RFL: Which Recruiting Metrics Matter?

With employers across the United States tightening their belts, more and more HR and Recruiting professionals are focused on the value of their talent acquisition practices. Recently, the largest job boards in New England posted a micropoll for employers, asking them which recruiting metrics they were analyzing...

The following poll results were aggregated from JobsInMA, JobsInME, JobsInNH, JobsInRI, and JobsInVT. This poll and other information can be found in their monthly newsletters, which you can view by clicking the following links:
MA Recruiting Review | ME Recruiting Review | NH Recruiting Review | RI Recruiting Review | VT Recruiting Review

I don't think it's a surprise to anyone that Cost Per Hire is the most commonly analyzed recruiting metric. What we see from this graph, in my opinion, is that most people are looking at the metrics which are most easily measured. It's very easy to count the number of applicants and hires you get per advertising source. It's also a relatively easy process to calculate how many advertising dollars were spent to fill a position.

Unfortunately, those are second level metrics, focused on the actual process itself, which don't actually reflect the value of your recruitment advertising. First level metrics, which measure the results of the processes, provide a much more accurate analysis. As is the case in many situations, the more valuable information is generally the harder to capture. When the success or failure of recruitment advertising is boiled down to a dollar amount or a number of hires, you are left with a very short-sighted analysis.

A truer indicator of the value of recruitment advertising is how valuable the hires are to the business, given their prospective roles. To understand this value, you have to look at how long it takes for this person to become productive, and how long they stay with your company. Employee retention affects quality of the work being done by your company and your turnover costs.

For example, let's assume that an entry level position at your company earns $25,000 in wages, and has an average annual turnover of 30%. While the costs related to turnover vary greatly, a conservative estimate is approximately 1.5 times the employees salary. Therefore, each time you have to fill that entry level job, it costs the company $37,500, when all is said and done. If you can reduce your turnover to 15% annually by attracting better candidates, then the potential value of your recruitment advertising is significant. In a department of ten of these entry level positions, you're reducing your average annual turnover costs from $112,500 to $56,250.

I include this example as an illustration of the importance of recruitment advertising to your bottom line. Defining the success of recruitment advertising is an important first step to developing more effective strategies for talent acquisition. Ensuring that you're attracting the best person for your company for all your job openings is absolutely critical to your long term success, particularly when employers are forced to do more with less.

In 2009, I fear that more employers will be too focused on bottom line or second level metrics. Through this strategy, businesses will end up sacrificing future growth opportunities as they focus on costs only. The most successful companies, however, will refuse to compromise their long term goals for short term gains, and will continue to analyze and invest in their recruitment advertising, adhering to the principles that great businesses are built by great people.

RFL: Your Recruitment Advertising is Failing If...

I just can't hold it in any longer. Through dealing with hundreds of employers over the last few years, providing guidance and education on recruitment advertising and employment branding, I have become a rather tough critic of the job ads that I see. I've developed and presented programs on these topics to employers, providing very specific steps to build more effective postings and sharing data we capture from surveying job seeker. I can't tell you how many times the audience members have come up to me and told he how much they've learned and how they're looking forward to rewriting their postings, then a week or two later I see one of their ads online somewhere and it looks like this:

Mech engineer. 5 yrs exp. req'd, project management a plus. Competitive benefits and salary. Send resume to Human Resources, XYZ Company, 123 Commercial St, whoville, USA, or email to hr @ xyzcompany.com.

So, what's so wrong this ad? Here's just a cursory summary: abbreviations, "competitive benefits and salary", no contact person, a lack of key words, no discussion of perks, no content for culture or environment, no salary info, and no promotion of the company itself. I've come to understand that while creating a compelling and effective recruitment ad doesn't require any special talent or skill, it DOES take a little extra time, focus, and effort. So, in the midst of a busy day, it's natural for humans to neglect this activity.

So, after reviewing another swath of poor attempts that I have no doubt will fail to generate any quality candidates, I couldn't help but to jot down the following list. If you're not certain how successful your recruitment advertising is, here are some of indicators that your online recruitment advertising is FAILING.

1. 1/3 or more of the applicants you receive are completely unqualified for the job you're trying to fill.
2. More than half of the applicants you contact fail to return your call.
3. Your ads are being opened fewer than 200 times in a week (no matter what the job is!).
4. More than half of the people you invite for interviews are unwilling to work for the salary you're willing to offer.
5. More than 1/3 of the people you make job offers to decline them.
6. On average, your hires stay with the company less than 2 years.
7. The onboarding process is getting longer and/or more expensive.
8. No applicants come in when you aren't posting job openings.
9. Your turnover rate is not decreasing over time.

That's where I'll draw the line for now. Poor recruitment advertising affects virtually every aspect of your business. Despite the advances and maturation of technology in our business processes, the foundation of sound businesses will always be your people. More time, care, and focus needs to be placed on identifying and attracting the right people, than choosing which equipment to buy, which vendors to work with, 0r even which property to buy. If you have better people than your competition, your company will be successful.

That's how it looks today from the Recruiting Front Lines!

Think some of those indicators are wrong? Did I miss any indicators that you feel are results of bad recruitment advertising? Share your comments here!

RFL: Guest Poster Steve Balzac

I recently posted a question about the business case of cutting management training budgets during economic downturns. A number of excellent responses came back from experienced professionals across the country. Through this discussion, I decided to invite a few guest posters from the training region of the Human Capital ecosystem. Enjoy this read from Steve Balzac, "Business Sensei" and President of 7 Steps Ahead, LLC in Stow, MA, as he discusses how well trained staff can ensure that your business can take advantage of lucky situations...

Just Lucky I Guess...

A great deal has already been said about the plane landing in the Hudson River last Thursday. What's amazing to me is how many people have ascribed to luck the happy ending to what could have been a major disaster.

Was luck involved? Certainly!

It was lucky that the plane went down at a time of day when there was very little commercial shipping on the river.

It was lucky that the ferries were out at the time the plane went down.

It was lucky that the particular pilot just happened to have the necessary and appropriate training to recognize what had happened and not panic. Instead, he remained calm and relied on his training to glide a passenger jet down to the river.

As the old saying goes, luck is when 10,000 hours of preparation meets a moment of opportunity.

The lack of shipping and the presence of ferries wouldn't have helped much if the pilot had lacked the skill to bring the plane down safely. It's doubtful that he ever really believed that all that time he spent training, flying, and in a simulator would matter, other than for his own growth and development. What are the odds of a double-bird strike? What are the odds that just the right person was in the right place at the right time? Who could have known what would happen?

No one.

And this is the lesson for businesses. It's easy to see what skills and knowledge are useful today. No one knows what skills or knowledge will prove useful tomorrow. Trends can change in a metaphorical heartbeat. When businesses cut training and development, or restrict the courses an employee can take (refusing to pay for a course unless a "clear" business need exists), that business is focusing entirely on the problems of today. It is not creating a workforce that is ready for the problems of tomorrow. Ready, in other words, to face unpredictable situations, unexpected problems, and unplanned for or unlikely circumstances.

On the other hand, those who have had the opportunity train and develop their skills, who have the freedom to explore their interests and learn the things that may or may not be obviously useful, are the most likely to come up with a good solution to an unexpected problem.

In the end, luck really does favor the prepared mind.

"The Business Sensei"

URL: http://www.7stepsahead.com
Blog: http://blog.7stepsahead.com
RSS: http://www.7stepsahead.com/7saarticles.xml

RFL: 2009 Human Capital Summit, Building Awareness through Social Media

As Social Media and Social Networking resources grow and mature, they are becoming more valuable to Non-Profit organizations. These services provide them with the ability to connect with the community to promote activities, share information, and build awareness.

As a first-year volunteer on the Board of the Granite State HR Conference, I hold the Information Management chair. I have been focused on finding ways to provide the community with access to information about the 2009 Human Capital Summit, which is the name of our conference for '09. Thanks to tremendous support and encouragement from the rest of the board, we've developed the first conference blog space, and are continuing to build awareness through the internet-based networking resources.

I believe that online social media and social networking platforms can generally fit into one of three buckets: Information Sharing, Professional Networking, and Personal Networking. While the greatest volume of content on the web is currently in the Personal Networking bucket (see myspace and facebook), the other two are growing rapidly. As a professional working in an ecosystem that includes recruitment advertising, marketing, public relations, and partnership development, I have been putting in my time to really understand the potential value of all these platforms for professional gains. While I was originally hesitant about the idea of pushing networking and promotion to web-based platforms, fearful of the potential decline in interpersonal relationships that are the real key to business, I've found that the opposite is actually true. When used with careful consideration and a focused philosophy, these platforms greatly increase an organization's ability to build meaningful connections within their local communities.

Enter the 2009 Human Capital Summit. Through our blog, we can share the work being done by the board with professionals around the state and the surrounding areas. We will also be sharing guest posts by many of the 2009 presenters. This will help them build an audience in the state, help our conference generate interest and engagement, and help the human capital professionals decide on which sessions to attend and have access to more shared industry knowledge.

We'll also be promoting the event through various networking sites, such as HRM Today and TalentBar, which connect human capital professionals. Through partners with other bloggers who are working in human capital, we'll also increase our reach and awareness. Ultimately, by utilizing these resources we can disperse more information, faster, to larger audiences of interested professionals than ever before. Additionally, the community accessing this information also has the ability to provide feedback and input, sharing in the value and excitement we're generating.

We'd love to hear your feedback on how well we're doing integrating our event into the social media ecosystem! Click here to share comments on our Granite State HR Conference Blog today!

Thanks for checking out the view from the Recruiting Front Lines!

Jason

Transcript of Obama's Inaugural Address

For those that were unable to watch the entire Presidential Inauguration Ceremony today, here's a link to the full transcript of Obama's Inauguration Speech.

OBAMA INGAUGURAL ADDRESS

RFL: Strategic HR: Calgary: Marcus Buckingham!

Check out this AMAZING Strategic Human Resources Event featuring Marcus Buckingham!

I've agreed to post content to help build awareness and generate interest for an amazing HR event being held in June in Calgary, Alberta. A Fresh Approach will feature presentations by Marcus Buckingham, best selling author of First, Break All The Rules, Ann Rhoades, former VP of HR at Southwest Airlines, and Cameron Herald, former COO of 1-800-GOT-JUNK.

I am truly very excited about this event and appreciate the opportunity to help promote it. The following is an excerpt of a blog post from the Fresh Approach website. It's a very good read, please enjoy:

6 Secrets Everyone Knows but Always Forgets

Published

by

roger

on January 19, 2009

in Human Resources

. 1 Comment

The world is in a state of flux. That’s a given.

Business is driving this change. That’s news to some people, old hat to others. And while the Harvard MBAs drone on about business models and healthy bottom lines, the savvy business owner knows one thing for certain.

Business is about people.

And the most important people in any business are the ones who collect a paycheck from your HR department every month.

Your employees.

So how do you find good ones? How do you keep them? Simple questions, but if the answers were easy, every business would have energized worker bees, competent managers and brilliant leaders. Success would be all but assured.

But that doesn’t happen. Here’s six reasons why, and what to do about it.

Not-so-secret #1 – Employees are little gold nuggets

Employers love to pan for gold, to look for the next Warren Buffet for sixty grand a year, but what they consistently forget is that their pans are already loaded with nuggets. Stop looking at the rocks in the riverbed and check what you have in-house.

There was a reason why you hired your staff. Most of the time, it was a pretty good reason. They were qualified. Still are. And when they started, there was a deep desire to find real value in their job. To connect.

So what happened? Did they build a solid foundation in your company? With other staff, managers, and clients? How were they motivated to accomplish this? By command and control, or by encouragement and team-building. Big difference.

Cherish those little nuggets. They truly are gold.

Not-so-secret #2 – Knowledge breeds knowledge

Your employees are all experts at something inside your business. That has come with tenure on the job. The key is to have them share what they know. The result is a workforce with a greater understanding of the big picture. Once they see that every position is an important cog in an ever-moving wheel, trust and appreciation are not far off. And that appreciation isn’t confined to other employees – it extends to the company itself. The giant becomes a benevolent one.

The greater their respect for the place they work and the purpose it serves in society, the more they want to share what they know. And learn what the person in the next office is up to. Sometimes, chatting at work can be a really good thing.

Not-so-secret #3 – The well is bottomless

Continued here...

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RFL: Long Term Recruitment Strategy Video

I'm glad to announce that with this post, I am taking the first step in completing one New Year's Resolution: Begin posting video in this blog space. At JobsInTheUS, the company that I work for which hosts JobsInME, JobsInNH, JobsInVT, and JobsInRI- the leading job posting resource in each state, we've been working on developing a video program that will run regularly and will have two focuses- Recruitment Advertising Tips for Employers and Job Hunting Tips for Seekers. Through this process, I have been capturing Gigs of video and playing around with various video editing programs.

In the video below, I am discussing my view of long-term employment branding initiatives. I feel that most employers see recruiting and employment branding (by the way, I'm tired of people using "employer" branding as a term- if consumer branding is focused on branding to attract consumers, what does employer branding mean? Anyway, that's a rant for another day... where was I... oh yes) in the same light as copier repair and fuel expenses. Yes, all these things do affect the expense budget, they all affect the operation of the business, and they are all necessary to keep the company growing.

However, Recruiting, and specifically Employment Branding, has the potential to dramatically affect your business's ability to compete in the marketplace, develop new revenue streams, build and maintain long term customer relationships, to name just a few of the short and long term strategic benefits. Business is really all about people, regardless of what you read in the WSJ or Michael Crichton novels (a tremendous artist who made a huge impact on media of his time). Whether it's Jim Collins' identification of the "First Who, Then What" concept in Good to Great, or the Dale Carnegie principles of human relations in business, you can find numerous resources to support this idea. That is, until you are sitting down with the controller working on the recruiting budget. This area is often cut early when faced with slow economic conditions.

I'm off on a bit of a tangent, so allow me to pull back. If any business continually makes terrible hires over a long period of time, I think it's clear that the business would suffer greatly, if not close down all together. I don't believe there's any question to that assertion. Therefore, in the video below, and in the coming segments, I'll be exploring the other side of that statement- if any business continually makes terrific hires over a long period, their success (spelled p-r-o-f-i-t-s) will increase greatly.




As this is my first ever video, I would LOVE any feedback!

Thanks,

jason

RFL: 2009 Human Capital Summit Registration Open

Registration is now OPEN!

The Granite State HR Conference presents the 2009 Human Capital Summit! On May 12, join professionals working in human resources from across the state for this annual conference focused on professional development. Check out the official conference website at www.gshrconference.org.

Just like every year, this is a great opportunity to learn best practices from industry leaders... Continued at the Granite State HR BLOG!!!

RFL: The Skinny on the E-Verify Issue

Here is a lay person's take on the E-Verify issues currently at hand. As reported on January 9, the US Department of Justice has delayed the effective date for regulations requiring federal contractors and subcontractors to use E-Verify. The delay effectively pushes back the effective date from Jan 15 to Feb 2o. If it's just a 6 week delay, what's all the noise about?

In truth, the business groups that mounted legal resistance to the new regulation are seeking more than just a simple delay. They are seeking a summary judgment to rescind the rule entirely, based on their premise that it causes undue burden on employers. This group of co-plaintiffs is comprised of significant Capital Hill heavy weights: the US Chamber of Commerce, the Society for Human Resource Management, the Associated Builders and Contractors, the American Council on International Personnel, and the HR Policy Association.

• I just need to go off on a brief tangent here. During the US Presidential election campaign, the word Lobbyist took on a very negative connotation, a four letter word of US politics, if you will. At no time did either candidate, or any of the reporter covering the race, stand up and remind us that lobbyists are CRITICAL to a democratic process. Lobbying groups, such as those mentioned above, give voice and action to thousands and thousands of individuals who have neither the resources nor the access to drive change in the government. Lobbyists are groups that represent the needs and wants of differents groups of American citizens, to bring the voice of those citizens to the government that is supposed to be of the people, by the people, and for the people. We can't brush all Lobbyists or Lobbying groups with the same brush. Let's try to remember that. Okay, back to E-Verify-

So what is this regulation and why are they trying to rescind it anyway?

Essentially, the regulations place much more responsibility on some employers to verify citizenship and legal identities of the people they hire. That doesn't sound like a bad thing, right? The regulations only affect employers who hold any government contracts, and would amend the government’s acquisition processes by requiring federal contracts to stipulate that businesses must use E-Verify to determine if all new hires and existing employees performing work on federal contracts are authorized to work in the United States. Businesses contracting with the federal government would be required to enroll in E-Verify within 30 days of the contract award date.

Let me just say, in my opinion E-Verify is a generally good thing. It replaced outdated paperwork systems, and has been developed to a point now where about 94% of all verifications completed INSTANTLY, and, based on recent labor statistics 1 in 8 new hires in the US are now checked through the system. This process was developed, however, to be voluntary for organizations, and was designed to ASSIST in HELPING companies avoid hiring illegal workers using false identifications. Our ability to protect US jobs and US companies from illegal workers is important because it leads to our nation's tax base. This isn't an opinion on immigration laws or work visas, merely a statement that we must make sure that we know who is working in the US, and are taking our income tax fairly from all.

The problem arose when the Bush administration, by executive order, bypassed existing immigration law provisions, and mandated this E-Verify process for all federal contractors. Further, it states that the verification process is not only for new hires, but that any current employees that will work on the federally contracted projects would also need to be re-verified through the system. Additionally, while 94% instant verification is very good, the amount of work and time created by the other 6% is creating an undue burden on the employers. Look at it this way, IF this goes into effect, every company that is covered under this regulation would essentially need to hire AT LEAST one extra body to simply handle the extra work created. Think about that. The government is mandating that all these businesses ad $50k to their overhead. (yes, the salary for these folks won't be $50k, but when you account for benefits, insurance, and cost of regular turnover, the cost for a $30 salary can be over $50 annually.)

So, here we are. Employers don't want to take on this additional expense, and feel that the US government has unfairly pushed off the enforcement and oversight of immigration labor laws to the private sector. The US Government is trying to cut back on the volume of illegal workers in the US unidentified. Everybody wants what's best for the country. The question on the table is how to do it fairly without hurting the now fragile economy. Good luck to those making these types of decisions.

E-Verify Federal Contractor Rule postponed until February 20, 2009

E-Verify Federal Contractor Rule postponed until February 20, 2009

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RFL: Tired of Informercials @ Trade Association Meetings!

I attended an HR association meeting today at a chapter that I think is well run and well attended. In the 4 months that I've attended, around 40 Human Resources Professional attend, and the structure and organization seem to be top flight. But after sitting through 2 sales pitches for the last two meetings I attended, decided it's time to complain about it formally! As I began to think about this post, it occurred to me that maybe, just maybe, the world of social networking and social media is impacting the way we act in real life.

In the two meetings I attended, the monthly topics were to be diversity training and managing workplace conflict. Both good topics for a professional association meeting. However, in each presentation, the speakers spent nearly 10 percent of their time discussing their extensive background- who they've worked with, what services they provide, how they serve their clients needs, etc. After the 10 minute "personal branding" segment, we were lead into an infomercial that tied the core training ideas to the solutions that these presenters sell. It makes me feel bad for the monthly meeting "sponsors" who have to pay a couple hundred bucks for the opportunity to promote their goods and services, but only get 5 minutes.

As a professional who has spoken at many hr and trade association events, I know how alluring the sales potential of this activity is. I realize that the opportunity to speak to 40-100 potential customers for 90 minutes is rare, at best. And, as with any consultants, there's the business 101 voice in the back of your head telling you that you have to promote yourself to keep you business running. Really, though, don't you understand the professional courtesy here and the role you have been brought in to play? If you had asked to present to the group and told the programming committee that you had a great 90 minute sales pitch for employer services, do you think you'd get the gig? And once you're in, do you think the audience somehow doesn't realize that they're being sold to?

I am always turned off by this brazen salesmanship. I physically become uncomfortable and agitated. When I speak to the HR groups, I always feel that the best way that I can build long term career success is by building trust and confidence. I believe that's done through providing educational and informational content that people can use, when you're brought in to educate and inform. That you don't only provide solutions that meet your own needs, but provide your audience with a range of options and ideas and opportunities. Okay... it's true. I'm a New Englander, and I'm an old-school sort of a guy. I do have faith in the Universe, and do believe that if I maintain my personal integrity and professional courtesy, success will find me.

My company, JobsInTheUS, which hosts JobsInME, JobsInNH, JobsInVT, JobsInMA, and JobsInRI, will be providing numerous educational webinars and seminars in 2009, and while I am often defending myself against the sales and marketing folks, I will continue to make sure each event is educational in nature, and certified by the HRCI. Our goal is simple, do our best to make sure that every webinar and seminar attendee leaves our events feeling not only that they've learned something, but that they now have more tools to implement that knowledge.

That's how it looks on the Recruiting Front Lines from the HR Association of Central MA from one stodgy curmudgeon!

RFL: Life Imitating Social Media, or the Other Way Around?

Life Imitating Social Media or Social Media Imitating Life?

OR: Social Networking and Real Life: Which is the Dog and Which is the Tail?

It has occurred to me recently that life may indeed actually be imitating social media and social networking in many ways. It may sound ridiculous, but have we actually created and fed a resource that is controlling the our behavior and personal development- making us dumber in the process? Here's some examples:

• In general, more people have less regard for spelling, grammar, or professional communication than a decade ago.
• Consumer Branding strategies are now being implemented by individuals in what's called "personal branding".
• People are generating greater numbers of shallow relationships and fewer deep and meaningful relationships.
• What is written on MySpace Facebook LinkedIn etc, is being quoted in reputable news channels.

And that's just the tip of the iceberg. I have noticed a growing commercial footprint within the social media. People are becoming willing to exaggerate themselves and the products, services, or companies they are connected to. There are more "FRIENDS" trying to sell each other services than in real life. It reminds me of the movie GROUNDHOG DAY with Bill Murray. OR, more specifically, the insurance sales person on the street trying to sell Bill Murray insurance. Yes, they once knew each other vaguely, and now the insurance rep feels like it's perfectly okay to leverage that relationship to his benefit. In fact, this is a caricature of insurance sales people that has been lampooned for decades. This dynamic has become the norm in the social media outlets, and appears to be spilling back out into the real world.

See my next post on informercials for a good description of what I mean.

I'm interested on what others think about this premise- does the online social world reflect the behaviors of the real world? Or has the real world changed it's behavior based on the success of online worlds?

Reprinted from the Recruiting Review for JobsInMA, and can also be found in the newsletters for JobsInME, JobsInNH, JobsInVT, and JobsInRI:

Is Your Recruiting Plan
Recession-Proof?

By Margaret Hansen, JobsInMA.com

Bonuses are off the table. Salaries are flat. Staff resources are thin. People are lucky to have a job. You've heard all of this before, but how do you plan to address these shortfalls in '09? Here are 3 questions to ask yourself.

Question #1: Are you prepared for long-term vacancies?

First, make sure your current employees aren't left in the lurch. Even though your budget is tighter, you need to recognize and reassure them. After all, they are your most precious resources.

Process improvement should be the flavor of the day. Does your team really need to spend 80 hours per month on administrative tasks? Consider hiring an intern. It will free up some team time for strategic meetings and follow up work, plus buy you some insurance for future staffing needs.

By the time you have ironed out a leaner plan, your intern will be trained and interested, just in time for graduation and a post-recession promotion.

Question #2: Are you maintaining a trusted presence?

As the unemployed, or "active," job seeker pool grows, your image as a trusted employer should be keeping pace.

Many job seekers are feeling anxious about the future. People are nervous about layoffs. How do you address those fears? How do you instill confidence and attract top performers to your positions?

Be sure to answer these unasked questions at every step of the recruiting process from initial advertising to interview and beyond. It's on everyone's mind, even if they don't ask.

Come up with a "Top 10" list of why it's great to work for your company. Ask your most dedicated top performers what they like about working there. Make it diverse - choose at least one person from each division at varying levels: an IT employee is likely to have an entirely different perspective and experience from an HR employee.

Once this list is created, include it - in part or in its entirety - with all of your employment advertising. It's part of your Employment Brand and there's never been a better time to let it be known.

Question #3: Are you getting the best value for your employment advertising dollar?

Now that you have a Top 10 list of great reasons to work for your company, make sure that you're getting it out in front of the right audience.

Advertising online poses the least amount of risk while offering fantastic return on investment. Web stats track the number of job views, referrals, and online applications.

Sprinkle your Top 10 around: in your online banner ads, job postings, company profile, website, press releases and even in your employee manual. It will soon become a big part of your recruiting strategy.

Find an all-inclusive online subscription that offers unlimited jobs, unlimited changes and tools to help you recruit, such as a resume database. You'll be able to make changes at any time of day, recruit faster and cheaper and reach more people than any other method.

Your budget is likely to be tighter for next year. Be sure to maximize your recruiting dollars.

Recruiting Review Newsletter

Poll Results: Work/Life Balance over Salary!

Okay. So I'm a little biased. I like this article from our last newsletter the best.... and maybe it's because I'm quoted in it... maybe. Another good read brought to you by Margaret Hansen!

Poll: Salary Competes with Perks

By Margaret Hansen, JobsInMA.com

Thinking about your earnings lately? How about controlling your own schedule? Given the current state of the economy, a surprising majority are more concerned with the latter.

In a recent JobsInTheUS.com poll, we asked which was most important:

• Salary
• A flexible schedule
• The ability to telecommute

Salary

Nearly half of the group chose Salary (47%) as #1. A not-so-surprising answer, but with the economy grinding to a halt lately, it seems to be packed with a little more emotion.

"Salary is just as important to me as is having work in which I can add value and fully use my skills and experience," said Suanne Williams Lindgren a professional HR consultant from Freeport, Maine. "I frequently meet intelligent, skilled people who are underpaid, underemployed, and working 2-3 jobs to make ends meet. I think this is a terrible waste of human energy that we can ill afford at a time when there is such tremendous need in our world."

Flexible Schedule

Coming in at #2: a flexible schedule with a whopping 42% of the group choosing this answer.

The U.S. Department of Labor defines a flexible schedule as an alternative to the traditional 9 to 5, 40-hour work week.

Some situations allow flexibility with arrival/departure times with a prescribed number of hours, including daily presence during a "core time." Others may offer a compressed work week with longer days but more time off. Still others allow the flexibility to attend family events, meetings and other commitments during the work day as needed.

Life is unpredictable. Parenting, family issues, dealing with illness and maintaining a balanced and healthy lifestyle are just a few of the things that are competing with work. Increasingly, people need - and are demanding - a more flexible work schedule.

Telecommuting

Fortune's "100 Best Companies to Work For" lists Telecommuting as one of its top six best benefits - and 84 of its 100 winning companies in 2008 offer it.

"It's true that financial concerns are leading people to consider compensation more heavily than, say, two years ago," Jason Blais, Field Operations Manager for JobsInTheUS.com, said. Blais meets with both job seekers and employers at career events across New England. He sees a new trend with uncommon work arrangements.

Blais points out that a more interesting trend is that the majority of poll takers chose perks over salary.

"53% of our poll respondents would prefer accommodations to fit their lifestyles (flexible schedule, ability to telecommute), compared to 47% who feel that salary is more important," Blais said. "I think employers need to take heed of this reality."

Some common telecommuting jobs include: medical transcription, IT-related work, sales, customer service and any job that relies on the Internet.

Career Connection Newsletter
Recruiting Review Newsletter

Healthier Resumes by M Hansen, JobsInMA

Great article written by Margaret Hansen of JobsInMA / JobsInTheUS for our Career Connection newsletter- thanks Margaret!

3 Easy Steps to a Healthier Resume

Page 1 | 2 | 3 | All

By Margaret Hansen, JobsInMA.com

With the unemployment rate continuing to climb, it only makes sense to keep up with the competition (your fellow job seekers). Giving your resume a fresh update is a practical move. Old standards still apply, but today’s resume “kit” also includes an online search-friendly version. Follow these steps to improve your résumé’s health for today’s job market.

Step #1: Proofread

Reading your resume aloud is a great way to catch typos, inconsistent tense and unclear language. You can do this yourself or enlist a friend. But don't forget to do it.

Although your resume is more of a list than an essay, someone still has to read it and understand it. Give yourself a day or two after updating it for a fresh perspective. The employer will notice if you have skipped the proofread.

Pick a tense and stick with it. Under each job, stay consistent with tense, using past tense for past jobs and present tense for your current situation.

Keep items in a series parallel. Don’t say "Managed 12 associates, created new employee manual, company recognized my work with awards and chaired cross-functional team." Instead, move the 3rd item out of the series to its own sentence and get specific: “Recipient of Leadership Teamwork Award, 2007.” The past tense verbs of "managed," "created," and "chaired" are parallel.

Consistency allows your resume to speak for itself without distracting the reader. Let them remember your skills, not your resume blunders.

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Career Connection Newsletter

RFL: Strategy for 2009- Adaptive Staffing

Recruiting may seem like a low priority for businesses today facing hiring freezes, or worse. But a recession requires a different way of thinking. Employers who take advantage of this market will come out stronger and more diverse when the economy finally turns around. In an environment where companies are forced to do more with less, it is critical that employers leverage the skills and talents of their existing workforce, and make sound hiring decisions based on this new climate.

Economic Turns
When JobsInNH.com entered the market six years ago as a small start-up selling employment advertising, the unemployment rate was at its highest since 1994, coming in at 4.7%. Total employment was just over 680,000 statewide. In the years that followed, a strong economy prevailed with job growth expanding both nationally and state-wide.

What drove job growth across New Hampshire? Strong business development initiatives, coupled with a growing national economy. As a result, unemployment declined, bottoming out at 3.3% during the 4th quarter of 2007, the lowest quarterly rate since early 2001. This blossomed into an attractive environment for professionals willing to relocate, and April 2008 saw total employment reach its highest level ever, with 717,625 persons on NH payrolls.

In the second half of 2008, everything changed. While final numbers had not been released at the time of this printing, forecasts suggested that total employment in November would end at approximately 713,000 persons. It’s no surprise that the instability of the economy will continue to have dramatic affects on the labor market for the next several months as businesses tighten their belts.

Adaptive Staffing
In the months to come, employee productivity and personnel decisions will weigh heavily on bottom lines. Through better recruiting and staffing techniques, businesses can significantly reduce turnover costs, resulting in increased quality of work, productivity, and, ultimately, profitability.

Staffing Expertise
JobsInNH assists local businesses in leveraging their workforce and identifying internal solutions to seize these opportunities, by offering educational webinars and seminars through JobsInNH University. For the past four years, JobsInNH has presented internet recruiting and employment advertising workshops across the state. Accredited by the Human Resource Certification Institute (HRCI), these programs help businesses to better understand the recruiting market, providing timely content and pragmatic approaches to identify, attract, and retain the best employees.

In 2009, employers will have access to several new accredited programs developed and presented exclusively by JobsInNH University. From understanding social media's impact on the workforce, to developing strategies to optimize staffing during a recession, employers can choose from an array of educational content.

One session, Employment Branding 20/20, was recently presented to the Seacoast Human Resource Association. This program provided HR professionals with techniques to decrease recruiting costs while increasing employee retention by creating best in class employment branding. All of the programs presented by JobsInNH University will give employers the specific tools and guidance they need to achieve results using their own in-house resources.

Employers can find more detailed information about these programs, and register for upcoming sessions at www.jobsinnh.com.


THIS ARTICLE WAS WRITTEN FOR AND ORIGINALLY PRINTED IN THE DECEMBER 19, 2008 ISSUE OF THE NEW HAMPSHIRE BUSINESS REVIEW. THIS ARTICLE WAS WRITTEN BY JASON BLAIS, THOUGH THE NHBR ARTICLE PUBLISHED A TYPO IN THE BYLINE.

RFL: Building Strong Relationships

The New England territories of JobsInTheUS, JobsInME, JobsInNH, JobsInRI, JobsInMA, and JobsInVT, will continue to expand our network of business and trade association partners in 2009.

Through the successful JiUS Connects pilot program, affinity partnerships were formed with the NH Lodging and Restaurant Association, RI Hospitality Association, and the Greater Nashua Chamber of Commerce in 2008. Through these partnerships, JobsInRI and JobsInNH were able to provide outreach and training to local businesses across the region, reinforce their commitment to the local labor markets, and sponsor many local events. Through the affinity programs, the Education Foundations of both the NHLRA and the RIHA, rec'd generous funding to continue their operations and provide continued support within the industry.

In 2009, we are hoping to expand our partnerships programs into Maine, Massachusetts, and Vermont, with the goal of having two affinity programs supporting businesses and associations in each state. For more information, please contact Jason Blais (that's me!), emailto: jblais@jobsintheus.com.