Category Archives: Recruiting

Making Your Workforce Analytics Data Work Harder

By: Brian Salkowski – Bartech Managed Services

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Data by Itself Is Little More than Noise; Make Your Data Sing!

Rearview mirrors identify potential hazards approaching from behind. Windshields are not only far bigger; they provide a clear view of where you are going. If you are a contingent workforce program manager, it’s likely you have sat through numerous business reviews in which your managed service provider (MSP) shared tons of data, giving you unprecedented visibility into your contingent workforce program. As valuable as it is to understand your contingent workforce from a historical perspective, there is even more value in knowing what the future holds. If you can use the data you collect to drive decisions for your organization, you will have a greater competitive talent advantage.

Moving Your Contingent Workforce Program Forward

While new contingent workforce program managers are happy to get data for the first time, more mature programs offer an opportunity to capitalize on all the available historical data to drive decision making. If knowledge is power, the benefits of contingent workforce analytics are vast and can drive program innovation. It can help you make prescriptive statements about what is likely to happen in the future and why. The advent of data analytics, employing leading-edge predictive algorithms, is making it possible to uncover new intelligence about the current workforce and future requirements. Not only does this help a company hire and retain the right resources at the right prices, but it also facilitates the identification of program improvements that can be made in current workforce programs based on actual data and results.

Explore the Possibilities with Workforce Analytics

Mine your data to understand root causes and make predictions about where issues are most probable to surface in the future. You can determine, for example, where turnover risk is highest and then build retention strategies for those locations most at risk. Examining a data point such as time to proficiency can help you structure assignment length for peak proficiency. If engagement is most vulnerable at the six-month mark, is it most acute in a certain skill set or pay rate? Can you use that information to adjust the career ladder? Think of the money saved by proactive vs. reactive decision making, supported by historical data. VMS technology offers an almost infinite amount of data that can be tracked and used to uncover issues and potential solutions that were virtually impossible to see in the past.

Empower Contingent Workforce Planning with Workforce Analytics

Work with your MSP as a strategic workforce partner to assess risks and uncover opportunities. Your MSP partner can take your data (data that is already captured as part of your program) and drill it down to a more granular level. It can then match your program data to external sources to assess your position in the market. Looking at multi-client aggregate data, industry benchmarks, government databases and market trends – it can scan the competitive landscape for key indicators, such as labor supply, rates, geographic markers, etc. By analyzing your data with an eye to the future, your MSP partner can help you move your firm forward. It can identify the best position in the market to capture the talent you need to grow and deploy it most effectively for the greatest advantage.

The Art of Recruiting

By: Erica Leone, VP of Recruiting, Enterprise Staffing

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Marrying Science with Art in Recruiting

If you think of the science of recruiting as driven by technology; the art of recruiting is governed by intellect and insight. Tremendous progress has been made in the past two decades to advance the science of recruiting, transforming recruiting from slow, unwieldy and fairly subjective into a highly efficient and process-driven approach to building a better workforce. With technology liberating employers from so many time-consuming transactional activities in job search and placement, there is now greater freedom to concentrate on refining the art of recruiting. That’s a good place for staffing industry professionals to focus their efforts, as all of that scientific progress and productivity has generated a lot of expectations that are not as easily transformed or met by technology alone.

How Technology Transforms
In a fairly short span of years, technology has allowed us to shift candidate sourcing from the Rolodex to the job board and the Automated Applicant Tracking System (ATS). Paper records—from requisitions to resumes—have gone digital. VMS technology has automated and streamlined the entire req-to-check process of talent sourcing. Innovations such as digital video interviewing, online skills and behavioral assessments, automated candidate schedulers and e-file on-boarding processes have all contributed to a more disciplined and accelerated process. These are just a few examples of how recruiting has changed since the mid-‘90s. All these “scientific” advances have boosted efficiency, generated tremendous productivity and accelerated cycle times. These are all good things – but only part of the equation.

The Artistic Side of the Recruitment Equation
Whereas science is explained in absolutes of yes/no, positive/negative, true/false – art is less precise. It deals with shadings and nuances. The art of recruiting is the application of knowledge based on experience and insight regarding the nature of the work, the skills, and expectations of both the candidate and the client. While artists apply subtle variations of light, shadow and color to create a portrait, recruiters approach the talent search with an understanding of the market and industry, job expectations, the economics of supply and demand, workforce trends, candidate aspirations and more. They deliver an experience to candidates and clients, albeit one made easier by technology but not displaced by technology. Recruiters are the artists who transform a series of transactional steps into a rewarding experience.

Meeting Changing Expectations
Technology is a powerful tool, but it cannot substitute for the experience and knowledge that recruiters apply to successfully match the best-fitting job candidate to the right employer. Along with all the good that technology has brought to the recruiting and staffing industry, it has also heightened the expectations of both candidates and employers for a better experience and better results. Recruiters hold the key to delivering those experiences. A successful job placement is like a good marriage. It brings together two parties with needs and expectations that are often at different ends of the spectrum. The recruiter’s job is to create mutual understanding of those needs and adjust expectations to match the realities of the marketplace.

A Case in Point
A client wants a Java developer with 10 years of experience at a price point that reflects the starting salary of the last Java developer that the employer hired in 2005. This might signal a protracted and frustrating search. However, even the most inventive and diligent search of the market will not likely find a suitable match. Keep in mind that job market trends are not something the client has to think about on a daily basis. His focus is on getting the work done. So, rather than set up the hiring manager for disappointment, it is the recruiter’s job to help that client be a better informed purchaser of high-demand skills. She/he might share research on market trends so that the hiring manager understands what is available and at what price. She/he might brainstorm with the client about opportunities to reconfigure tasks and deliverables so that a different type of candidate might make a better fit. Or they might propose a candidate who has less experience than originally requested but a resume that shows quick adaptability to new situations. The eventual placement may be quite different than initial expectations but if it is the right fit, then the experience is a positive one.

Making a Good Marriage
The science of recruiting drives efficiency. The art of recruiting drives satisfaction. Together, these two can increase quality and help recruiters respond more effectively to the demands of their clients and candidates. They allow them to deliver a positive experience based on knowledge and insights that ensure realistic expectations for all parties.

Bartech Named World’s Leading MSP

By: David Barfield, CEO

In its definitive ranking of the world’s leading managed service providers (MSP), HRO Today placed Bartech in the #1 position, naming us the best of the best in its MSP Baker’s Dozen.

We never set out to be the biggest, but we have always dedicated ourselves to being the best… the best in quality, the best in service, the best in value. As the MSP Baker’s Dozen rankings are based solely on client feedback, it is incredibly gratifying to know that our clients recognize and appreciate the dedication of the Bartech team. I am proud to lead such an outstanding group of professionals, committed to serving each and every Bartech client as a trusted strategic partner.

As the leading benchmark for service provider differentiation, the Baker’s Dozen serves as an important barometer of quality and value for those new to the industry. It also serves to continually set the bar higher, pushing providers to essentially up their game, partnering with clients to uncover new ways to drive strategic value in the temporary labor market. We welcome that challenge.

When Bartech entered the contingent workforce management space in 1998, we traversed a frontier at the brink of transformation. Operating with little structure or governance, the introduction of innovative VMS technology provided the means to establish a solid framework for order and stability in talent acquisition. As revolutionary as that technology disruptor was to the industry, there remained a clear gap that was swiftly filled by the managed service provider. Our role at the time was that of facilitator. We introduced disciplined processes, encouraged value-based relationships and blazed a new trail to talent leadership. Doing so delivered substantial benefits to our clients in the form of lower cost, reduced risk, improved efficiency, higher quality of talent and greater transparency across the board.

The workforce and the nature of work continue to evolve, as does the role of the MSP. We work in close partnership with clients every day, guiding their journey to transform the process of talent acquisition in pursuit of a high-performance workforce that is actively engaged in supporting and advancing client goals for growth and profitability. This is an exciting time to stand at the edge of discovery in a changing landscape, where value is measured not merely in dollars and cents but in creating opportunities to leverage the inherent value of the workforce as a competitive advantage.

Looking for Top Talent? Put the Pedal to the Metal to Attract Gold Medal Talent

By John Eagy, Director of Recruiting, Enterprise Staffing Solutions

Hiring managers should take heed: the recession-driven employer market of recent years is little more than a distant memory. Hiring managers can no longer “window shop” the talent mall, expecting to browse leisurely through a wide selection of viable candidates, clamoring for any opportunity. Those days are gone. Today candidates rule. That translates to increasingly tougher challenges in attracting top talent. As a result, hiring managers need to put the pedal to metal. They need to jump on opportunities, streamline the recruiting process and accelerate hiring decisions to secure top talent.

There’s Lots of Competition for Top Talent
According to Simply Hired’s April 2013 Employment Outlook, nationwide job openings are on the rise. Each of the top 50 metro markets and nearly all industries experienced growth in the past month. Manufacturing saw the largest gain at 15.2%. In Detroit, where year-over-year job growth exceeds 25%, there are close to 67,000 job openings, with nearly 900 vacancies at General Motors alone. And while we still hear there are multiple candidates for every opening, the reality is that they may not be the right candidates. You are not looking to simply fill a seat. You need the right skills and experience to advance your strategy and those candidates are getting tougher to find.

Candidates Have Taken Charge of the Market
In today’s talent mall, it’s the candidates doing the shopping and they’re in a hurry. Those who lost jobs over the past few years are back to work, in positions they are happy with. Their tastes have changed though. They no longer believe in long-term loyalty. While they may be called “passive” candidates, they are aggressive in pursuing what they want. If another employer can promise greater career mobility, bigger challenges, better compensation in terms of salary, benefits, perks, etc., they will be open to the opportunity and quick to accept an offer.

What Can Hiring Managers Do?
Today’s job market is first-come, first-served. Time is at a premium. The top candidates have multiple opportunities, so any offer that takes three weeks to cook will find no one still hungry for a taste. To ensure that your organization remains competitive in attracting top talent, follow these four simple guidelines:

  1. Be thorough in describing the job opportunity. Ensure clear understanding between hiring manager and recruiting partner on all that is involved in the job.
  2. Be responsive in providing timely feedback to your recruiting partner. If mistakes or misunderstandings exist, your recruiting efforts can fall up to two weeks behind in the talent race.
  3. Don’t delay in setting up interviews. Top talent has lots of options. You need to get in front of the most sought-after candidates and sell your opportunity.
  4. Be quick and decisive. Once interviews are completed, make a decision so that you can win the top talent before someone else steps in and steals them away. And if you miss out, a speedy decision means you can quickly change direction in order to maintain forward momentum in your search.

In a shrinking labor pool, the best candidates have a multitude of choices. To ensure that your organization is one of their top choices, establish a strong partnership with your recruiting supplier so that they will always be on the lookout for top talent, giving you an edge in an increasingly competitive labor market.

What’s your experience? Are you seeing a tightening of the talent supply? Please share your thoughts.