LONDON: 16th March 2017 — DevScore, a new online HR platform, aims to reduce the time, cost, and confusion that recruiters experience when hiring software developers. The smart SaaS tool checks any coder in the world and helps to cut the time these business-critical hires usually take by 80%.
As software development becomes increasingly important to all kinds of businesses, there’s never been a better time to be a coder. Unfortunately, other than specialist recruiters, those tasked with hiring these highly skilled individuals can quickly get lost, particularly if they are unfamiliar with development – which has a pretty steep learning curve.
“A lot of companies know they need a software developer, but they don’t know enough to hire the right coder for the job,” says DevScore’s founder, Peter Cummings. “Consequently, the hiring process becomes long and drawn out, as recruiters vet-as-they-go – sifting through CVs before assessing skills through coding tests and other time consuming tasks. DevScore puts an end to this by simply collating the information recruiters need, when they need it.”
DevScore functions like a search engine, recruiters enter the email address of the developer they are interested in and through Continuous Source Code Analysis (CSCA) DevScore finds clearly defined information about them. Listing their level of experience, skills and employment history, helping recruiters quickly create a verified shortlist of potential candidates. DevScore also has an API so it can integrate with other HR platforms – like LinkedIn, freelancer.com, and others.
“Companies want developers that can hit the ground running,” Cummings explains. “DevScore not only details a candidate’s proficiency in a given programming language, it also shows what kind of development experience they have, whether they’re a frontend, backend or mobile developer. DevScore helps recruiters better align skills with business needs.
“DevScore is a quick, easy, and cost-effective way of finding the best people for your company, and validating their expertise.”
DevScore is launching in the UK and becoming a Code4000 partner, EMEA expansion is scheduled for Q4 2017.
Wizards allow companies to tackle specific problems with DIY tools – rather than adopt a complete platform. Available for Single Use and subscription.
New Delhi, 17th January: Capabiliti – the platform promoted by Qustn Technologies has taken a completely new approach to solving some key problems faced by SMBs and Enterprises, and launched Capabiliti Wizards, a technology based device-agnostic platform that allows companies to put up their content seamlessly and train anyone on-the-go.
Elaborating on this development, Mrigank Tripathi, Founder and CEO of Qustn Technologies said, “There are many users who are evolved and comfortable with terms like LMS, mobile learning etc., but there are 10 times that many who just want to get their training problem solved. By launching Capabiliti Wizards, we hope to take away the need for anyone to be bothered with technical jargons or systems, rather just focus on solving your specific problem. The first wave solves the problems of sales, product and compliance trainings, as well as allows conducting critical ready-to-use assessments, surveys and feedback internally. We will continue to add more Wizards to solve other relevant training and engagement problems of SMBs. We have kept the product very affordable, and have been getting some great feedback on it”.
This decision has been taken post studying the data gathered through a research conducted across 1294 SMB decision makers. Over 987 of those surveyed didn’t use formal technology systems and weren’t very conversant with it. 523 of said they wanted to explore technology, but didn’t know how it fit in their present scenario. Two key findings came out very strongly.
Firstly, training the sales force on the product or offering – how to sell it, and how to communicate the features-advantages-benefits of the same in a manner that remained consistent down to the last mile. The second was standard or mandatory assessments that needed to be taken by multiple users. A third ancillary problem that came out was about the prevalent pricing model that hindered technology adoption. Almost every product uses a subscription based approach – and that’s sometimes a deterrent. With Capabiliti Wizards, you have the flexibility of using the product for a single use in case the requirement is sporadic, or taking a subscription approach.
Talking about the need for such a product, Abhishek Joshi, a Capabiliti user and Head L&D of IndiaMart, said, “I used to always struggle with trying to figure out how to update my sales team or conduct mandatory assessments – and till now, it used to be over phone calls and web demos, which didn’t always work given the need for everyone to be available at the same time. Further – it didn’t allow me to track every individual user. It was more like face to face training, without the actual understanding of who is ready to sell and who isn’t. Capabiliti Wizards solves all of that and provides reports on the training progress.”
Sachin Grover, CTO and co-founder of Qustn Technologies said, “Platforms use a linear approach. Input, Processing & Output. What we came to realize is that most people needed help in performing these critical tasks. Also, there are barely any Google searches for technical solutions – but there are many for specific problems like ‘Sales training’ or ‘product training’. People need assistance, and that’s what Wizards is – an approach to remove the problems that are faced by SMBs to conduct trainings and assessments.”.
Capabiliti is used by companies of all sizes to enhance their productivity by ensuring the sales and service teams are consistently trained, assessed and engaged, through its mobile-first platform.
BIG NEWS: The first investment of 500 Istanbul in 2017 goes to Peoplise!
500 Istanbul, a micro-fund focusing on Turkish startups within the San Francisco-based 500 Startups, has invested in Peoplise.
This investment is catapulting Peoplise to the next phase, accelerating our global expansion, especially in the UK and US markets.
500 Istanbul started 2017 with a Series A Round investment in Peoplise.
Peoplise, with its innovative digital solutions for recruitment, improves the existing talent acquisition processes, creating a more effective candidate experience. After identifying the candidates within the desired criteria on social media, Peoplise offers a unique, employer branded solution to assess the selected candidates quickly and efficiently with a monthly subscription model.
Companies achieve significant savings due to the optimization; they are accelerating the talent acquisition processes 10 times with their social media, analytics and video technologies while still keeping the human-touch.
Our digital platform, has evaluated over 500,000 candidates, serves more than 50 corporate clients, including global giants in a variety of industries. It provides a solution that is complete, intuitive and easy.
Social Media Search, the talent brand & talent pooling company is to merge with the talent pooling & pipelining tech platform Candidate.ID
Social Media Search, the talent brand and talent pooling company founded by Adam Gordon in 2009 is to merge with the talent pooling and pipelining tech platform Candidate.ID (which Gordon co-founded) this month having completed a management buy-out from Norman Broadbent plc on 30th December. The new group (to be known as ‘Candidate.ID Group’) will also include Candidate.ID co-founder Scot McRae’s marketing automation consulting firm McRae & Co. Gordon becomes CEO of the combined group while McRae becomes COO. Gordon said:
“These three businesses fit together perfectly. SMS provides candidate research to build talent pools. McRae & Co is one of the world’s leaders in deployment of marketing automation technology and Candidate.ID offers the most sophisticated candidate marketing automation and insight-generation in talent acquisition.”
“The world’s leading and fastest growing employers need to create and nurture talent pools including everyone they might hire now and in the future. The competitive advantage this generates includes reduced cost and time-to-shortlist and increased quality and diversity of shortlist. As a combined business, we now offer both the service and technology to help employers to do this with world-class results.”
The combined group includes 18 people and will add a further 10 after closing a Seed fundraising round in Q1. The group’s existing clients include Lloyds Banking Group, Quintiles, Thermo Fisher Scientific and Weetabix and the company has also announced a new partnership to provide talent brand and candidate research to Mondelez in the Asia, Middle East and Africa regions throughout 2017.
Candidate.ID was launched in September 2016 and was acknowledged as one of the 10 most disruptive startups at the HR Tech World Congress the following month.
Well, understanding a difference between a startup and other business entity is important these days as most of the startups are getting lot of external supports from the regional government, startups hubs, accelerators, business incubators and other investors & mentors. Why there is so much engagement and focus on Startups?
Startups – Growth and Success
“An entrepreneurial venture which is considered as new, fast-growing business, with scalable business model and that target specific markets by offering an innovative product, process or service” – a typical definition of a startup.
But we should be aware that a newly founded one does not in itself make a company a startup unless it is capable to grow fast and that is the most important aspect for a startup. There are some typical terms like Unicorn is a startup company valued at over $1 billion. A Decacorn is used for those companies over $10 billion, while Hectocorn for companies valued over $100 billion (An Unicorn Map of US from CBInsights).
The growth is not at all easy without a proper startup ecosystem, which consists of individual entrepreneurs, venture capitalists, angel investors, mentors, institutions and organizations, business incubators and business accelerators. Startups usually need to form partnerships with other firms to enable their business model to operate for sure.
A startup hub usually provides such platform for connections and collaboration and usually operates on regional basis. Recent startup hubs Europe‘s overview for startup ecosystem across Europe is shown below.
There are a lot of efforts and contributions from business incubators and business accelerators for the startups. Many entrepreneurs or startup founders often turn to a startup accelerator or startup incubator for helping other startups.
Accelerators programs usually start with an application process, but most of them are typically very selective and usually have a set of timeframe in which individual startup spend, anywhere from a few weeks to a few months working with a group of mentors and experts to build out their business. Startups are also given a small seed investment, and access to a large mentoring network in exchange for a small amount of equity.
Startup incubators begin with startups that may be earlier in the process and they do not operate on a set schedule. Some independent incubators also can be sponsored by VC firms, government entities, and major organizations.
We cannot ignore the facts and statistics on the startups, which is an important part of the economy and startup scale-ups definitely effect on the economy, society and innovation in the world. But, while 40-50 percent of startups are dying within first five years of their inception, it could be a wrong conclusion to make about the economy on the basis of the number of these startups. And yes, because of this there has been already a slowdown in economic growth as well, once such clear indication is from US where is the highest number of startup ecosystems.
Statistics also says that 80-90 % fails are ‘in genera’. In other word nine out of ten startups are failing on consistently.
There are numerous articles publishing regularly on the failure of startups, lessons learn from failures. Even one can get through many of the startup failure stories, after all failure is the path to success. Learn from your own the failure is definitely sounds rigid but learn from other’s failure is not so easy for sure. If we try to collate all the failures reasons, stories and analysis from post mortem, we can definitely capture some major and common concrete challenges, as shown below.
There are lots of post mortem done on startup failures, one can see from Quartz and CB Insights to analyse more.
If one start considering the failure percentage, they could realize that, it’s overflowing and it is indeed necessary to find some real valuable solutions or barrier to bring down this failure in the future. But the story is still going on the different path…
In spite of so many potential entrepreneurs involved in startups, so much outside encouragement, efforts and helps, startups keep on failing. Business accelerators, incubators, grinds, the whole startup ecosystem is behind the supports, doing incredible efforts for their success; trying to help the startups, building them, nourishing them, mentoring team, teaching them but the results remain the same for last few years.
Why? We keep asking this for long time now. If we need to consider startups as a significant part of economy, this is the time we need to rethink.
Startups – Transformation
If we take a close look into the post mortems, reasons does not looks too complex; so what is stopping us currently? There are a lot of efforts from the startup ecosystem on education & learning, mentoring, networking, funding (one of the major constraints), investing, supporting in all major respects.
But there are limited or no such efforts in place to work together with those 90% startups, who are making magnificent effort in their journey but because of some trivial mistakes, (major reasons mentioned before) they get failed. Why not transforming those startups completely so that they keep on succeeding in their remaining journey?
For sure there is a necessity to have something or somebody who can helps transforming these startups not only through education, mentoring, networking and funding but also follow up with their experiences, working closely together with these startups in their businesses to face the challenges and crack them.
In this era of transformation where all the organizations are in the process of transforming their processes, business, people; there is also a need for a transformation for the startups, working together for getting the right strategic vision, focusing on customers, products, markets and other challenges. Also being able to anticipate what are the customer expectations and what is the best way to achieve it. For a complete successful journey, these startups need advisory in every aspect, in every part of their experiences.
Idea of introducing Startup Transformers during this stage could be a solution to some extend; for avoiding such circumstances which can lead to a failure. A startup transformer helps a startup to transform completely into a successful business unit; work closely with them, collaborate for them with partners, customers and other peers, helping them by resolving challenges and gradually reform them in achieving the success.
Typical activities of a startup transformer could be varied, but majorly need to be centralized on overcoming the challenges and there should be also a strong focus to provide a platform for networking, community, events and collaboration. Below shown such activities of a startup transformer.
Instead of only analyzing the failures; instead of only learning from the other successful startups; instead of only following successful business guidance and mentorship; it is also necessary to start working together with these startups in their journey to make them completely successful. And this can only be achieved when one can start engaging with them not only in their initial stages but in their entire journey, preparing them to avoid the mistakes, work together to overcome challenges, choose a right path for these startups and transform them to be a successful business unit.
A lot of collaboration is needed with different relevant partners, advisors, customers; a lot of efforts need to be put in understanding market & strategy, right business model with scalability, knowing competitors, to develop ideal product and services; making better relationship with customers, better managing team and funds.
Another important factor where some strong efforts need to be in place, is the lack of innovations; the benefits of being innovative in the journey of a startup, it’s growth and scalability of its business is solely depend on the original business model not on a cloned one. It is also crucial for us to keep innovation alive as it is essential for fostering economic growth.
Idea does not work by itself; the reality is only possible whenever one take some initiative from that.
Startup Transformation is no more an idea yet, HRTech Conscience, a venture project on Disrupt HR (majorly engage and focus with HR Technologies) has taken a step forward by applying these concepts and idea for meaningful and valuable results. Currently collaborating with several startups, partners and customers from a diversified portfolio and already become the first Startup Transformer. There could be a success or a failure, but gaining a great experience from this journey of unknown disrupt transformation is definitely valuable for the future. Let’s help changing the world into a new direction with contribution from all of us!
About the Author:
Soumyasanto Sen— Blogger, Speaker and Evangelist in HR Technology who try to think Out of the Box!
Professional Consultant, Manager, Advisor, Investor in HR Tech. Focusing on Strategies, Mobility, Cloud, Analytics, UX, Security, Data Protection, Developments and Integration in HR Technology & Digital HR.
Transforming Today’s Workforce to Meet the Needs of Tomorrow
I started my new company BetterSkills Inc. because I saw firsthand, over the course of my career, that employers were struggling with ways to grow, develop and retain their best talent. They would spend a significant amount of time and money upfront in the recruitment phase of searching out and hiring the best candidates but very little was being done once they were onboarded to ensure that their overall growth and professional development was being cultivated.
I was thinking, as I took a look at retention reports, attrition numbers, and the average length of time an employee remained with a company, which in today’s market appears to be around the 2 year mark, if we put more focus on the employee and their continuous development could we make a significantly positive impact here? Could we increase their job satisfaction by providing them with pathways for growth and learning within the company? Would this alleviate them from having to look outside to fulfill this need? Could we break down the working in silos mentality and get teams working together cross functionally through job rotations? Would this increase retention and the overall robustness of a company’s workforce?
With these thoughts in mind, I decided to bring all the best practices I had learned overtime from the fast pacing organizations I worked at before, to all companies that were taking an intrinsic look at their workforce and deciding how best to enhance and grow their most important asset, their people. BetterSkills was born to meet this need.
In 2015 The CEO of the Conference Board, a non-profit research organization working for the public interest, interviewed over 1000 global CEOs on “What challenges keep them up at night”. Unsurprisingly, the challenge that came at the top was human capital and talent. Following a dip in the ranking from 2009-2010, due to the global recession, acquiring and retaining top talent was again number one on the list of concerns.
Even though it’s common knowledge that an organization is really made up of only 2 pillars Capital and Human Capital, most CEOs struggle to get basic answers of what and who makes up their workforce. Most business leaders do not have access to real time information on how many people work in their organizations at any given time, what is their overall retention, and how does that compare to the retention of last year – not to mention comparison to similar organizations in their industry. According to the Brookings Institute “Human capital is one of the least measured and analyzed investments, despite the fact that more than 70% of company costs are labor related”.
In the modern economy, HR leaders should be working hand in hand with CEOs and other executives on the company’s talent strategy. To effectively succeed at this, they should have real time visibility into what makes up their workforce – who their employees are and do they have the right skillset for today. They should be able to discern what employees have the competencies to become their next leaders and what strategies should be employed to motivate their workforce to keep learning new skills. Being able to answer those questions ahead of time produces loyal employees who will choose to stay even when tempted with a higher compensation offer by another organization. Working proactively to retain your talent produces real dollar value savings to the bottom line. It is estimated that it takes anywhere between $25,000 to $100,000 to replace a productive employee or about 25-30% of someone’s salary. What makes up this math is the cost to hire an employee plus the time to make that employee productive which is a sunk cost when he/she leaves and can never be recouped.
Growing the right skills in house and retaining our best employees has never been harder and more important. Culturally we also have to be ready to attract a new type of worker, the Millennials, who want to be continuously challenged in developing new skills and enhancing their proficiencies. According to new Pew Research Center analysis of the U.S. Census Bureau data, Millennials surpassed Generation X to become the largest share of the US workforce, making them more than 1 out of 3 workers in 2015. Today employees, especially Millennials, decide where to spend their workdays choosing primarily one company over the other because of the 3Ps: People, Product, Professional Growth, even when there are compensation differences:
People – Candidates would like to join a company where they know they can fit into the culture, where they are compatible with the people and the atmosphere. They can tell within the first few minutes of conversation whether this company is the right fit for them in the long run – whether the interview happens over video/Skype vs. a traditional phone call, if they take a skill based test vs answer standard questions such as your self assessed “biggest strengths and weaknesses”, if the company has open office with collaborative spaces vs the traditional cubicles or if they do creative team building outings vs the annual summer BBQ. This is one of the easiest and most gut like methods a candidate will use to decide where they would like to spend their time building their career.
Product – The second P relates to the connection a future employee has with the Product or the Service the company provides. The more they can establish a personal relevance to the core offering or the industry the higher the chance that this candidate will accept the position. It’s easier to explain to your family and friends that you are working for a brand that they already recognize such as Facebook or Microsoft. That’s why start-ups have to work extra hard to attract top talent by not only explaining why they are different than more established names but also making it personally relevant to the candidate they are trying to recruit.
Professional Growth – According to most employees, especially ones that are about to embark on their first job, the third P – Professional growth is the most difficult to assess from the outside but the one that has the most weight. Candidates want to know that if they invest their careers into the company, the company will invest back in them to achieve their career aspirations by augmenting their existing skills and developing new ones. Fringe benefits like free coffee and snacks, unlimited PTO and happy hours take a back seat to whether they will have an opportunity to acquire new knowledge through company sponsored training, by being mentored by fellow accomplished employees and by being challenged with new responsibilities in other departments in a job rotation opportunity.
Employees of organizations that are rated top 5 best employers to work with on Glassdoor, a popular employer ranking site, often cite the reasons for that ranking of the company having “best people, best culture, best training”, “incredible focus on learning and mentoring”, “heavy emphasis on employee growth across all divisions”. In today’s workforce these employees demand answers on what’s their career advancement opportunity, what skills they need to move to the next level, how is the company supporting them in their efforts, who is their mentor/coach, can they try another person’s job to gain new skills or see if they are interested in taking on a new role. Organizational leaders that provide an ecosystem which can address these needs and support continuous learning, mentoring and professional development ultimately create the most successful and profitable organizations in return. This is where BetterSkills comes in, as we provide the map, the infrastructure for this professional development to help bring about this work culture transformation.
Through management of an employee’s growth continuum, we can track their current achievements and skillsets and match them to opportunities for further enhancement which they can chart over the course of their career. They can create a professional development plan inclusive of mentoring opportunities, job rotations, training and courses, and with input from their managers and peers, continue their progression to meet their long and short-term learning and career goals. At the same time, companies reap the benefit of having a robust workforce that is in a state of continual growth and value add. It is my belief, with all this considered, that BetterSkills is poised to be a significant catalyst and change factor in the coming years, to really put the focus on shaping the employee centric ecosystem and creating work environments that provide the means and ways for continued professional development.
Tanya has had 10 years of experience in the high tech industry. Her career has included a variety of leadership roles in business operations, go to market strategy, corporate development, organizational hiring, SaaS and enterprise, and software solution selling.
In 2005, Tanya co founded SevOne, a successful digital infrastructure management company, and most recently in 2016, Tanya became the Founder and CEO of BetterSkills Inc., a dynamic company which develops online software to help organizations manage their employees’ talent and professional development.
Tanya was named a Silver Stevie Award winner for Female Executive of the Year in 2016, UDE Alumni Excellence Award winner for 2016 and the prestigious E&Y Entrepreneur of the Year Award winner for 2016. She was also the Silver Stevie Award winner for Female Entrepreneur of the Year in 2014.
Nord Stream 2 AG is a project company established for the planning, construction and operation of the Nord Stream 2 twin pipeline to transport natural gas from Northern Russia to Europe. New hires were needed for multiple business and technical functions. Nord Stream 2 wanted a data-driven, comprehensive, time saving process that would result in candidates who could immediately fit into their high-speed, international culture and who would produce results on Day One.
Interview/Hiring Ratio of 4:1
With softfactors, Nord Stream 2 soon learned that softfactors’ methodology reflected current research conducted by the Stanford Research Institute International and the Carnegie Melon Foundation showing that job success depends on a combination of technical knowledge and soft skills. They realized that soft skills were valuable factors to consider.
Smart algorithm do the workload
softfactors’ selection tools use an algorithm to compare the job requirements to each candidate’s profile. Candidates interested in a job complete an interactive online application. All candidates are screened on overall fit, traditional variables, and soft factor elements drawn from interactive exercises. The result is a scientifically rigorous list of pre-selected candidates – both suitable and unsuitable – based on a combination of competencies and foundational and technical skillsets.
Saving 20 hours interview time per position
With the front-end sourcing and candidate screening steps handled by softfactors, Nord Stream 2’s HR team was able to concentrate on in-person interviews and collaborative assessment discussions with the hiring managers. It brought down the interview/hiring ratio to 1:4. The number of interviews for hiring managers was reduced by over 50% because of the pre-match of suitable candidates to jobs.
Online Applications through Softfactors ATS (very specialized jobs)
2’500 applications automatically screened
Algorithm assessed as suitable
Hired (filled) positions
1:4,3 (normally 1:10)
Time saving for hiring managers and HR (2 people in interview)
About Softfactors AG
Softfactors AG is an HR Tech Startup based in Zurich Switzerland. The recruiting solution measures and compares both resumes and soft skills. It looks at qualifications, work experience, social skills and personality of applicants and compares these with the requirements of the job opening, using a set of competencies and pre-defined job profiles.
Disruptive ‘next generation’ recruitment technology start-up, CandidateID is going live to the market on 1st September 2016. CandidateID is innovative talent generation management software that promises to deliver the most accurate insights available for individual candidates in a company’s recruitment database. Founded by Scot McRae and Adam Gordon, CandidateID was recognised earlier this year as a company of significant scale potential.
Supported since March 2016 by Scottish Enterprise’s High Growth Start-up Unit, CandidateID will be building a team of thirty in Scotland over the next twelve months in what will prove to be another exciting technology development for Scotland’s growing tech scene. CandidateID has been working on a private beta basis with a number of the world’s leading employers, and has assembled an advisory board which includes international recruitment leaders at Aviva, Barclays, Philips, Quintiles, Telefonica and Carillion.
CandidateID aims to improve quality of hire and reduce time and cost-per-hire. The software allows organisations to both create and communicate regularly with talent pools, as well as generate key individual candidate insights so recruiters know exactly who to talk to first whenever a vacancy arises. The product’s candidate scoring system, the ‘IDScore’, allows unique insights that identify the candidate’s level of interest in new job opportunities, and means the hiring company can reach out to high quality, ‘hire-ready’ candidates.
Scot McRae is Managing Director of marketing automation experts McRae & Co who work with Spartan Solutions, Spoonfed, Iceptope and Jumpstart and Co-Founder of CandidateID. Scot said, “Candidate behaviour has changed and how candidates process important decisions is continuously evolving. CandidateID allows companies to adapt to these changes and approach candidates in a different way. Rather than casting a wide net, the unique scoring system allows recruiters to identify and target the candidates that are highly engaged with their content and the best fit for their organisation.”
Adam Gordon is Co-Founder of CandidateID and Managing Director of talent generation experts Social Media Search, whose clients include Thermo Fisher Scientific, Grant Thornton, Weetabix and Webhelp. Adam said, “CandidateID takes some of the very best thinking from sales and marketing and applies it to recruitment seamlessly. I’ve always said recruitment is a sales and marketing discipline and it’s now being proven. The thing that fascinates me most about CandidateID is its ability to score individual candidates’ engagement in real time so recruitment teams know precisely who to talk to first when the vacancy comes live.”
A Business-Oriented Search Engine Gives Back the Time and Money You Thought Were Lost Forever
TEL AVIV – June 27, 2016 – Qwory announced its official arrival on the tech scene, with the vision to change the search experience. Supported by Microsoft Azure, Qwory is a search engine specializing in the detection of businesses and their contact information. The innovative team is determined to carve a niche for themselves among search engine giants.
In the vast Big Data landscape, finding customers that seek exactly what your company offers is like finding a needle in a haystack. The myriad of lead generation tools are too complex and expensive for the average business owner. Endless ping-pong between social networks, company web pages, and email are sucking away at the precious time we don’t have to spare. Qwory’s search engine integrates the above platforms and offers a one-stop-shop for prospect discovery.
“If small businesses are the little fish, then Qwory is the current propelling them upstream to swim amongst the enterprise sharks,” said Or Fialkov, CEO of Fialkov Digital. “Qwory significantly strengthens the ability for SMBs and enterprises to connect and drive the business world forward.”
“We’re pleased that Qwory has chosen Microsoft Azure to help their customers find e-commerce partners,” said Andrea Carl, Director, Commercial Communications, Microsoft Corp. “The Microsoft cloud makes innovation possible, and Qwory’s search engine is a prime example.”
Qwory’s solution is three steps: Search. Engage. Connect. Search for any keyword and filter results by location, business size, social networks, tech platform, and more. Instantly engage with prospects on social media directly through the SERP. Connect with businesses by downloading customized contact lists in Excel or CSV format; lists include email addresses, phone numbers and more for each result. Data is easily integrated into external CRM systems, such as Microsoft Dynamics.
Azure has provided critical support for Qwory’s database. The cloud services of Azure enable Qwory to build a scalable system, scanning and indexing online public data and enabling real-time search. Azure provides a more secure platform, which gives Qwory’s developers the confidence to proceed in other areas of development by relying on Microsoft’s infrastructure. The new search experience, powered by Azure, had changed B2B prospect hunting for the better.
About Qwory: Qwory is a business-focused search engine specializing in finding prospects and their contact information. Their algorithm and unique scoring system provide fresh leads with every keyword search. Founded in 2014, the company is Israel-based. Visit at www.qwory.com
How To Recruit On LinkedIn, Fast, Without Breaking The Bank
Recently I discussed the slowdown in tech hiring, which is already reflected in today’s longer and more difficult hiring cycles as hiring managers are more selective with the quality of candidates. Recruiting and job seeking has become significantly more challenging as offers are given out only to candidates who meet all requirements without fail. Sahat Yalkabov, a software engineer at Yahoo, was rejected multiple times describes this trend in his post “F*** You, I Quit — Hiring Is Broken.” I empathize with Sahat and others out there who are struggling to get offers. The environment of hiring and talent acquisition had changed from two years ago when Sahat got the gig on Yahoo. Back then almost every company needed to fill tens, sometimes hundreds of positions.
I empathize with Sahat and others out there who are struggling to get offers. The environment of hiring and talent acquisition had changed from two years ago when Sahat got the gig on Yahoo. Back then almost every company needed to fill tens, sometimes hundreds of positions.
Today, only pockets of the tech industry still enjoy significant growth and hiring volumes, for example, autonomous vehicles, augmented and virtual reality, artificial intelligence, and deep learning. To satisfy hiring teams, talent acquisition professionals must find better and more creative ways to reach premier talent and generate their interest for the right opportunity. Can LinkedIn be an excellent recruiting channel to connect the right people with the right roles?
LinkedIn is a professional network where people connect, exchange ideas and expertise, manage relationships, and look for jobs. There are, however, two essential problems with recruiting on LinkedIn. It takes way too much time to reach the right candidate, and the response rate from people is very low, a lot lower than it used to.
Jason Webster, the current Head of Strategic Accounts Program at Glassdoor and Ex-Co-Founder of Ongig said: “The majority of my industry contacts tell me that their [InMail] response rate is between 10-20 percent. By contrast, colleagues from big-name companies like Google have said that they fetch a response rate of 70 percent using InMail. That seems to be an anomaly compared to the norm” (OnGiG). Why? Do Google recruiters have secret methodology or technology that gives them an unfair advantage? Is the Google brand so attractive in the minds of premier engineers?
No. With simple hacks, I had a 40 percent conversion for engineers currently working at Google and similar big-name companies to apply for jobs with sometimes unknown startups. So the answer must be in the recruiting, not the brand. I’ve cracked the code.
For the past couple of months, I have been recruiting top talent from Google, Apple, Cisco, Yahoo, LinkedIn, and successfully generating interest and applications for placements in early ventures. I achieved 41.3 percent response rate and 36.1 percent acceptance rate with 994 InMails in a month and a half which is 22 times the number of InMails for Recruiter Lite, while spending only $119.95/month for my subscription. What I am about to unveil is a working strategy with proven results to recruit premier candidates, both technical and non-technical, as an educational guide for talent acquisition professionals and hiring managers who compete for top talent with limited resources and limited time.
This LinkedIn sourcing strategy has been proven to work for front-end and back-end junior, iOS and Android, architects, DevOps, data scientists, full-stack, hardware and software engineers to senior engineers to staff engineers to CTOs, both general and highly specialized. It also works well for sales positions like corporate account executives, director-level product managers, junior and senior user experience and user interface designers. This strategy will work for any role except for those so specialized that only a few people in the world could do.
For a more accurate example beyond my InMail Analytics, I had a month to fill a tough role with a demanding hiring manager for a startup that only wanted to hire Googlers. To add to the challenge, after each of the first four onsite interviews, the hiring team changed the requirements for the role. Counting inbox responses (where responses are measured by those who willingly gave their contact information via LinkedIn message to further discuss the opportunity) confirms a response rate of 35.45 percent (39/110) from Googlers and Google-caliber engineering talent. Of those who responded, 59 percent applied for the position after the initial phone conversation.
Within a month, I had 23 relevant and quality candidates solely from sourcing on LinkedIn (Note that this is a lower bound overall, considering the stringent demands of the role). The hiring manager appreciated the candidates and this sourcing strategy, saying, “Thank you for providing a constant stream of quality candidates week after week.”
Other hiring managers’ experience was similar, with several asking questions like “How do you find so many fantastic candidates?” or “Where do you get these guys?” – because speed and quality matters.
For those not familiar with LinkedIn Recruiter products, Recruiter Lite accounts come with 30 InMails for $119.95/month. One can add 10 InMails for additional $100/month. LinkedIn Recruiter Corporate accounts come with 150 InMails for $899.95/month and for each 10 additional InMails it is $60/month.
How is it possible to send so many InMails without a LinkedIn Recruiter Corporate account and spending over $10,000 each month for InMails? A lot of LinkedIn “Power” Recruiters just connect to the person first and wait for the connection or wait for the email read confirmation or look for a sign of online activity before sending an InMail … a common best practice among Google and other top recruiters. Why? If the person does not want to connect with us in the first place, then the chances that they will respond favorably to a recruiter’s InMail is next to zero, wasting all those expensive InMails credits. According to the LinkedIn 2015 Global Talent Report about 51 percent of people on LinkedIn is somewhat interested or not interested to hear from a recruiter, whereas 43 percent are very interested.
The report also states that “followers [and by deduction your connections] are 81 percent more likely to respond to your InMails than those who do not follow you.” Pro Tip: Create a short post about the opportunity on your LinkedIn before sending invitations to connect.
It is possible to grow anyone’s LinkedIn from 0 connections to 3,000+ connections under one month without getting restricted by LinkedIn. Be very careful not to come across as a connect spammer. Have a genuine reason to justify the invite to connect with anyone to respect the LinkedIn Community Guidelines. I advise against any automated LinkedIn connection tools. High-volume connection invites should be controlled and limited to at the very most 200-300 invites per day and 3,000-4,000 invitations per month. I have been enjoying about 60 percent acceptance rates. Sending a connection request works as a probing signal to see whether that person is open to communicating or not. Clean up any one-month-old invitations every week in the LinkedIn Connect Hub.
The beginning of all sourcing begins with cleaning up and completing your LinkedIn profile to look and feel like a professional recruiter, or better yet executive search recruiter. Most people connect and respond to executive search recruiters even if they are not executive level yet. Make your profile and profile picture likable. Second, get the Boolean search optimization process down cold. If the Boolean search is a tough nut to crack, use tools that have Boolean search recommendation as a good starting point. Take on a data-driven approach to perfect the Boolean search by testing results and counting the accuracy, experimenting with the Boolean string, re-testing, and optimizing again. Here is an example Boolean string to search for Java Web Application Engineer on Spring/Groovy/Grails that shows 9 out of 10 relevant profiles.
Two pro tips: Bookmark the Boolean search to connect with more people another day. Use current title in the Boolean search to improve the results accuracy significantly. Do not use the default “current or past” parameter because combined with the negative keyword operator “NOT” it does not work as intended. For example, people with founder titles only in the present or only in the past will still show up in the search results. Beware of this small LinkedIn design flaw of not having “current and past” option.
While optimizing the Boolean search, you want to get 400 to at most 1,200 search results because LinkedIn results are capped at 10×100 results. Add more restrictions like zipcode-based location with radius or industry or current/past company or negative keywords when there are too many results. Relax restrictions or add relevant keywords if there are not that many results. LinkedIn’s search accuracy is capped by its technology, so no matter how complete the Boolean string is, the search results are never going to be 100 percent accurate.
For this strategy to work, hit at least 80-90 percent accuracy in the search results. Six degrees of separation explains the difference between first, second, and third connection on LinkedIn. Note that LinkedIn always shows first connections in the first couple of pages even though first connections are unselected. To experiment and improve the Boolean search, quickly glance over the first page’s results with second connections, then 10th and 20th-page results, and see if the titles are actually what you are looking for. If everything looks good, make a deeper check and review a couple of profiles randomly. Analytics speed up this whole process with domain expertise, years of experience, and peer ranking directly in the search results. Use negative keyword operator NOT (keyword1 OR keyword2) for not relevant titles or keywords that appear often.
To connect with people, use regular LinkedIn search. To reach out to the frist connections go to “View in Recruiter” from the search results. Under relationship filter apply “Any” to clear out the settings and then select “1st Connections.” The first people who connect are likely going to be active seekers, but after a few days, there will be enough first connections to whom we can send a free InMail.
Pro Tip: Save this search in a project to get notifications on people who just connected and we have not contacted yet. Another Pro tip: free InMails can be sent to second connections who have premium accounts. Review everyone’s profile before sending an InMail to make sure there is a good match. Use tools that augment profiles with further analytics for deeper review. To save time, craft an appealing and straightforward InMail template. Make sure it’s an upfront and killer message that encompasses all points that people care about.
Here is an example of a data-driven title that people appreciate: $180K + Equity + Mountain View, CA + Principal Software Engineer + Full Benefits + VISA Sponsor
This message encompasses all of the decision-making aspects of a job seeker, whether active or passive in the order of importance, and leaves only work life balance, flexibility, culture, and leadership undetermined. People often make the first decision based on their three to four priorities. Get those cleared up with the first message. Individuals who decline giving thanks for reaching out providing a reason like “I am happy where I am” or “just got a job not ready to make a move” etc. 87 percent of people who accept the InMail are interested in discussing the role because it already satisfies their core requirements, which could be salary, could be location, title, benefits, visa sponsorship. There are going to be a couple of people who ask whether the opportunity can be remote because to them working from home is a core priority. Whether they accept or decline, mostly everyone will want to keep in touch with us, because we are approaching talent as a recruiter who is trying to help them find a better job. Some tools can contribute to estimating people’s compensation and avoid awkward messages whenever the current salary is higher than offered.
Start the body of the message with something personalized. Use templates, but personalized the first line(s) of the message. Here are some good introductions – recognize their skill and experience or tell the person that we have shown their profile to one of our colleagues or one of the team members or the hiring manager who liked it. In this way, we will answer the questions that half of job seekers want to hear: “Are they looking for someone like me?”
Crafting message content is the most important determinant of response rate from both premier candidates and passive seekers. It is the difference between 25 percent and 40+ percent positive response rate. Company branding matters. Just like candidate’s first impression matters to the interviewer, so does the company’s first impression in the minds of the candidate matter. What people read and feel from the message about a less-known business matter. Paint a picture of who the candidate would want to be, the best they can be, and how this opportunity will help them achieve it. Find something about our client’s company that we are excited and passionate about. Passion sells and the message should sell, hard. Anything and everything that is exceptional about the company should be briefly mentioned in the message. Is the team made of all Stanford Ph.D. data scientists? Is the CEO a very successful entrepreneur? Is the product meaningful? Does the company’s mission touch our hearts?
Find the reasons why we would want to accept the offer for the presented opportunity ourselves. Keep the message short and sweet, add a little mystery, and leave room for curiosity to do its work. Don’t ask for resumes and don’t give a job application link in the first message. Give people the company name regardless if it’s in stealth or not because it’s something people want to know. If funding is exceptional, mention it. We want to have the best introduction about the company as possible.
If people respond, the next step is to ask for an email to send them more information and schedule the initial phone call. Even though we can find contact information easily, always ask first. Treat people like we would want them to treat us. Among all the spam, the human element and permission-based contact in all our interaction with others are so important. It will set us apart from every bot that just bombards candidates with non-relevant emails, and it sets up the initial call to be a success.
My colleagues and I think that you would be a great fit for our role of Principal Software Engineer at XYZ-company, a $15M SEED-funded startup (99% of seed stage startups don’t raise more than $1M) located in Mountain View, CA and founded by very successful serial team of entrepreneurs and gurus in the analytics space. Our CEO was recently featured in Forbes’ 30 under 30: [Link to article without shortening]
$180K + Equity + Mountain View, CA + Principal Software Engineer + Full Benefits + VISA Sponsor
Finally, remember that the whole process matters. We must have a solid #recruiting strategy and #hiring process. From the moment when we make contact with the initial message to the moment when the candidate gets an offer, through onboarding and beyond, treat the candidate as a person, with honesty and decency. Answer their questions, give constructive feedback, and follow up, and you will create a lasting relationship that goes beyond any one role.