Category Despite global economic conditions, companies are always looking to attract and retain the best talent. Unfortunately, almost 30% of US job seekers leave a new job within the first 30 days. Why? Many new recruiters rely too heavily on high-tech tools to attract candidates and may not have learned the fundamental relationship-building skills that help recruiters ensure that clients and candidates are a good match. High-Tech High-Touch Recruiting provides recruiters with an end-to-end process for recruiting the highest caliber talent who, after they are hired, will become engaged employees. While emphasizing the overall importance of building "high-touch" relationship-building skills, the book outlines how these can be blended successfully with "high-tech" tools such as AI-powered software applications to identify a large pool of qualified job candidates. Once you've identified candidates, the author cautions against the sole use of text and email communication and suggests that recruiters conduct a general interview in order to better ascertain whether a candidate is the best fit for the role. High-Tech High-Touch Recruiting comes with online resources including sample offer letters, recruiting scripts, job requisitions, interview scorecard, a listing of characteristics of best hires and guidelines for a 9-step telephone interview process.

Index

Note: Page numbers in bold indicate Glossary terms

80/20 rule 163, 166

alternative staffing 203

applicant tracking system (ATS) 29, 73, 146, 163

attitude

empower yourself by choosing how you react 161

influence on success or failure 158–59

Baby Boomer generation 49, 102, 172

bias, elimination from the interview process 66–68

blended 203

body language 45–46

candidate 203

candidate objections and responses 54–56

already contacted by other recruiters 55

no time to talk 55

not looking for another job 55

want to know about a specific job 55

candidates

align the candidate’s spouse 110

appraisal of 15, 31–33

ask them questions and clarify responses 47–48

availability issues 88–92

checking their references 139–41

debriefing after an interview 130–34

failing to turn up for the interview 124–25

handling difficult candidates 169–70

helping your candidate resign 117–18

importance of commute time and distance 103

interviewing prospective candidates 46–47

know if they are interviewing elsewhere 104

overcoming challenges related to 107–11

prepare your candidate for the interview 124–29

prioritizing the needs of 46–47

reasons for a relocation 112–13

reasons for changing their mind 82–83

why they turn down job offers 99–103

see also nurturing placed candidates; passive candidates

career portal 200

case study, how to build a successful employee referral program 151–53

client company 203

client relationship management system (CRM) 29, 73, 146, 163

COBRA (US only) 203

co-employment 203

communication skills

ask questions and clarify responses 47–48

body language 45–46

engaging top talent 43–51

focus and be present 43–44

listening 44–45

look for nonverbal cues 45–46

overcoming common objections 54–56

preferred communication style of different generations 49–50

prioritize your candidate’s needs 46–47

reaching out to passive candidates 52–54

relate to others 48–49

relating across multiple generations 49–50

speak authoritatively 50

use the right communication tool for the situation 51

what’s in it for the other pe...