The importance of assertiveness in our overall wellbeing

Following on from the recent world Mental Health Day, Wellbeing & Leadership Manager @ Wrkit, Jason Brennan, explains that it is important to take time out to reflect on our overall mental health and wellness and what might be contributing to ongoing areas of unwellness.

One key area of wellness is healthy communication and the ability to confidently speak out about what is important to us, what is affecting us emotionally and psychologically and what might be contributing to our not being heard. This is the important skill of assertiveness.

Assertiveness is defined as:

  • Someone who is being assertive behaves confidently and is not frightened to say what they want or believe
  • Being assertive means being able to stand up for your own or other people’s thoughts, feelings or rights in a calm and positive way, without being either aggressive, or passive in behaviour

Assertiveness is standing up for ourselves and our personal rights by expressing our thoughts, feelings and beliefs in a direct, honest and appropriate way. By being assertive we need always to respect the thoughts, feelings and beliefs of other people and in so doing we are promoting an I’m OK, You’re OK philosophy – respecting the worth, value and dignity of ourselves and others.

Being able to communicate effectively means

  • Slowing down
  • Figuring out how we feel
  • Exploring why we feel this way
  • Understanding what relates to me and what relates to not me (others or external situation)
  • Think about how to influence the external
  • Create a plan to execute
  • Consider context for contact (where and when to talk)

Part of our plan might be to communicate and explain to others what is happening for us and how they might be contributing to this and to work on a plan to change and improve the situation.

Some tips to being assertive are –

REFLECTION:

  • Understand how we feel and why we feel this way
  • Manage our emotions with clear thoughts
  • Maintain self-control in how we want to share these insights

EXPRESSION:

  • Express ourselves through this reflective understanding
  • Choose to speak out and be heard considerately and appropriately (avoid blame)
  • Encourage two-way openness
  • Ok to disagree, assertiveness is about self-expression

CONGRUENCY:

  • Listen and respond to others point of view appropriately
  • Admit to mistakes and apologise if appropriate and helpful
  • Treat others as equal – I’m ok, You’re ok
  • Feel good about having activated the skill of assertiveness and understanding

Author: Jason Brennan, Wellbeing & Leadership Manager @ Wrkit

The workplace culture equation

Culture = Commitment + Convenience + Communication

It seems like such a simple equation, right? And the truth is, that maintaining a positive workplace culture really does come down to this simple equation. Putting it in place, however, is a different matter.

Researching and setting your goals, and then implementing a strategy to achieve your goals will require buy-in from literally everyone in your organisation. After all, the word culture is defined as ‘the ideas, customs, and social behaviour of a particular group of people’. In other words, a culture only exists because of the actions and attitudes of the people who create it.

Let’s look at the constituent parts of the culture equation individually;

Commitment

Commitment is not achieved at board level, although that is essential to the outcome. It simply begins there, where the directors and leaders of your organisation understand the value of a strong positive company culture and are prepared to invest in achieving it. Like all achievements though, it will take effort and persistence to make it happen;

Have a clear plan – a well-researched plan, with achievable goals is an absolute must. You will need to completely understand your existing organisational culture, warts and all. To create a thriving positive culture, you will first need to eliminate any negative elements, and that means finding them and acknowledging their existence. When it comes to planning something as complex as an entire culture, an ‘honesty first’ approach will serve you well.

Understand the elements of employee engagement – to truly create an environment where all employees are fully engaged, you must first embrace the elements that make up ‘engagement’. The five core elements that you will need to commit to are as follows;

  • Recognition of your employees’ achievements – make sure they know their roles and congratulate them for performing their role well. Do it often. Encourage employees to recognise each other. Make sure to remind everyone that this is an expected pat of their role
  • Professional & Personal Growth – almost all people want to know how they can develop, not only in their jobs, but also in their lives in general. Companies that provide the tools that allow this to happen will improve employee contentment. Put something in place for them.
  • Wellness (physical, mental & emotional) – it goes without saying that someone needs to be well enough to do their job. We are not talking about being ironman fit, or achieving spiritual zen, but we are talking about providing opportunities for employees to improve their physical, mental and emotional states, and encouraging them to take those opportunities. Everyone wins when they do.
  • Financial stability – employees need it. Just like your organisation needs to constantly balance the books to stay afloat, so do your employees. The problem is, very few people are trained to do so. So, train them. It seems obvious, right? The bottom line (no pun intended) is that your employees will feel pretty good when they are not in financial difficulty. Give them the tools and knowledge to help them achieve it.
  • Having a voice – so many people feel ignored at work. They believe, right or wrong, that they do not have a voice in their organisation. It simply makes them feel bad. Give them that voice. Find ways that they can contribute to the company, to the culture, to the business. Whether it is open sessions, meetings, surveys, or one to one feedback, show them know that their opinion is important.

And this is the most important thing to remember. You need to address all five core elements. Put it this way; imagine buying a gym membership and only working on your biceps. Sure, you might be able to lift heavy things, but you wouldn’t get fit by doing it.

A top-down approach is key – this part is simple. The leaders and senior management in your company must set the example in order to prove to everyone else that the company culture is precious to the organisation. Not only do they need to be actively participating in events organised, social nights, wellness days, or fitness initiatives, but they also need to constantly (and I do mean constantly) encourage others to participate. Your company culture will take time to mature, but it will require constant nurturing for it to thrive.

Convenience

Here are some interesting statistics;

  • 60% of employees do not use company sponsored benefits because they cannot find them.
    (Harvard Business Review)
  • 60% of employees will stay long term with an employer that shows an interest in their health
    (Irish Times)
  • Only 15% of employees worldwide are engaged at work
    (Gallup)

If the first statistic above improved, the second two would follow suit.

You absolutely must make any employee benefits, perks, information, or policies regarding your company culture available 24 / 7 / 365. Add them to your intranet, put posters up, distribute flyers, and send carrier pigeons if necessary. Just make sure absolutely every single person in your organisation knows where to find them.

Communication

Over-communicate the message. Tell your employees over and over about your company culture, how proud everyone in your organisation is to be creating a special place to work, about the tools you want them to use to help in that development, and about their role in maintaining and contributing to that culture.

Ask your marketing team about the ‘rule of seven’. They know that in order or your message to be absorbed, your customers need to see it seven times. The message about your company culture that gets delivered to your employees is no different.

The culture of your organisation will be built by your employees, and that message needs to be clear in everyone’s minds.

Your company culture is like a garden. It needs to be designed, planned and constructed. Most importantly though, it needs to be nurtured. If it is neglected, it will die. If it is nourished, it will blossom. If everyone understands the goals and everyone understands their roles, the workplace culture equation is easily understood too.

Author: Tom O’Driscoll, Founder, Product & Solutions Director @ Wrkit

Onboarding for success

The experience an employee has with an organisation during the onboarding phase can determine both their success in the role, and their attitude toward and engagement with the organisation in the long term. In a recent article Harvard Business Review cited research which has shown that by adopting a systematic approach to onboarding, managers can help bring employees up to speed 50% faster and position them to make positive contribution sooner. As the war for talent heightens, companies can no longer risk losing new hires just to an ineffective onboarding process.

The time between a candidate accepting the role and starting their job can be somewhat precarious, however it does present an opportunity for organisations to inspire engagement. Providing information snippets about the culture and values of the organisation, and what to expect from day one can help put a new hire at ease and generate excitement. Of course the onboarding basics of documentation, health and safety, technology etc. should be covered in the first days of an employee joining the company. After that, managers become an integral part of integrating new hires and are fundamentally become the drivers of successful onboarding.

While every organisational culture, manager and new hire is unique, there are certain things managers can do which will ultimately increase the engagement of new hires.

  • Be Empathetic: Joining a new organisation can be overwhelming for people. Trying to learn the new cultural norms, establish relationships and learn about the business and the industry can be challenging, even for the most experienced professionals. Research has shown that challenges which arise from lack of cultural fit and relationships are actually the most significant drivers of new hire turnover. Ensuring that new hires feel comfortable to ask questions as part of their learning journey will help to alleviate any level of uncertainty. Put yourself in their shoes, make sure you have an open door policy and connect your recent hire with other team members who might have insights and advice to offer.
  • Provide direction: goal setting is an important driver of performance for any employee (established or new). It is imperative that a new hire knows what they need to do, how they should go about doing it, and why they are doing it (how their job contributes to the overall company and team objectives). These aspects of the role will likely have been discussed during the interview process, but the likelihood is that the conversation could have occurred 4-6 weeks before the candidate begins the role, so it is extremely important to re-open this conversation in week one.
  • Seek out early wins: working with the new hire to focus on the core aspects of their new role can help guide them toward an early win and avoid the trap of taking on too much in order to prove themselves. Provide clarity on what constitutes a win. Recognising these contributions can help build the individuals confidence and credibility among their team members.
  • Coach rather than manage: the traditional manager role has evolved and the most successful teams are now led by those individuals who strive to empower their team for success through mentoring and coaching. Managers can help team members to recognise their strengths and opportunities for development, thus providing the necessary guidance to perform the roll to their best ability.
  • Include the new hire in everything: The odds are that any new hire will be working as part of a team, so it is important that they feel included. Make sure that new hires are quickly included in all of the normal day-to-day events in the organisation such as coffee breaks, lunch routines, post-work socialising, etc. The sooner a new hire feels comfortable in all aspects of their new environment, the better.

3 reasons it pays to help employees unplug

Technology has empower the world to connect in ways our grandparents couldn’t have dreamed. The way we work and live has changed immensely as a result of technological advancements but are all these changes for the better? Empirical evidence would suggest not. Academics researching the psychological impact of excessive technology and internet use have denoted significant negative consequences, including technostress and social anxiety.  As organisations strive to tackle the growing issue of occupational stress there is much merit to enabling a workforce to unplug and power down.

Here’s three solid reasons why businesses should review their policies and practices to help each individual limit unnecessary technology stimulation outside of working hours:

  1. Brain Recovery: In their study which analysed  multiple determinants of psychological detachment the Kansas State University identified that downtime after work is essential for stress recover. The findings suggest that “segmenting work and nonwork roles can help employees detach and recover from work demands”. By continuing to communicate with colleagues about work issues outside of office hours not employees only increases stress but diminishes the time allowed for the brain to recover.
  2. Better Focus Leads to Better Output: We’ve all been guilty of working on a spreadsheet or answering emails while trying to help a child with homework or chat with a friend. But multi-tasking doesn’t work. A 2013 study revealed those people who have a great tendency to multi task are actually less skilled at it than those who multi task infrequently. Putting policies in place that allow for employees to sperate work and home and will inevitable result a more focused and productive workforce.
  3. Technology use affects sleep and mental health: it is well documented that blue light from screens can inhibit sleep and the impact of sleep deprived workforces is gaining increasing attention from academics. Furthermore, Forbes cited a study which demonstrated a connection between technology use and psychological disorders. While personal habits may mean screen exposure before bed, organisations can regulate the work related stimulation that might spike adrenaline late at night.

Author: Sara Glynn, Marketing & Customer Success Manager @ Wrkit

References:

https://onlinelibrary-wiley-com.dcu.idm.oclc.org/doi/epdf/10.1002/job.760

Why annual leave is good for business.

Summer is just around the corner and undoubtedly there will be many of your colleagues who have booked time off to enjoy holidays abroad or downtime at home throughout the year. However each year 40% of workers don’t take their full allocation of annual leave and over 30% will work while on holidays. There is an abundance of reasons why employees don’t use their well-earned days off but there are negative consequences to this pattern of behaviour.

For the individual, untaken leave equates to an increased risk of burnout. Time away from work, unplugged from the ecosystem of always on emailing and IM chatter is vital to allow the mind to recuperate. Just like labourers or professional athletes, thinking workers need an “off season” to rest and recharge. When the boundaries are pushed by long stints of time without a break, it results in increased stress, decreased morale, cynicism and disengagement, which translates into organisational level challenges including absenteeism and presenteeism.

Research has found that employees who take breaks in general (lunch breaks, walking breaks etc.) are more engaged and committed to their place of employment, with 81% of respondents having a strong desire to be an active member in their organisation. Holiday breaks yield a similar positive result. In a 2016 study of its own workforce, Ernest & Young  found that for every additional 10 hours of holidays taken by employees, performance metrics went up an average of 8%. 

While taking breaks can yield a more relaxed, creative and productive workforce there are often apprehensive employees who will worry about accumulated workload or the stress of planning a holiday. Organisations can help address these issues by providing services to assist in the holiday planning stages and by ensuring comprehensive policies and practices are in place to manage the holidaying employee’s workload in their absence. It can be beneficial to incentivise full use of annual leave days too.  For example, GE Healthcare give a fifth week of leave in the year following an employee using their full allocation of leave the previous year.  

Author: Sara Glynn, Customer Success & Marketing Manager @Wrkit

From Annual Survey to Pulse: Are you ready for the switch?

Employee engagement is dynamic and difficult to influence. Historically, the annual survey has played an important role within organisations, helping mangers and leaders to understand the mood of their workforce from one year to the next. However, administering an annual survey to the entire workforce has its drawbacks. Due to the time and human resources required to analyse responses, compile legible reports and distribute insights, it can be such that by the time insights have been shared, the core engagement issues have changed. The lengthy process inevitably limits however much change HR and managers can influence.  

By embracing more frequent dialogue through Pulse surveys, HR can overcome many of the challenges associated with the annual survey. Frequent snapshots of the company mood give a deep understanding of the core engagement drivers and enable managers to more effectively influence change. Before making the switch from annual surveys to more frequent dialogue it is important to ask yourself the following:

  1. Is my company open to frequent and honest feedback?
  2. Is my company ready to strive for continuous improvement?
  3. What are my organisations core engagement drivers?
  4. Does my leadership team fully support the need for frequent dialogue?

Beginning the journey of change with these questions will help ensure an organisation is culturally ready for the new approach. Should there be one area where the answer is not a ‘yes’ then prioritise addressing this as a first step. For example, if your leadership team is hesitant to increase frequency, plan an in-depth education session. Present the facts and supporting evidence, pre-empt any issues and propose solutions. Use the sessions as an opportunity to identify your champions and leverage their influence to get those who are less convinced onboard and enthusiastic.


Author: Sara Glynn, Marketing & Customer Success Manager@ Wrkit

References:

https://hbr.org/2018/03/employee-surveys-are-still-one-of-the-best-ways-to-measure-engagement

Q&A: Social media recruiting


Welcome back to the third instalment of our Q&A with BidRecruit, the A.I. and automation driven recruitment software. In our earlier conversations we covered the latest recruitment trends, and the importance of candidate experience.

In this week’s chat with Susan Comyn, Marketing Manager of BidRecruit, we discuss the growing trend of companies using social media to recruit, its advantages and the importance of it for employer branding.

Q1. Why has social media recruitment become so popular?

Well, while 98% of recruiters are on LinkedIn, according to a Global Report by social talent, that doesn’t necessarily mean that all job seekers are on LinkedIn. In fact, as companies move toward hiring a younger generation into their workforce, they need to be present and active where that workforce is, social media. This is not to take away from the importance of LinkedIn for employers, as according to the same Social Talent report it is still the top resource to source candidates. However, when creating a recruitment strategy other social media platforms should not be overlooked, particularly when considering the recruitment of passive candidates.

Q2. What are some of the benefits of social media recruitment?

Social media recruitment is an incredibly cost-effective way to get in front of the right audience: passive and active, in fact, a 2015 SHRM study found social recruiting to be 55% less expensive than other recruiting methods. By building up a positive employer brand on social media (more on that later), companies can leverage social channels for free, and with the addition of low cost, highly-targeted ads, there is a great opportunity to reach a large and relevant audience. Additionally, some other benefits include; candidate screening and reduced time-to-hire. Social networks can be used to screen a candidate depending on the channel you are using i.e. LinkedIn for experience & skillset, along with Instagram, Facebook and Twitter for culture fit. HR teams can also communicate with candidates instantaneously, quickly establishing a candidate’s interest and availability, therefore potentially reducing time-to-hire significantly.

Q3. Ok, we’re sold on using social media to recruit, where do we start?

There are actually a few steps before you can utilise social media to recruit, and it doesn’t take place on social media! The first step is to create a company culture that not only your employees will love, but one that can be promoted on social media. We have lots of advice in our recent blog on ‘how to create a great company culture’. As we mention in the blog, 85% of employees say they are more likely to take initiative when they are happy at work, so outside of using company culture to attract candidates through social media, culture is a critical business investment.

Once you have established a great culture, a careers page should follow to positively demonstrate life within your organisation. According to LinkedIn’s 2016 Global Talent Trends report, 59% of job seekers go to a company’s website before applying for an open position (irrespective of where the position is posted), so be sure that the cultural message is accurately reflected on your website . The best way to achieve this is utilising your current employees. As Glassdoor reports, 90% of job seekers rely on the perspective of current employees when learning about an employer, so they are your best promotional asset. Ask employees to submit testimonials on their positive experiences working with your company, or go one better and film them speaking about the company and the culture, along with footage of a ‘day in the life’. All of this can then be directly promoted your careers page as well as social media.

Q4. Are there any other areas that you would recommend a company to focus on when promoting themselves on social media?

Focus on company values and aligning them to what your ideal candidates want from the company they are working for. Take wellness as an example, research by the Irish Business and Employers Confederation found that 60% of employees were more likely to stay at their job long-term if their employer showed concern for their wellness, while almost 50% said that they would leave a job if their employer did not. In a changing workforce pay packages aren’t enough, candidates want to know the company they will be working for has a genuine interest in them, both in and outside of working hours. Promote specific wellness benefits and post pictures of company wellness events on social media to demonstrate the organisations commitment to employee wellbeing. This will appeal to prospective candidates and give you the competitive edge over other companies.

The final piece of advice on the use of social media is that it is an ongoing commitment. Though it’s not a full time job, posting up a few pictures and leaving it idle or just posting up new positions can do more harm than good. There is a need to constantly engage with prospective candidates through content they will want to engage with. It pays to invest in social media to attract top talent.

BidRecruit offer lots of advice on smart recruiting, including more tips on utilising social media. Find out more on their blog or sign up for their monthly HR industry insights.

Interviewee:  

Susan Comyn, Marketing Manager @ BidRecruit

LinkedIn:

https://www.linkedin.com/in/susancomyn

About BidRecruit:

BidRecruit is A.I. driven recruitment software for HR & Hiring Managers to help you hire smarter.

More info:

www.bidrecruit.io

Connect:

LinkedIn

Facebook


Q&A: How to create a winning candidate experience

Following on from our previous smart recruitment Q&A with recruitment software company BidRecruit where we spoke on the latest recruitment trends and tips for HR & Hiring managers considering investing in HR software, we caught up once again with Susan Comyn, Marketing Manager of BidRecruit.

Today’s Q&A focuses on one of the biggest trends in recruitment, Candidate Experience, and it’s importance during the recruitment process and beyond.

Question 1: What is candidate experience?

Candidate experience is defined as how job seekers perceive and react to employers’ processes during the hiring journey, including initial exposure to your employer brand to the interview process regardless of the outcome. As we spoke about previously, it has become an increasingly important trend due to review platforms like Glassdoor becoming more widely used and regarded. In fact, a LinkedIn survey found 72% of candidates have shared their experience on online employer review sites, therefore companies have to ensure candidates have a positive experience irrespective of their hiring success. According to Career Builder, 78% say the overall candidate experience they receive is an indicator of how a company values its people. What’s worth remembering is, while people might talk about good candidate experiences, they will more likely talk about negative candidate experiences. So it’s worthwhile investing in processes and best practice to create a great candidate experience for all.

Question 2: Where is the best place to start when improving candidate experience?

We would first suggest reviewing your job descriptions and application process. According to Recruiting Brief, 60% of job seekers report they have quit an application due to its length or complexity. Take the time to speak with the department hiring manager to properly establish what is required and the skills, both hard and soft, they are looking to add to their team. Make sure to relay company culture and values in the job description to help attract the right culture fit, something that is key to employee engagement and retention. Next, review your application process and the number of steps needed to apply. Having to create an extensive profile and answer numerous questions that don’t relate to the position will inevitably result in drop-offs. This shouldn’t be seen as a lack of intent by candidates, in fact, candidates will see this as a lack of investment by the company to find the right candidates by creating a time-intensive process and a negative candidate experience. No two jobs are the same and the application process should reflect this, making it as straight forward as possible for candidates to apply.

Question 3: So you’ve improved your application process and you have a huge stack of CVs, what’s next?

The biggest issue surrounding candidate experience is a lack of communication during the process, with 65% of job seekers saying they never or rarely receive notice of their application status, according to Lever. As we stated previously, HR Managers state that recruitment is 25% of their job but takes up 95% of their time. When you are recruiting for numerous positions and receiving numerous CVs for each position, it’s understandable that you can’t get back to every individual with individual emails, you are only human! That’s why technology and automation is the best solution to overcome this and improve the candidate experience. Automation software allows you to communicate quickly and easily to groups of people with relevant feedback. Automation software also allows you to streamline and bring candidates through the process efficiently with constant communication, allowing you to focus on the human element of the candidate experience, the interviewing stages.

Question 4: What are your tops tips for the interview stages to improve candidate experience?

With 74% of employers saying they hired the wrong person for a position, according to a recent Career Builder survey, preparation is key. Read the candidate’s CV, research them online, prepare job description & company relevant questions along with questions directly relating to the candidate and their experience. With an increased focus on company culture and employee engagement, candidates now more than ever want an interview that is a two-way street. In an interview, both the interviewer and candidate are trying to sell each other. While the candidates are selling their skills, experience and personal fit, the interviewer needs to be actively selling the company. Finally, remember that the little things go a long away when interviewing; informing reception of incoming candidates for an interview so they receive a warm welcome, offering a drink upon arrival and establishing a relaxed atmosphere can differentiate you from the competition in terms of candidate experience.

Make sure to check out the BidRecruit blog for more tips and advice on ways to improve the candidate experience and all things smart recruitment. Join us next time where we will discuss why companies need to embrace social media when recruiting and tips on making the most of this to attract talent.

Interviewee:  

Susan Comyn, Marketing Manager @ BidRecruit

LinkedIn:

https://www.linkedin.com/in/susancomyn

About BidRecruit:

BidRecruit is A.I. driven recruitment software for HR & Hiring Managers to help you hire smarter.

More info:

www.bidrecruit.io

Connect:

LinkedIn

Facebook

International Women’s Day

March 8th marks international women’s day, an annual celebration to commemorate women’s strength, achievements and legacies. The theme of this year’s celebrations is Balance for Better, promoting gender balance and equality across the world and different industries. While diversity and inclusion initiatives are top priorities in most organisations these days there still remains a significant gender gap at C-level with less than 5% of CEO positions in Europe and the US held by women.

Top level female representation is not merely a question of ethics but rather about business success. Research demonstrates that organisations with diverse leadership teams outperform those that do not. In fact one study conducted by Boston Consulting Group found that organisations with leadership diversity generate up to 19% more revenue.

Fostering an environment where everyone can achieve their full potential is no easy feat however there are practices which help women and men progress in their career, while maintaining a balanced life.

  1. Bias training – unconscious bias exists in many forms within the workplace. Providing bias training will help raise awareness of the issue and ensure adequate measures are in place to help overcome the challenge.
  2. Change the long term hours norm – in a recent article about resilience training I touched on the mounting evidence that long days should become a thing of the past. Changing the attitude toward long days will open up greater opportunity for career driven parents and provide better work life balance for mothers and fathers.
  3. Offer paid paternity leave… and enforce it – Gender equality works both ways. Offering and enforcing paid paternity leave encourages better work life integration for male employees. It also helps to close the gap which is often opened when mothers take time off to rear children.  
  4. Focus on inclusive leadership programmes and sponsorship – having a diverse pipeline is half the battle. Encourage female participation in leadership development programmes and ensure that the right people are sponsoring female candidates (sponsors with influence).  
  5. Celebrate female achievements – share the stories and experiences of your female high fliers to inspire others. Celebrate their journey and achievements and leverage their role model image to attract new female candidates to aspire to C-level.

Increasingly, employees are expecting organisations to have truly diverse and inclusive cultures. As the war for talent heightens those who are slow to change will lose.

Author: Sara Glynn, Marketing & Customer Success Manager@ Wrkit

References:

https://www.internationalwomensday.com/
https://www.ft.com/content/1090105c-fb7b-11e8-aebf-99e208d3e521
https://www.bcg.com/en-us/publications/2018/how-diverse-leadership-teams-boost-innovation.aspx
https://wrkit.com/blog/2019/02/13/resilience-training-reducing-stress-or-masking-the-problem/
https://hbr.org/2007/09/women-and-the-labyrinth-of-leadership
https://www2.deloitte.com/content/dam/Deloitte/us/Documents/human-capital/hc-2017-global-human-capital-trends-us.pdf
https://hbr.org/2010/09/why-men-still-get-more-promotions-than-women

Q&A | How Smart Recruiting Will Change Your Life

At Wrkit, our mission is to help organisations cultivate happy, healthier working environments, to strengthen and retain a talented workforce. We know an important element of retention starts with attracting the right candidates and finding the right fit for your company. With that in mind we have teamed up with recruitment software company, BidRecruit, to help you hire smarter. BidRecruit simplify difficult & time-consuming tasks so you can focus on finding the right person. In this series of blogs we will discuss current recruitment trends and tips and tools available to you to enhance your recruitment.

Q1: Tell us about BidRecruit  

BidRecruit was founded in 2016 by 2 recruitment specialists who saw a gap in the market and knew there was an easier, more efficient way to hire. BidRecruit utilises the principle of 3 steps to successful hiring: engage, manage, report. Our software allows you to post a job across all major job boards, social media and your careers page in one easy step. Then with our A.I. technology and automation we have streamlined the complete hiring process from scoring and matching CVs to interview scheduling and team collaboration. Also, an important element of our software is the ability to analyse how you hire, improving the process whilst making real savings. Our clients have seen a 50% reduction in hiring admin and up to 75% savings on recruitment costs. Most importantly, our clients have seen a genuine improvement in the quality of candidates and people they hire.

Q2: What are the biggest challenges your clients face when hiring?

For nearly all of our clients, the number one challenge they face is candidate volume & quality. We are now in a candidate driven market, with 70% of candidates being passive job seekers i.e. they’re not even looking for a job! Therefore to attract the right talent, you need to be seen. As our software allows you to post to every major job board, social media and your careers pages, we are giving your roles more exposure. Where one job board might be effective for one role, it may not be the case for another. When it comes to recruitment it’s not a “one size fits all” and we have a way to combat that. Further to this, how people hire has to change and adapt, the old method of recruitment is outdated and very time intensive, many HR Managers state that recruitment is 25% of their job but takes up 95% of their time! There is an imperative need to improve efficiency, allowing more time to focus on employee engagement and retention.

Q3: What trends in recruitment do you see growing in 2019?

Definitely companies embracing A.I. and automation to recruit is the biggest trend we see growing in 2019. This is in large part due to the above points, to save time and to increase candidate quality & volume. Further to this, it helps you to hire smarter. Use of A.I. & automation allows you to take back more control of the important ‘human’ elements of hiring. Removing admin during recruitment allows you to focus on interviewing, researching and considering the most suitable candidates. Another area of focus in 2019 is candidate experience. With review platforms like Glassdoor and Indeed becoming increasingly popular, companies have to ensure candidates feel positively about their experience irrespective of their hiring success. As a recent LinkedIn survey reported, 83% of talent says a negative interview experience can change their mind about a role or company they once liked. Where a lot of companies fall down is a lack of communication at screening and interviewing stage. For many hiring managers and HR departments this is of course not intentional but due to time constraints when replying to all candidates. Again, automation is an excellent way to overcome this issue as it allows you to instantly communicate with multiple candidates, therefore improving candidate experience.

Q4: What tip would you give to hiring or HR managers looking to invest in HR software?

Do your homework on what you actually need. Where companies might not see the value in recruitment software due to tight budgets, if you hire more than 5 people a year you definitely would see the benefits of software. Do the maths on the cost per hire i.e. recruitment and social marketing costs, potential recruiter costs, sponsored job boards, onboarding & training costs, benefits, relocation costs etc. You would be surprised how much it is costing you to hire and where you are possibly investing money in the wrong places. The best place to start is with your HR team, survey the team to ascertain where their pain points are, where they need to see improvements and what their goals and objectives are for the year. Where your company may not have had the capacity to focus on employee engagement previously, taking on recruitment software and investing in employee engagement strategies combined can drastically improve the quality of new hires and your employee retention rate.

Join us next time where we will discuss in more detail the importance of candidate experience when hiring and our top tips to ensure your hiring experience is at its best.

Interviewee:  

Susan Comyn, Marketing Manager @ BidRecruit

LinkedIn:

https://www.linkedin.com/in/susancomyn

About BidRecruit:

BidRecruit is A.I. driven recruitment software for HR & Hiring Managers to help you hire smarter.

More info:

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