HR: Post and responses 3
Janet Maloy
DB Post 3 Recruitment & Hiring at Google
I found that one of our discussion points from last week regarding diversity flowed into the discussion of recruitment. Specifically, I looked into the recruitment practices of Google. One of the first differences about Google that came to the forefront is that they first have a reviewer that matches a candidate’s experience to roles, rather than specific applications (How We Hire at Google, 2019).
All candidates being considered for a role at Google go through a recruiter interview, an initial phone interview and once in person, approximately four 45-minute interviews. All this, just to be reviewed yet again. All candidates at Google need to go through a hiring committee review (Build For Everyone, 2020). It is the diversity of the committee process that allows unbiased opinions to be developed. Hiring Managers are not a part of the committee process and therefore, any sense of urgency or pressure to fill a position that may result in a bad decision is also removed (Umoh, 2018).
Finally, one last theme that caught my attention in reading for this assignment, was the term Google-ness (How We Hire at Google, 2019). It seems to be a trend to have one-word descriptions for employees or partners. At Amazon they want employees to embrace “peculiar”. At Google, they are striving to find employees with Google-ness. No matter what you call it, organizations are looking for people who can bring about change in a dynamic work environment. They need employees that thrive in ambiguity, and value collaboration. Because this is difficult to really vet, the committee approach to hiring and the multiple levels of interviewing allows companies to get a more complete picture of an individual and ensure that the person fits the culture of the organization. Lastly, because of all the interviews and committeereviews, they are also developing candidates with patience and stamina!
References:
Build for Everyone. (n.d.). Retrieved September 16, 2020, from https://careers.google.com/how-we-hire/
Maloy, J. (2019, March 24) How We Hire at Google [Video file]. Retrieved from https://www.youtube.com/watch?v=zhUgaKb0s5A
Umoh, R. (2018, January 10). Top Google recruiter: Google uses this 'shocking' strategy to hire the best employees. Retrieved September 16, 2020, from https://www.cnbc.com/2018/01/10/google-uses-this-shocking-strategy-to-hire-the-best-employees.html
Justin O'Brien
Week 3 Discussion Board
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When it comes to competing in business and running a company, one of the keys to success is the people. It is vital for any successful company to attract and recruit talent in order to not only build a successful and stable foundation but develop and grow the business. Recruitment of talent is a competitive business all in itself and many top companies will spend millions of dollars on it. One of the most competitive recruitment scenes is in the tech industry. With the likes of Facebook, Google and Microsoft talent acquisition is at a premium. However, one of the most successful tech companies over the past few years has been Salesforce, and a driving factor behind their success has been their recruitment strategy.
Although Salesforce implements a fairly standard interview process it is their technique and points of focus that allows them to identify and recruit talent that is the best fit for them. Salesforce uses the Pareto Principle when it comes to conducting their interviews. Also known as the 80/20 rule, the Pareto Principle focuses on the interviewee talking 80% of the time whereas the interviewer only speaks 20%. This allows those hiring managers at Salesforce to focus on the individual and how best they fit into the organization (Socialtalent, 2017).
However, it is more than just the Pareto Principle that has allowed Salesforce to have great success in their recruitment. Within their interview process Salesforce puts significant emphasis on the values and competencies on the prospective applicant. In an interview with TechRepublic in 2019, head of recruiting at Salesforce, Ana Recio, stated “I think that the real secret is that the company focuses really on values, and these values really lead to how we assess behaviors, both internally and externally (Lotze, 2019).” Recio goes on to state that this helps lead to people who want to work for a value driven company, one that focus more on an applicant’s background and competencies more so than their “culture-fit.” Building on this Recio goes on to state how it was Salesforce shift away from personality traits to competencies that has taken Salesforce recruitment to the next level. Recio states “We've actually steered away from traits--we don't look for that specifically. We really focus 100% on competencies… allowed us to broaden our pool pretty extensively, but more importantly, it's allowed us to create a very standardized process globally. Whether you are in San Francisco or Sydney or Singapore, and you're interviewing for an account executive role, you're going to be evaluated on the success attributes of that role and not necessarily on personality trait(s) (Lotze, 2019).” This new and improved recruitment strategy has allowed Salesforce to identify those who would not only be the best fit but also put them in the best possible position within the company to succeed.
Not only has Salesforce developed a successful recruitment strategy but they have also made sure that their interviewers and recruiters are properly trained. Every interviewer at Salesforce is required to take training modules that cover the company's hiring principles and educate people on what the company looks for. As Recio states “this system has been able to "deliver a consistent, unbiased, and inclusive candidate experience (Lotze 2019)."
Salesforce is a great example of a company that has made the investment in their recruitment strategy and is seeing the results. They are a growing company that doesn't see a slowdown in the future, therefore its recruitment of top talent will continue to be a major key to their success. I have included a link to their recruitment website as I think it is one of the best I have seen from a company in terms of transparency of the process and what they are looking for.
https://www.salesforce.com/company/careers/hiring-process/
References:
Lotze, K. (2019, August 16). Salesforce's secrets to its recruiting success. Retrieved from https://www.techrepublic.com/article/salesforces-secrets-to-its-recruiting-success/
Socialtalent. (2017, September 26). How the Companies that Everyone Wants to Work for Recruit Their Employees. Retrieved from https://www.socialtalent.com/blog/recruitment/how-the-companies-that-everyone-wants-to-work-for-recruit-their-employees
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Amber Drake
Week 3- Discussion Post
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A company’s recruiting strategy I am familiar with is a previous company I worked for, Allied Universal Security Services. They are a security contracting company who employ over 200,000 security officers and emergency personnel to different companies. I was working as a Recruiter on their General Motors account. Their recruitment strategy was simple, but it caused high turnover and low employee morale. They would get weekly metrics from the hiring managers on the available work and how many officers they had to perform without overtime. These reports would generate the number of hours needed to be covered by full-time security officers. For example, if the report generated 120 hours of available posts needing to be covered, that would indicate that they needed 3 full-time officers hired that next week to prevent overtime, which was nonbillable. I would get the report sent to me after the Branch Manager approved the numbers and immediately create a posting for it to begin staffing.
To advertise the positions, I would post on local job boards such as Monster.com, Glassdoor, Indeed.com, Facebook, and Craigslist. I would contact the local community colleges for their students who were in the criminal justice program, to see if they would be interested in starting a career in the security industry. I would also contact MichiganWorks to speak to some of the Case Workers to get a list of qualified candidates who were out of work and looking for full-time employment. From there, I would host job fairs at various venues such as conference rooms or halls at local hotels, community churches, colleges, and MichiganWorks locations. The applicant pool was filled with a plethora of candidates from all walks of life and with different skill sets. The qualifications for the positions were to have a high school diploma, a valid driver’s license without violations within the past 3 years, clear background check, and negative drug screen.
I was to meet a weekly hiring target of 16 Security Officers. The weekly target was always met. The only issue was the onboarding of the Officers. They could begin working prior to their background check clearing which caused a surplus of issues. The main issue was them being immediately terminated when their background check flagged. This drastically caused turnover to triple to over 90% and severely decreased employee morale. All my hiring efforts were moot. All my image advertising which, “is important for companies in highly competitive labor markets that perceive themselves as having a bad image” (Noe, Hollenbeck, Gerhart, & Wright, 2021), would always fall short, because the officers would post on Indeed.com and Glassdoor and bash the company and its culture for hiring and immediately terminating its officers. This caused a rating of 2 out of 5 stars on Indeed.com.
Their main competitor was G4S. G4S is also a security contracting company who has contracts with companies across 6 different continents. How does G4S recruit their officers? “Veterans make up 25% of the employee population at G4S, and they hire for over 30K positions each year. About 25% of the positions for which they hire are “military-preferred” roles, which means candidates with military experience tend to be the most qualified for the position” (n.a., 2020). “To meet their lofty goals, G4S must consistently maintain a healthy talent pipeline. In 2017, when discussing their specific needs with their Indeed account manager, they decided that Indeed Targeted Ads | Apply would be a great way to target and attract job seekers with military experience to keep up with the demand” (n.a., 2020).
I guess some questions for thought are:
· What are some good sources for attracting military candidates?
· What are some recruiting sources that have high yield ratio, ie. electronic sources, colleges, etc.?
· Does the culture of the company alone have a significant impact on applicant flow?
· If so, how can Allied Universal improve it’s company culture to improve their turnover rate and increase applicant flow?
References
n.a. (2020). Indeed for Employers. Retrieved from G4S North America: https://www.indeed.com/hire/case-study/g4s-veteran-hiring#:~:text=G4S%20has%20an%20ambitious%20veteran,and%20encourage%20them%20to%20apply.
Noe, R., Hollenbeck, J., Gerhart, B., & Wright, P. (2021). Human Resource Management: Gaining a Competitive Advantage. New York; NY: McGraw-Hill Education.
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