I believe we are living through one of the best times in the history of work. Thanks to the advancement in technology and instant access to information, our generation has a greater sense of empathy, ethics, and values. In the past, job seekers would be looking for a place that would pay them well and give them good benefits. Now, job seekers are looking for organizations that have great cultures. Companies need to offer individuals a sense of belonging and a mission to accomplish something remarkable. With no culture, an organization, is not sustainable in the 21st century. I have come up with five elements that are essential to building and sustaining great organizational cultures. Those elements are: purpose, ownership, community, effective communication, and good leadership.
Purpose: Going back to the premise that we have a greater sense of ethics and empathy. We are less selfish, and we want to be a part of solving a problem greater than ourselves. We need to understand the why of what we do. Companies now need to have a strong mission statement where they can share the why with their team members. A great example that comes to mind is SpaceX, a company that builds rockets for space exploration. This is their mission statement: “SpaceX was founded in 2002 to revolutionize space technology, with the ultimate goal of enabling people to live on other planets.” Now… that’s a mission statement! That’s something bigger than anybody.
Ownership: The second element in building a great organizational culture is ownership. Ownership is about giving people the opportunity to be accountable for their results without being micromanaged. Giving people the autonomy over their time to accomplish their goals. Basecamp is a company that builds software for project management. They are a great example of a company that promotes ownership. They have an office in Chicago, but everyone has the chance to work from wherever they want. The CEO doesn’t know how many hours his employees work. They just set expectations and give people the opportunity to build their own schedules around their projects. But how do you keep people engaged with a sense of purpose? Well, you do that through the third element, community.
Community: Community is that sense of belonging to a group of people that shares the same or similar principles, goals, and values. Community is a place where there is camaraderie. Focus Lab is a branding and design agency that understands community. They have company standards instead of values. Their argument is that you can’t change a person’s values when they walk into your company, but you can uphold everyone to specific standards. Some of their standards are: work to live, ask more questions, and never stop learning. The culture of their company breaths these standards through their work. Building community is something as simple as having lunch and learns, hangout times on Fridays, and company trips. It varies from company to company. Community, is unique to each organization.
Effective Communication: The fourth element in building a great organizational culture is effective communication. Effective communication sounds like common sense, but through my work I have realized it is not common practice. It means consistency in processes and investing time learning the personalities and communication dynamics of team members. Google created a research project called Project Aristotle, where they found that the most collaborative teams are the ones where everyone speaks equally. In many of their engineering teams they have a list with checkmarks to make sure everyone is speaking the same number of times during their meetings.
Good Leadership: I would say this is the backbone of the cultural dynamics of any organization. The leader has to be constantly be pushing the mission, standards, community, and processes of the company. Without effective leadership the other four elements cannot thrive. People want leadership with integrity and compassion. People want authenticity. People want a leader who is clear on expectations. People want to know they have a leader who cares about them.
The elements I just mentioned are not new to people. People have always liked purpose, ownership, community, effective communication, and good leadership. It’s in our own human nature. But now we found words to describe those things to build high performing cultures. I would like to encourage each of you to be intentional about applying these elements, and building great cultures in your organizations.
About the Author:
Andy Cabistan is one of the Co-Founders of Watson Works, a culture development company helping teams communicate and collaborate better. Andy is passionate about helping companies with diverse groups of people build high performing teams. Andy is a Business Economics graduate from Armstrong State University in Savannah, Georgia, and a master’s student in the Professional Communication and Leadership program at Armstrong. In his spare time, Andy travels around the country developing leadership programs with children of military families in partnership with the Department of Defense. Andy is also active in Savannah building the entrepreneurial ecosystem. He believes that entrepreneurship, technology, and a sense of community are key factors to make economies thrive.
Ask any Indian HR professional and they will tell you that when it comes to acquiring talent their biggest burden is to sift through applications. Add to that what a 2014 newspaper report stated – that of the 12 million people entering the labour market every year in India, nearly 75% are not job-ready. This problem is amplified when mass hiring for lower level roles in sales, logistics, operations, data entry etc.
It is not uncommon for some recruiters to reject 90% of the applicants for a job without even the need to forward their CVs to the next round. Basic qualifications and relevant work experience are missing, which are crucial for discharging the duties for the role applied for.
This problem is especially widespread in a large and technologically immature work force like in India. Job seekers are struggling to catch the attention of employers and end up applying to many more jobs than they are suited for. At the other end recruiters are inundated with candidates they cannot push to subsequent stages and neither can they pipeline so many for the future.
So why is it so difficult for recruiters and job seekers in India?
There are a multiplicity of factors that have created this situation. Some are specific to the Indian landscape, and some are the challenges of every developing country. But largely they are problems of disorganised or insufficient data.
Resumes are not rich enough
The ability to present relevant information on a resume is not widespread among the Indian workforce. Typically they use a Biodata, which are statements of personal information like one’s address, parents’ names, marital status etc. These are remnants of older days that, unfortunately, don’t provide the right data that the recruiter is looking for.
Portals are limited and not used appropriately
The vast benefits of technology that can make big data consumable are not yet serving most job seekers. Instead, what exists are just databases of resumes and job openings with little value added to make them match each other. As a result, most portals are just dumping grounds of biodatas and not much more.
The challenge of remoteness
India is almost unimaginably vast, and permeation is made even more difficult due to large differences in language, culture, and access to the internet. It is primarily the metropolitan audience who have technology at their service, although it is the hard-to-reach who could benefit from technology the most. Internet has made huge inroads everywhere in the country, but the patterns of consumption don’t typically include job search.
Job alerts are often irrelevant
The lack of organised data, and the missing critical oversight, mean that job alerts often become very tangential to the job seekers need. Moreover, there are no layers of information added to the job seeker profile that refines the alerts based on preferences.
The Black Hole
This is every job seeker’s nightmare, the black hole where their numerous job applications go and are never heard of again. Dealing with such large numbers of job seeker applications means the recruiter is filtering them out at a massive rate. The candidate almost never gets to hear what happened to their application and why it was rejected. This feeling of despair also worsens the very condition that caused it, namely it becomes a game of volume for the despondent. When job seekers anticipate not hearing back from places they’ve applied to, they start indiscriminately submitting applications everywhere, hoping 1 out of 10 will respond.
At the same time, sitting at the other end of the application pile, is the employer who is suffering from the inefficiencies of this process.
Less information to process
Recruiters are not finding what they need to know about the candidate. Raw data doesn’t inform them, so it forces a slashing mentality that eliminates up to 90% of applications just because they are inadequate. This largely insufficient job seeker profile is not rich and hence too large a number of them become unusable.
Related to the previous point is the clutter these large volumes create for recruiters. And a process prone to cluttering creates jamming. This will create sub-standard decision-making despite having talented people on both ends.
This is what the recruiter is really after – good candidates. And what is a good candidate for the recruiter? Someone who is fit for the role based on his/her qualifications and experience, and also someone who is interested and intends to do this job and will not drop out soon. Finding this fit and intent should be what every HR tool and technology is geared towards.
What Is The Solution?
Cleaning up this process and making it future-ready means job portals have to wear the hat of being an analytics company at heart. Collecting resumes is the old way of job portal 1.0. We can no longer get by with data dumps, and what the Indian job market needs is job matching. We need to see the sunrise of Job Portal 2.0 – driven by data, sorting and understand behaviour patterns, presenting usable insights for the recruiter and response for the job seeker.
Pre-screening using technology
Customised questions – Adding a customised layer of application filtration based on knock-out or must-have questions allows recruiters to control who can apply to the job posting. For instance, for the role of delivery agents a very important set of questions will be whether the applicant holds a valid driving license and whether they possess their own vehicle. Something like this will not be captured on a CV and neither does the applicant always self-assess before applying. So, by putting these criteria in the form of a quick questionnaire before allowing the candidate to submit will cut through the excesses in one massive swoop, and clear the dreaded black hole.
Behavioural indications of preferences – Companies don’t have access to data for candidates outside their system and are, hence, unable to make fact-based judgements when looking to hire. An enhanced portal that has this collective data, and empowers the employer with it becomes similar to a credit bureau. It can effectively promote candidates who have behavioural traits the employer is looking for, thereby making an unbeatable matching engine.
Skill assessment – Resumes come in all shapes and sizes and not all of them are utilitarian. A portal that is able to gather candidates’ data on a common framework and is then able to rate them on a point-based scale takes the guesswork out of finding the best candidates. If your job needs basic understanding of sales but deep knowledge of telecom, then don’t go by what they have written, and instead find someone who rates 2 out of 5 on the first and 4 out of 5 on the second.
Instantaneous shortlisting – When all the data is cooked and ready, you can start shortlisting from even before the application is shortlisted. As mentioned above, custom questions and skill assessment will stop unfit candidates from applying for a job they are not going to get, and even those whose behavioural data indicates that for some reason they will not be a good candidate to interview. The recruiter gets auto-vetted candidates.
Quick review formats
Infographic resume – The resume itself needs a revamp, and candidate information needs to come on to a common framework. Many companies are doing this currently by asking candidates to fill out forms on their own website. But the effort of filling out forms for each job application can be reduced when the portal itself keeps it manageable. The world is also going visual, so an infographic-style format resume gives much more value than a paragraph-style one.
Graphical ATS – Taking it further, creating a graphical Applicant Tracking System (ATS) will allow for managing large volumes. A visual tracking interface allows for better management of application flow from start to finish. Think of it like the funnel we have so often heard about and seen for measuring website metrics. A funnel could typically start with the total number of applicants, then show you how many have been filtered out at the preliminary stage, then how many you have chosen to interview, how many you have made an offer to, and finally how many joined. Levels of complexity can be inserted into this basic flow that allows more granular tracking.
Technology has to make our lives easier, not harder. So, job portal 2.0 has to cook the data for the recruiter and give them actionable and customised readings for every 1 candidate, not macro level data overall for 100 candidates. It has to take the user to where they need to go, and not just vaguely point out the direction. This is where data can truly start making a difference to how we make decisions.
So, are we heading towards better recruitment based on data? Or will everything lose against the recruiter’s intuition? The answer lies in between – data’s job is to allow the recruiter to make an informed decision. It has to filter hundreds and hundreds of resumes to find the right person for the job, and also to find the right job for each person. Right now the system lets too many hapless candidates drop out of the funnel with no hope, and that is not where Human Resources should be comfortable.
It is a given, now, that more people will be looking for jobs online, and that recruiters will have to deal will massive volumes. So, why settle for an inefficient system when all the power of technology is just a click away?
About the Author
Sumit Ray is a Digital Marketing Manager, and part of www.MeraJob.in, India’s 1st Job Matching Portal. He is deeply interested in HR Tech and Online Marketing, both of which fields are seeing lightning-fast changes as traditional is replaced by digital.
The HR Tech Weekly® started its operations on October 19, 2015 and became popular among the global audience promptly. The entire network includes 25 media channels and has immediate access to 60K followers across 120 countries. 60M people had reached our content during the 1st year of operations.
Here is our year at a glance in short infographics:
It’s our birthday guys, and this day we don’t want to bother you with more data and reflections. First year has gone, and we are looking forward not back!
Thank you very much to all and everyone who has passed this way together with us. See you second year! …and we will try to be useful, interesting and not boring.
It’s all very well to say ‘Put soft skills at the heart of your hiring process’ but sometimes people need a little help knowing what to do and where to start. Here are my 10 top tips to help you really make a success of using soft skills analytics in your hiring process:
1. Take the time to really think about what kind of personality you need
What kind of personality, skills and person do you need? This helps you know what to look for and the candidates to know if they should apply or not. Some organisations have hundreds of people applying for just one job, but the job descriptions can be so bad that lots of those people aren’t right. Then hours are wasted sifting through CVs and running tests, all because someone didn’t set the right profile at the beginning of the process.
2. Highlight those soft skills when designing the job description and advert
Make it clear what you are looking for. Ensure candidates can see what kind of personality is needed and what competencies are needed. Try to oming empty phrases such as “great team worker” If you copy the job description from the competition on a job board – rethink point 1.
3. Don’t just look at the here and now, in terms of skills
Look at a person’s potential – do they have the right soft skills (good motivation, initiative and communication skills, for example) so that they can grow into a role? Are you hiring for potential and attitude?
4. Think about how the candidate will fit, personality wise, with the rest of the team
Do they fit well to their future manager? Will they make a good cultural fit in the organisation? These are important questions and if you have three great candidates, how they will fit in with their colleagues and boss could be the deciding factor. A good screening software helps you here.
5. Really look at the candidates
Don’t just look at what you want and need. Always keep in mind that there’s a person on the other side. Employer branding is so critical these days and making sure candidates have a good experience, whether they get the job or not, is an important part of that.
6. Be more human than resources
Technology should allow you to have more time to devote to what is most precious and important, so have systems in place that help you to focus on the human stuff, rather than just processes. HR has become far too process driven – onboarding people, processing CVs, etc. Let systems do this because they actually do it better than humans can. Then HR can focus on the human side of HR instead. We still need quality interviews, for example.
7. Make interviewing people who are not a good fit something of the past
With softfactors, you should only be interviewing people who are a good fit. And good fit means not only skills, education and experience but also the right personality, competencies, motivational drives, etc. At softfactors, we have found that a soft skills pre-screening and assessings reduces the amount of time spent interviewing by 50% or more.
8. Give candidates feedback about their fit early
It is part of ensuring there is a good candidate experience. With softfactors testing, candidates receive near instantaneous online feedback about how the test went. Especially younger applicants (not only generation Y – but also) are expecting a direct, immediate and personized feedback.
9. Combine data with gut feeling at interview
Don’t rely on just one, but both together – data and gut feeling. At the end of the day, it’s a person to person thing. And an interview is often a shining performance for one or two hours (on both sides) so using data for your interview helps you detect and read a person – along with your great interview skills.
10. Use the information you have gathered for onboarding and development
Don’t let it just go to waste once the hiring decision is made. People development can start with hiring. The software highlights a person’s gaps, their strengths and weaknesses. This enables organisations to formulate development plans for new hires at the very beginning of the employer-employee journey. Onboarding starts with pre-screening and people development too: that is why we developed softfactors.
Can a single thought for the day inspire you and change your life? Open Colleges has spoken to 25 of the web’s top counsellors to hear their thoughts for better living. What inspires you?
Paul has been a relationship and marriage counsellor and therapist in private practice in the suburb of Macleod, Melbourne for over 20 years. He uses a range of approaches in his work, including emotion focused therapy, acceptance and commitment therapy and other couple therapies. He is a certified psychological type practitioner and uses voice dialogue in coaching clients in business and personal issues.
He also works with issues of chronic illnesses, as it affects both the sufferer and their carers, especially relationships partners. Paul has professional counseling and personal experience of motor neurone disease, chronic fatigue, fibromyalgia and sleep disorders and the ways in which they affect relationships.
Lisa is an experienced and certified life and confidence coach with over 14 years’ experience. Lisa appears regularly on television, print and media and has her own coaching column in the UK press.
Lisa works with her clients to become their authentic selves, be true to themselves and free themselves from negative programming and beliefs. Her formal training both in neurolinguistic programming and life coaching have enabled her to develop a holistic approach that is tailored to individuals allowing them to make an effortless transformation to their lives.
Marian is the principal of Career Avenues, a practice which offers individual career counselling for school students as well as young and older adults in Brisbane, Sydney and Melbourne. Career Avenues was established in 1991 and aims to help people find career directions that match their aptitude, personality, values and interests.
Marian has specialised in careers psychology since the 1970s and worked for the coonselling centre at the University of Queensland, was coordinator of counselling and careers at the Queensland University of Technology, and director of the career development office at Macquarie University. She has Bachelor and PhD from the University of Queensland.
Susie is a sex and relationship therapist in private practice in Sidney. In the communication field all her working life, including lecturing in communication at university, she specialises in helping people as individuals and in relationships with a wide range of issues, including intimacy and sexual problems, communication and gender. She supervises other therapists, consults to industry on improving communications in the workplace, and gives workshops on counselling and communication to a wide range of organisations. She regularly appears in media.
Karen is a family psychotherapist with nearly two decades of experience working with diverse family situations. She has a PhD in Sociology in Parenting; she often works with couples experiencing relationship and communication problems with their young children. She has worked as the family therapist on the Today Show on Channel 9 and regularly appears on the Nine Network. She conducts presentations to parent groups and speaks regularly on many radio networks throughout the country. Karen is currently working with high profile business and celebrity clients assisting them to balance their family and work life more productively.
Desiree is the director of Sexual Health Australia and is a qualified and experienced sex therapist and relationship counsellor. Desiree was the co-host on the ABC1 television series ‘Making Couples Happy’, where she was the relationship counsellor and sex therapist of the four couples on the show. She makes regular appearances on television programmes or radio shows as an expert in relationships and sex.
She is a Bachelor in Psychology from Macquarie University, a postgraduate diploma in Psychology from Macquarie University and a Master of Health Sciences and Sexual Health from the University of Sydney. Her postgraduate diploma research was on rejection and she is currently conducting a literature review on infidelity for her PhD.
Dan is a psychotherapist and relationship counsellor with Associated Counsellors & Psychologists Sydney. He works with individual and couple to help them improve their sense of wellbeing and their relationships with others. His focus is on providing treatment for psychological issues including depression, anxiety, panic, addiction, sexuality issues, relationship difficulties, eating disorders, trauma, abuse and other issues. He works closely with clients to explore their lives and help them safely develop the capacity to reflect on and deal with their emotions. This enable them relief from inner turbulence or self-limiting experience.
Leslee is one of the most senior members of Core Energetics in Australia and an experienced body-mind psychotherapist with a private practice in Sydney and the Central Coast. Leslee is a passionate therapist wishing to inspire others to wholeness. She has extensive experience having studied a wide range of modalities over the years such as systematic or family constellation, trauma resolution and relationship counselling. Leslee brings a blend of modalities to enrich her clients’ lives. She works one on one with individuals, couples, families and groups and is able to do phone or Skype sessions.
Denise is a moderator and counsellor with over 30 years of experience in legal practice, mediation, arbitration and counselling. She holds a Bachelor of Arts and Laws and a Master of Counselling degree and is a nationally accredited mediator. Denise is well known for the professional and expert quality service she has provided to her clients over many years. She is highly experienced in mediation and dispute resolution and has assisted many clients clients to achieve workable solutions to their problems.
Jacqueline is a qualified psychotherapist based in Brisbane providing mindfulness-based cognitive behavioural therapy and life coaching for people Australia-wide, whether in person, phone or online. She has completed a Bachelor of Science in Psychology at the University os Southern Queensland and done postgraduate studies in domestic violence counselling and neuroplasticity. Jacqueline’s practice, The Avidity Association came about through a passion to help people believe in themselves and their worth. Jacqueline herself struggled with poor self-image and anxiety for years, and so provides help not just from a theoretical perspective but a true passion for ensuring people find their own resilience, happiness and motivation.
Joan has worked with individuals and couples for over twenty years and has experience in private enterprise, non-profits, community, hospital, government and tertiary organisations. Her areas of specialty include anxiety, depression, loss and grief, illness, life transition, identity, relationship issues, sexuality, post-traumatic stress disorder, childhood trauma including sexual abuse for both men and women. She offers consultation and supervision and runs groups.
Joan is a registered counselling psychologist with the Australian Health Practitioner Regulation Agency, a member of the Australian Psychological Society and an accredited psychodramatist with the Australian Aotearoa and New Zealand Psychodrama Association.
Tina has 26 years’ experience in transformational leadership and as an executive coach and group facilitator. Her focus is on leadership and executive development, often using 360-degree assessments to provide clients with valuable feedback. Tina coaches emerging leaders and develops current executives and leaders, coaching them in strategic leadership and people management skills. She is widely featured across popular publications including the Sydney Morning Herald, Cleo, Women’s Agenda and more.
Tina guides her clients to higher levels of awareness and performance. They report improved relationships, increased productivity and an enhanced ability to deal with rapid change and increasing complexity and ambiguity.
Jacqueline specialises in helping people to master stress. She completed the Graduate Diploma in Counselling at the Australian College of Applied Psychology and worked as a counsellor for a community counselling service and a health service. Jacqueline gained clinical membership with the Counsellors and Psychotherapists Association of New South Wales and became registered with the Psychotherapists and Counsellors Federation of Australia.
Jacqueline is founder of Wise Stress Mastery where you can find her blog and other resources. She also writes, facilitates and speaks about stress mastery for other blogs and organisations. Jacqueline’s private counselling and therapy practice of 12 years is based in the Sydney CBD.
Jill works as a counsellor and psychotherapist in her private practice in Bondi Junction and Lane Cove. She does volunteer counselling, training, and supervision in a non-profit organisation called the Mandala Community Counselling Service. She is also the vice-president of Cult Information and Family Support.
Jill is a member of the Counsellors and Psychotherapists Association of New South Wales as well as a on the National Register of the Psychotherapists and Counselling Federation of Australia.
Sherry has worked as a relationship and family counsellor for over 22 years with Relationships Australia Queensland. She also worked as a relationship educator, trainer and advanced clinical leader during that time. Currently, Sherry works with high conflict parents after separation with Uniting Care Community Queensland.
She is a clinical member of the Australian Association of Relationship Counsellors, the Marriage Educators Association of Australia and the Psychotherapy and Counselling Federation of Australia.
Jane is a listener and makes no judgements and ascertains where you will need support in your life by guiding, supporting and building self-esteem. She treats each person as an individual and tailors sessions to suit personal needs.
Jane has worked in case management, business management, team supervision, corporate, government and private sectors with experience in all areas. She specialises in workplace issues, abuse, relationship and conflict resolution, grief and loss, mediation and sandplay therapy. Jane has been specialising in grief and loss and psychological abuse for many years.
Margie is a relationship counsellor, collaborative family lawyer and writer. She has been working helping people for many years and brings a wealth of experience to support those on their journey for greater happiness and wellbeing in their lives and relationships.
She has qualifications in family therapy at post graduate level as well as in somatic psychotherapy. She has also done training in various models of therapy and counselling including but not limited to psychodynamic therapy, solutions therapy, narrative therapy, acceptance and commitment therapy.
Gia is an experienced and qualified counsellor, therapeutic and remedial massage therapist, and educator. For the first fifteen years of working life she was a primary school teacher and language teacher in South Australia.
Prior to working as a therapist, at the age of 33, Gia experienced breast cancer. This urged her on a journey of self-discovery, studying more about the mind, body and spirit, which lead her to complete a Masters in Social Science (Counselling Studies) and a Diploma of Remedial Massage. She then started her own business as a therapist to help and support others with their health and wellbeing. She is now studying nutritional medicine part time.
Amanda is a leading expert in the area of grief and loss. She is the executive director of Grief Recovery Method Australia and New Zealand, with more than a decade of experience working in the counselling, education and training fields. Amanda assists people to positively action their losses and help grievers heal their broken hearts. The Grief Recovery Method is a seven step evidence-based process that helps people understand loss. It aims to help them apply the principles in their lives and allows the participants to start moving through their losses so that the memories remain but the pain of the losses is reduced.
Kati is a registered counsellor and a registered art and play clinician working with children, adolescents and adults who are experiencing anxiety, anger, depression, self-esteem and behavioural issues. Kati has previously worked with youth at Point Zero Youth Services, as well as becoming an educational group facilitator in interactive workshops throughout Sydney’s metropolitan high schools. Kati has also previously worked at South Pacific Private hospital in their intake and client care departments. Kati believes that children as young as age four will benefit from art and play therapy techniques that are used to achieve specific treatment and assessment goals, alongside theoretical models of therapeutic interventions for best practice.
Talia started out as a doctor, commencing psychiatry training before shifting to counselling. She is also a Gestalt therapist in training, due to her fascination with the human mind and view of learning as a lifelong pursuit. She also volunteers as a speaker for Beyond Blue, and is a passionate advocate for raising awareness and eliminating the stigma surrounding mental health. Talia is dedicated to assisting clients to enrich their lives. She provides the support and guidance to allow her clients to develop a greater awareness of themselves and to discover how to live in a more authentic and meaningful way.
Cait’s passion is to help people who have suffered loss. As a leading specialist in her field she has helped people move through their unresolved grief, to feel less isolated and alone. Using her training Cait seeks to empower her clients to breakthrough and rediscover the joys of a full and rewarding life. She offers grief, loss and bereavement counselling for adults, adolescents, children and families in the Penrith CBD. Her first-hand experience with grief and loss has given her the tools to help others in similar situations.
Colleen Morris is a clinical family therapist and counsellor in Geelong, Victoria. With over 30 years of experience, Colleen works with individuals, couples and families, to promote growth, wellness and potential. Her greatest achievement is a strong and happy marriage relationship to her best friend and her two beautiful daughters who are a constant source of inspiration and joy. Colleen has extensive training and certification across a wide range of areas including family therapy, mental health and relationships.
Gabrielle is a psychotherapist and writer who focuses on the very heart of living – life, death, love and loss. She works with clients all over the world via email. She is also a writer for Psych Central’s The Therapist Within. She is fully qualified in psychotherapy with accredited counselling experience. She is a member of The Australian Counselling Association and the International Society for Mental Health Online. She has been published in the Sydney Morning Herald and among other major publications.
Kim Bailey is the director and founder of All Relationship Matters. She is also a lead counsellor and psychotherapist. Kim is a warm, personable and understanding therapist. She has a unique ability to quickly identify the issues behind a person’s struggle. She is deeply passionate about her work with couples, individuals and families. Kim is also trained as a specialist couples therapist and has additional postgraduate qualifications in family therapy. Comprehensive training in these different counselling frameworks sets Kim apart from other counsellors and psychotherapists.
Dateline: January 18, 2015 – It was 1st and 10 at the 35 yard-line for the Seattle Seahawks in a tied game, 22-22 against the Green Bay Packers. The game was in overtime – tied at the end of regulation due to a furious comeback by Seattle in the 4th quarter. It was a complete miracle that the Seahawks were even in overtime given that they had trailed 19-7 in the 4th quarter with 5:07 to play.
Stat Geeks would later report that with 5 minutes to go, the Seahawks had only a .70 (less than 1%) chance of winning the game. At the 3:07 mark the chances had slimmed to .10–meaning Green Bay had a 99.9% chance of winning the game. Through a series of unbelievable plays by the Seahawks including two goal line stands, a fake field goal that scored a touchdown, a recovery of an onside kick (which has a success rate of only 20%), and an incredible 2 point conversion – somehow some way Seattle found themselves tied at the end of the 4th and heading into overtime.
The Seahawks would win the coin toss and then on the sixth play in OT this would happen…
Game over: Seahawks win 28-22.
I happened to be on the field that day, in Seattle, working the chains with the NFL Officiating Crew. So I had a front-seat to take in one of the best games in NFL history. Not only was the game an all-timer, but in hindsight there were important lessons to be learned from this game that are easily transferable to the world of professional recruiting.
In the first half Seahawk QB Russell Wilson had struggled mightily against a very stout Packers defense. Wilson, known for protecting the ball and rarely turning it over, threw three picks in the 1st half. In the 2nd half things didn’t go a whole lot better (until the end). Wilson threw another interception in the 4th with 5:13 to play. Every interception had one receiver on the other end being targeted: Jermaine Kearse. Prior to the game-ending 35-yard pass reception for a touchdown Kearse didn’t have a catch and 4 of Wilson’s INT’s had been going Kearse’s way. Indeed there was reason for the home team to be incredibly frustrated on this particular Sunday in Seattle. It clearly would have been acceptable to come to conclusion that winning the game just wasn’t in the cards. But that wouldn’t be the Seahawks way.
Football is a tricky game and so the analysts and ‘experts’ often spend an inordinate amount of time pontificating about who ‘should’ bear the blame when interceptions/turnovers occur. Some will say it’s mostly the quarterback’s fault, while others will say that receivers should do whatever they have to in order to prevent defenders from getting the ball. It’s one of those arguments that will never be truly ‘solved.’
Nevertheless, the Seahawk offense had endured a very rough game and the story was beginning to take shape that the defending Super Bowl champs weren’t going to make it to back to back Super Bowls. Given all of the setbacks in the game, Seattle never gave up, stayed the course, and kept believing they could to win the game.
Given the opportunity to analyze an incredible game like this a few questions come to mind:
How does a professional sports team continue to persevere and ultimately ‘win’ despite having so many things go wrong?
Isn’t it human nature to let the reality set in that, “Today just isn’t our day” or “We’ll get ’em next time”? How does one stay mentally sharp under these circumstances?
What factors could be involved in describing what it took to mentally and psychologically stay in the game and continue to work hard, compete, and ultimately win?
The Power of ‘Grit’
Angela Duckworth, a psychologist at the University of Pennsylvania has been studying a concept that might be helpful as we think about the characteristics of the Seattle Seahawk team. The concept? Grit. At the Duckworth Lab, at Penn, Dr. Duckworth focuses on how to predict achievement and “Grit” is a pivotal factor in her research. Duckworth defines grit as: a positive, non-cognitive trait based on an individual’s passion for a particular long-term goal or end state, coupled with a powerful motivation to achieve their respective objective. If we break it down to two words: passion and perseverance.
Duckworth has met Coach Carroll and the Seahawks team and concurs that as a team they embody “Grit” very successfully. In the Pete Carroll and John Schneider era they have filled their rosters with undrafted free agents that weren’t highly touted and have often been passed over. The result is these players are often obsessed with proving themselves and are adept at bouncing back from adversity. These types of players have the proverbial ‘chip on their shoulder’, which it turns out, can be very helpful when your team is down 19-7 in the 4th quarter of an NFL NFC Championship Game.
Perhaps in professional recruiting it would be a good idea to embrace tough challenges and relish the opportunity to help solidify ‘tough to fill’ positions? Might it also be beneficial for companies you are working for to be able to easily identify your passion and perseverance for helping them connect the right people with the right opportunities?
Recruiters Need ‘Grit’ to Be at their Best
The need to possess Grit (dedication and determination) is also a trait that Recruiters desperately need. One of Crelate‘s early adopters was Shannon Anderson of Seattle, WA. Shannon has been in the business of talent acquisition for over 25 years, including 14 years in-house where she built recruiting and sourcing teams for a large corporation at Microsoft and for start-ups with Ignition Partners Venture Capital. She also founded two executive search firms and partnered with Google and Amazon in their emerging growth years to build out their technical executive ranks. Now she is a principal for Recruiting Toolbox, a training and consulting firm that teaches companies how to recruit and interview better. There is no question that over the years Shannon’s passion and perseverance have been tested.
Recently I was chatting with Shannon and I asked her to relay an instance in which she needed to muster ‘Grit” and she told me an interesting story. When she was recruiting for Google there was a very difficult job to fill that she worked on for over a year. The position required a very narrow set of skills in a niche area. Also, Google was seeking a diverse candidate who needed to match the demographics of the market. This would prove to be a challenge for sure.
After months of research and talking to hundreds of folks, the ‘right person (or should I say unicorn) for the job’ was finally identified. After trying every trick in the “Recruiting Playbook” Shannon could not get the candidate to respond at all. Finally, she found one of his former professors who had been retired for 20 years. Shannon asked him about his former student, what motivated him, what he knew about a potential career path, and reasons he might be interested in making a career change.
The Professor showed a little grit of his own and was able to locate a 10-year old Christmas card and, therefore, provide Shannon legitimate contact information (which lead to a correct phone number and email). At long last she was able to connect with the guy who exclaimed, “Wow, you must REALLY want to talk to me!” After a few discussions it was determined that his career aspirations were not in alignment with the Google job, so ultimately Shannon didn’t get a hire. However, the moral of the story is Shannon felt incredibly proud of her efforts and the grit and tenacity it took to pursue this candidate for over a year in an effort to fill a vital position for Google. Displaying this kind of grit will no doubt pay off in the long run and given Shannon’s impressive bio it’s obvious that her grit has helped her be incredibly successful in recruiting.
Furthermore, having gone through this kind of adversity made Shannon even more effective in future recruiting efforts and likely helped her gain the respect of Google. Passion and perseverance are ‘verbs’ – something you have to practice and do on a routine basis. In the Seahawks case their grit earned them a trip to a Super Bowl. In Shannon’s circumstance it aided in her professional development and helped build her tenacity.
Shannon’s final comment was telling, “I think I’ve been doing this so long that I don’t realize that some of the stuff I’ve done shows real grit; it just sometimes seems so normal to me that almost every hire I make has some element of grit involved in getting it to the starting line or over the finish line! This is normal for a lot of recruiters, maybe that’s the story.” Indeed, it is.
Just like the Seattle Seahawks showed their true passion, perseverance, and grit on a blustery Sunday in January and won a game that will go down in NFL history as one of the all-time great games – recruiters should think about ways to identify and model grit in all of their professional endeavors. It was a privilege to witness the power of grit on championship Sunday from the Seahawks. Definitely a day I will never forget. It’s also cool to talk to recruiters and see how they embody grit and leverage it in their daily work lives. Professional recruiting is a competitive gig and so having grit could be a real separator between being successful or not.
Want to see where you stack up on the Grit Scale? Take the Grit Survey to find out.
The beautiful Lytro photos included are from Seattle-based photographer Michael Sternoff. You can find him on Instagram and Twitter. Also, on the audio call of the last play was Kevin Harlan via Westwood One Sports. Thanks also to Shannon Anderson for providing a compelling example of the “Power of Grit”!
As marketers, we’re so often looking at the title “Millennial” as a golden egg – shining potential resting in our very hands that we’re unsure how to crack.
“Millennial” – it’s a word almost mystified, a world inside the word that encapsulates millions of people from around the globe.
A passionate, outspoken group with vast avenues for potential and growth.
Lazy, uninspired, and entitled.
No matter what comes to mind when you think of the Millennial generation, marketing teams have twisted themselves into knots trying to pitch brands and products to them. In fact, if you Google anything related to Millennials and marketing, you’ll quickly understand what I mean.
Between the copy-wars squabbling over Facebook and Snapchat, or whether Instagram is the true underdog to truly reach a Millennial crowd – wait, scratch that, Vine – you’re likely to leave more confused than before you began your search.
But the double-edged sword mentality regarding Millennials is part of the problem, too. On one hand, Millennials make up a HUGE population of people (a whopping 75.4 million according to Pew Research) whom marketers are chomping at the bit to gain credit with. On the other is the stereotype that Millennials are a lazy group without motivation or goals – that hiring them brings risks to your organization that you may not be willing to deal with.
So, essentially, we’d like to sell to Millennials while reducing their abilities – making it harder for them to find employment and make money to spend on the products that marketers have exhausted time and money in reaching them.
It’s no secret: Millennials are big into social media. A 2015 Pew Research survey found that a solid 90 percent of young adults (18-29) are the most likely to use social media. But who’s surprised by that figure?
More than that, most Millennials were born into a world already embracing and adapting to rapidly evolving technologies – including social media.
Unlike adults who quickly on-boarded when social media proved a fruitful venture, Millennials grew up with it, experienced pivotal events through it, and formed long-lasting relationships because of it.
To put it bluntly: Millennials have a deeper connection to the internet and social media than any generation preceding them. As members – and consumers – of the Millennial generation, they know what their peers want to see, when they’ll be active, and how to engage with them in a meaningful way.
More Accurately Targeted Social Posts
Millennials know who likes what, to what extent, and where to find them instantly. You’ve probably figured this out by now, too. The difference is the way they can reach out to them.
Millennials are talked about constantly. They’ve been forced into a lot of corners already, having to defend their generation against a litany of accusations. Because of this, Millennials have had to do tons of research to keep up with grievances, research on different segments of the population, more deeply understanding people – sometimes surfacing with things you might not have considered.
Brainstorming with a younger team can lead to revelations about your targeted efforts – interests and groups that you never thought to be a meeting ground for your target audience.
Speaking to people whom you don’t share many interests with can be difficult, however Millennials have to time and again to reach a level of acceptance with older generations. They know the language to use, the tools to fuel their message, and the places where it will be seen.
This intrinsic understanding of people within, and outside, their generation can give your social media presence the boost it needs to get you more followers, readers, and buyers.
It seems like every day there’s some new social platform touting the death of Facebook. It’ll never happen. Millennials, however, are far more open to experiment with new ideas and social media platforms as they roll out. As their friends try out the latest video streaming app, they’re all-but-guaranteed to give it a spin, too.
Not afraid to dive straight into the deep-end, Millennials are quick to grasp how a platform works. They’ll probably have a good understanding of how to reach audiences quicker. And, even if your team isn’t the most creative, you’ll have a presence on a new platform before competition notices.
Masters of Microcontent
So we know Millennials spend a lot of time on social media, but how are they accessing it? According to findings in the 2016 U.S. Cross-Platform Future in Focus, just about 80 percent of social media is accessed from a smartphone.
What’s that mean?
Since Millennials are always on the move, this means they’re thinking, typing, snapping a photo, or recording a video on their toes. In a word, they’re quick to think of ways to share information in an easily digestible format.
Since many Millennials post consistently, they’re typically in the mindset to develop micro-copy to cause a specific reaction or outcome. They’re already seasoned professionals at it – no tweet editing necessary before sending them aflutter. Your organization will save a lot of time and money leaving microcontent in the hands of your Millennial team.
Born into a world of instant access to information, news, and pop culture, Millennials have the ability to see an event and create a post that harkens to the event or emotions tied to it. They know what will trend before Facebook does, and they know how to get people excited about it.
Having a Millennial staff of social media gurus gives you an edge in creating viral posts about topics nowhere near your radar, but whose mention can yield incredible results.
Social Freedom = Better Results
Attached to relevancy is the freedom (within reason) to let your social media team craft a tone and engage with followers unfettered. Not to mention the points you’ll score for having a more flexible working arrangement.
PwC study results confirm that Millennials value greater flexibility, appreciation, and team collaboration. If you show trust – and they prove to be trustworthy – you’ll have yourself a stellar team ready to elevate your social media presence to the next level.
As Millennials grow, there’s no time to write them off and shut them out. As a generation, they are the gatekeepers of the Internet. They understand it in a way older generations simply cannot. And, with the right motivation and leadership with them, they’ll prove beneficial to your organization and campaigns.
Data driven recruitment has a significant, positive impact on talent management strategies and business performance. As technology becomes more sophisticated, AI is playing an increasingly essential role in decisions made around hiring and is used by brands such as Facebook as an integral part of the screening and assessment of candidates.
This article examines its ongoing effect on the jobs market and the ways in which HR can harness its advantages to better understand, improve and predict hiring needs and potential problems.
Changing employment sectors
AI is broadly defined as ‘machines which perform tasks which humans are capable of performing’. It has been traditionally been regarded as a threat to jobs, with the most drastic predictions suggesting that unemployment rates will reach 50% within 30 years, but perceptions and predictions are changing.
Rather than AI leading to a jobless future, the 2016 report from Stanford University’s One Hundred Year Study on Artificial Intelligence suggests that AI will be regarded as a ‘radically different mechanism for wealth creation’ replacing ‘tasks rather than jobs’ and leading to the creation of new types of jobs.
To give this some context, a reported 60% of existing retail jobs have a ‘high chance’ of automation by 2036 but a new sector of e-commerce has emerged in response to this change. As predicted by Deloitte, high risk jobs are being replaced by more creative low risk jobs with each new job paying a salary £10,000 higher than the one it replaced, in the process adding £140 billion to the UK economy. This shift is also apparent in the rising demand for specialist tech skills in areas like data analysis across all sectors.
Stanford University’s 2016 report also concludes that the impact of AI isn’t limited to medium skilled jobs but will invade ‘almost all employment sectors’ affecting the higher end of the job spectrum, encroaching on professional services and impacting even cognitive roles.
The need for the human touch
The proliferation of AI is not without its problems, however. AI-averse HR leaders have enjoyed some justification for their reluctance to engage with technology in recent months. To add to the negative publicity generated by Microsoft’s Twitter bot, Tay, Facebook has faced criticism after replacing its ‘trending’ team with algorithms, which led to the publication of false and inappropriate links. More relevant to HR was LinkedIn being forced to deny claims of gender bias in its search algorithm.
AI is most effective when combined with the human touch. It is based on mathematics; when harnessed within HR technology, it improves the hiring process, from candidate screening to onboarding, enabling HR to create more effective talent management strategies. AI is a collaborative robot or ‘co-bot’ as it is referred to, freeing people to carry out more productive tasks.
Technology and the competitive advantage
Technology is vital to the future of the workforce, giving employers a competitive edge. A study from Oxford Economics, entitled Leaders 2020, found that the most successful businesses are one and a half times more likely to use technology. It also reiterates the following:
The businesses it describes as ‘digital winners’ have strong talent acquisition strategies and provide updated technology to their employees.
These organisations also tend to have happier and more engaged employees.
Of concern was the fact that less than half of respondents stated that their company leadership was ‘highly proficient’ in using technology, a growing problem in the UK’s economy.
Incorporating AI into the recruitment process
AI should be regarded as critical to all businesses. It guides HR to make better decisions, ‘replacing tasks rather than jobs’ and driving improvements across the following areas:-
Improving talent acquisition : Your business will be better informed and able to predict future hiring needs, source people more quickly and identify skills gaps within your existing workforce. HR technology is the first step towards identifying those gaps.
AI, in the form of HR analytics, helps to improve diversity and reduce bias in recruitment. Diversity means hiring the best candidate for a position who will also fit well with your existing team. The Oxford Economics report found that a diverse workforce results in higher revenue and profitability.
HR analytics provides insight into the historical success of your hiring process, enabling HR to eliminate poor hiring decisions, cutting out the need for ‘gut feel’ and guess work. It also predicts the candidates most likely to succeed.
Improving retention : AI can quickly identify factors affecting high staff turnover. For example, your current pay scale may match the market but if it veers towards the lower end, your business risks losing talent to your competitors. HR analytics enables identification of those patterns within your organisation.
HR analytics predicts the skills needed for your future workforce, equipping HR with vital data needed for effective planning. In a knowledge based economy, the World Economic Forum predicts that a combination of mathematical and interpersonal skills will be among those in highest demand. Traditional educational models coupled with a lack of vital skills in the UK are leading to a mismatch of talent, however. To be truly effective, a ‘joined-up’ HCM process begins with a recruitment management system that integrates ongoing employee skills assessment and training.
Drives hiring based on talent : Facebook recently revealed one of the central components to its hiring strategy, namely Marcus Buckingham’s and Curt Coffman’s book “First, Break All the Rules.”, first published in 1999. It recommends that the primary focus in candidate selection is on talent, which they describe as a ‘recurring pattern of thought, feeling or behaviour that can be productively applied’. Technology provides a range of techniques from sophisticated screening through applicant tracking software and online assessments to virtual reality such as video interviews enabling HR to identify, focus on and hire talent.
Advorto’s recruitment software provides workflow and structure across the entire hiring process, offering a dynamic database of candidates and analytics. Used by some of the world’s leading organisations, it provides a straightforward first step into AI, HR analytics and big data.
Hamburg, October 1st 2016 – TalentBait launches into private beta on BetaList with a new recruitment tool that turns classic job postings into viral infographics.
TalentBait, an HR-Tech Startup from Hamburg, has launched a web tool that helps businesses leverage their employer branding by creating stunning infographic-based job postings and career sites tailored for social recruiting.
Companies just enter the information about their culture, core values and the job vacancy and TalentBait transforms this data into highly visual job postings. The Infographics are, compared to classic job postings, easier to remember and 3x more likely to be shared on social platforms like Facebook and Twitter. Businesses can also create a career page which includes the generated job ads, team pictures and other aggregated data, giving visitors and future employees a better picture of the company.
TalentBait’s mission is to modernize the bridge between companies and talents for a successful, long-lasting relationship. Co-founder and CTO Nils Schlomann says:
“Talent recruiting is one of the main areas where many “old economy” companies fall behind. Traditional businesses are used to buy print ads to reach high potentials and are too slow to learn how young talents look for jobs nowadays. We help companies get the eyeballs of millennials and digital natives when it comes to leveraging social media and the internet in general.”
TalentBait is focusing on small and medium-sized businesses and is offering a job posting at $25 a month. The public beta is planned for December 2016.
Based in Hamburg, Germany, TalentBait is a HR Tech startup developing a web-based application focused on changing the direction of recruiting marketing. The company was founded by Nils Schlomann and Diana Basso, who previously co-founded Click&Pass and worked on numerous Startups in San Francisco.
WorkCompass Named Among 50 Smartest Companies of the Year 2016 by Leading Tech Analysts
WorkCompass announced that The Silicon Review Magazine has named it among the 50 Smartest Companies of the Year 2016.
“The Silicon Review 50 Smartest Companies of the Year 2016 program identifies the companies transforming the way we work via cutting-edge technology. These companies are leading the seismic shifts that today’s company leaders need to be thinking about before it’s too late. We selected WorkCompass because of its unique application of artificial intelligence to improve performance appraisal, its revenue growth, customer reviews and domain influence,” said Manish Pandey, Editor-in-Chief of The Silicon Review Magazine.
“We are honored to be recognized by The Silicon Review Magazine as the one of the 50 Smartest Companies of the Year 2016,” said Denis Coleman, Founder and CEO at WorkCompass. “In 2012, I left my job to found WorkCompass. I wanted to transform performance appraisal into an ongoing process about coaching and mentoring staff to achieve their full potential. I’m incredibly proud of what we have achieved so far at WorkCompass”.
WorkCompass provides enterprise software for organizations to manage their talent through agile goal setting and ongoing performance check-ins.
WorkCompass is pioneering the application of management science via artificial intelligence in human organizations.
The company was founded by Denis Coleman in 2012. Coleman held leadership roles at a variety of companies including Flextronics, one of the largest electronics management services companies in the world.
WorkCompass has been recognized by CIO Review as one of the “20 Most promising HR technologies 2015” and by Silicon Review as one of the “50 Smartest Companies 2016”
About The Silicon Review
The Silicon Review is the world’s most trusted online and print community for business & technology professionals. Its community of 200,000 members include thought-provoking CEOs, CIOs, CTOs, IT VPs and managers.
It is the pre-eminent platform that shares innovative enterprise solutions developed by established solution providers and upcoming hot enterprises emphasizing as a neutral source for technology decision makers. It is the place where senior level IT buyers and decision-makers come to learn and also share their experiences in regards to products, technologies and technology trends.