As we look at the recruiting process where we really want to start as planning. We want to plan methodically and we want to plan appropriately. Even if we've been recruiting for tons of years, it still doesn't mean we're hitting those needs and assessing those needs appropriately. We certainly want to identify who those stakeholders are going to be and we want to pull them into our process. When I talk about stakeholders, I'm talking about the manager, maybe a supervisor, certainly that next level manager or supervisor, and then possibly we also want to employ department head our Vice President. They have heard several cases where that department had a VP has a different mindset, thought and scope, than what the manager or maybe supervisor or even seconds level manager have. We want to be able to pull those people together so that we can come to one clear, concise place. We know exactly where we're going and we're filling in and getting all of those things in line now so that we don't have to redo them after we've identified what possibly could be an incorrect candidate. The next thing we want to do within that planning is really look at that opening and that timeline so nobody ever walks into my door to say they want to hire somebody maybe that they might need in a few months, they come into the door and Henny- Penny, The Sky is Falling, they needed this person yesterday. You have to be able to really assess what that timeline looks like and what that need truly is. I caution you on something that happens all the time, which then for me is that we have the squeaky wheels. But those squeaky wheels sometimes aren't necessarily the ones that truly need the assistance. In our current case where I'm working right now, I have some Lab where we have very squeaky lab wheels if you will. But it's my clinical team that absolutely needs this help, so they're all priorities. It doesn't mean that anyone is less important, but there's always going to be that time where you really have to take a hard look and say, listen, I can only do these three interviews today and so this is who they have to be. This one I can push to tomorrow or possibly Monday. Identify what that timeline may looks like for the position. Within HR, one of the things that we see are metrics. Depending upon the department, depending upon the organization, you may have specific metrics. We need to see this position filled within 45 days. We need to see this position filled within 30 days. Maybe it's a difficult position like a medical director an MD, something higher level, Vice President, Chief Operating Officer, whatever that might be. Those timelines are going to be longer. So just be flexible and be appropriate within your planning so that you can do the correct sourcing and know what that timeline looks like. In some cases and when we jump into searching, maybe we're using a recruiter and maybe thoughts are retained search. When we talk about these executive level positions, oftentimes if we're using a recruiter, is a retain to search, what that means is you have to pay that recruiter now to get you that individual and that they are the only recruiter that's going to be working on that. This is something that we see often within either hard to fill positions or higher level positions. When we talk about passive recruiting, this is completely different. If you're doing passive recruiting, What you're doing is possibly going out to LinkedIn or maybe other social media or job networking sites. What you're doing is you're looking for individuals that maybe have not applied to your position, but that do have the correct skill set and experience and then reaching out to them. "Hey, there, so and so how are you doing? We have a position that might match your background and your skill set, would you possibly be interested in talking to us?" That's what passive recruiting is and that's a different kind of recruiting him. We do see that often, it really just depends upon the organization, what their needs are. Then if we have a specific recruiter working on that. Whether that recruiters in house or someone that you've contracted with outside to fill that position, that's where we see those different options happening. Then the final step, at least within this module, that we're going to be reviewing within the recruiting process is going to be the candidate selection. This is going to be the resume review. When we get into the metrics of this and really digging into this, we're going to talk a lot about Artificial Intelligence, AI, and how that has aided and changed that process. When we talk about recruiting, we have to talk about where we've been and where we're going. For some newer folks, obviously the present is going to be more familiar. For those of us like myself that are old, I'm allowed to say that I'm a protected class, it's changed drastically, but we still see some of those tie-ins. That's why I think it's important to go over both of these to really dive into them. Some of the newer methods and specifically what we're going to be talking about is definitely social media. We have that online presence, this is how people are operating. If you were to go back 20 years, yes, we had cell phones and things then but no, they were not Internet capable. No, they were not job searching capable. So that transition is quite drastic. When we look at some of those older methods and techniques, we talk about things like newspapers. Newspapers are still around but as you know, those primarily are also online. I don't see folks pulling those newspapers out to circle job ads in the back like they used to way back in the day. What is very interesting and what I always need to add within this section, is that when you're working on immigration cases and I know that that's not necessarily part of this, but it really is important and needs to be said, when we're working on immigration cases, one of the government requirements for us to be able to work on an immigration case, and when I say that I'm talking about, we want to hire an employee that maybe is not a US citizen and we need to work with them to be able to get that approved through the government so that we can have that individual work for our organization. In that case, that requirement for that process is still to have this job ad open and posted in things like a newspaper, copy prints and prove that we've had that posting in a newspaper. I think it's worthwhile mentioning not because there are still some facets where we need to see that item used in that case. The bulk of it, you all know that when we go recruiting, we're really not going to find that ideal candidate with that newspaper ad. It's going to be social media, it's going to be platforms like LinkedIn, and it's still going to be, I think, one of the items worth mentioning that transcends both past and present is going to be networking. This always has been and will continue to be so, one of the top of the games, who do you know in your network? Who have you come across? Maybe who have you worked with in the past? I don't want to see that going anywhere. I do foresee that interaction has changed where maybe before we were at meetings or presentations, we're currently now maybe in a Zoom Chat or on an e-mail distribution list. I don't believe that networking itself has changed, maybe just what path that we do that networking with, that definitely has changed. When we talk about job request forms, this is where you're getting your ducks in a row so that you can appropriately recruit for the position and the opening that you have. I still see a lot of companies that are using hard copies of these forms with signature. I think that with the addition of COVID and a lot of changes in that remote workforce and remote capabilities, maybe some of those hard copies have finally switched over to an online intake form or something similar. That's definitely the path of the future and most easily accessible and easy to use for everyone involved. When we talk about present and future, we certainly have to address social media and recording. Are you advertising this position? Where are you putting this position? Are you using a desired company, possibly have a Facebook or Twitter or what platforms are you using and how are you going to advertise that? Then how do you make that decision for your organization? What's very interesting and in some cases, and in my past, I worked for an organization where they did not let us use LinkedIn, and LinkedIn was specifically held for corporate communications. To be able to communicate to stockholders and folks of that nature. We were not able to use it for our HR and for our job posting, which is absurd because in my world, that's where it comes from. I had a vice president that didn't know this, that actually went and posted a job opening and then our VP of corporate communication obviously found it because it tagged to the company and actually came back and basically slapped all of our hands again because certainly I had had a prior experience with that. It wasn't necessarily a platform for, hand-slapping but it was a platform for, we're missing so many amazing qualified candidates that are already within our networks that we can have possibly already speak to and attest to their work product. It was really much more of a detriment to us to not be able to use that platform. Very long story short, we did end up getting to the other side of that where then eventually they understood and allowed us, I guess the space to be able to post positions there. But in my world in HR land, that's what LinkedIn is all about. Just one fun example for you in that space. We have to talk about technology when we speak of recruiting and we have to talk about the advances and the new trends and the new patterns that we're seeing within this space. I don't ever treat all jobs in all openings the same, one size definitely does not fit all. I do know of some recruiters and some HR professionals where that is the case. In my case, that doesn't necessarily work and everybody has what's comfortable to them and different things are going to work better for some positions and maybe they're not going to work that well for others. But again, that's a personal preference, so that's not a mandated x or y. But we definitely want to target our ads for the job openings. We definitely want to be specific with what we're going for, we want to be clear, we want to be concise, but we want to give this overall picture. Additionally, what we also want to offer is to make sure that we're going after the right targets and the right audience. When we talk about that, we can look at things like networking groups and professional organizations. Definitely we're going to post this on the career page for the organization, we definitely want to post this on LinkedIn. If we have other social media areas within the company, maybe they do have a Facebook page or a Twitter feed, then we would also want to put that there. But when we talk about different organizations and networking groups, for example, when we talk about HR, SHRM is the top of the game, there's just not a professional development group that does more in my opinion and SHRM does absolutely tremendous. That's the Society for Human Resource Management. Not only do they do coaching, they have tools, they have trade shows, they have educational presentations, just all things and in so many facets. If we were targeting an HR position, may be an HR manager, that would be a brilliant place to put that. One of the first questions I always ask my hiring managers, is if they're affiliated with any groups or organizations that we may be able to post still. Another example is Healthcare women's business association. That again is going to be specific to what I do to my industry, but that's a great place to get a diverse posting within a group of individuals who are working within health care. That's definitely going to get me to that target audience, to that group of folks, that group of potential candidates. When we look at using artificial intelligence, this is another component of recruiting within technology. When I talk about AI, what I'm talking about are maybe different HRAS platforms, which is an HR platform that helps you do things quicker. You're going to set up a system where that HRAS platform is going to review the resumes for you. Maybe that's the first pass. Here are the five or six top skills that I absolutely need to have. Here is the education that I absolutely need to have, and then maybe here is the years of industry experience I need to have. What AI will do for you is it will take those parameters and it will source out those candidates for you so that what you're getting on the back-end is just a pool of the candidates that already meet those requirements, so this is by far a huge time-saver. This is going to enable you to make a decision quicker and it's going to cut down on the time that you spend looking at resumes. However, there's always a flip side to these things. One of those things is definitely going to be soft skills. We can't train AI to look for soft skills and that's going to be something that you have to get through interviews, through speaking and all of those other different facets. So I would caution anyone in using AI, which is a tremendous tool, to also try to make up for it on the other end by really focusing on soft skills. How are those communication skills, those interpersonal skills? Are they collaborative? Are they able to work in a team environment? I always say as we go through hiring that I can teach anybody how to run any assay, do any test, run any spreadsheet, but I can't teach you how to be a good person. I can't teach you how to be a good team member. Those things just have to be inherent. I think one of the trends that we've certainly seen is that soft skill has gotten increasingly more important. I believe that as we rely on technology even more as we have with COVID working remotely, we're going to see the need for those soft skills increase even more so than where they already are. That would be primarily the bias or the downside to using AI within that technology space. But we can't get away from it. I mean, there are tools built-in within LinkedIn Recruiter where you can already use it, where you can already source, and where it will already funnel those out for you. With my current employer, we use JazzHR. That is a recruiting platform and it does a lot of those things for us. It's like, "Hey, here's this. They have the skill set, they have this years of experience. Additionally, they've also applied for two or three other positions that you have posted." I'm just giving this as an example. Within Jazz, we have the ability to actually put that job description in the system once, but it's actually going to reach out to nine or 10 different platforms. That AI system takes care of that for us. We're not posting to 8-10 different sources. We're posting it once in Jazz and Jazz is taking it out there for us. Why that social media and why posting online is so important, you can see by the little graph that we have here on the slide. When we look at mobile job searches, this is representative of the percent of people that are looking for jobs online. I know we talked about this on previous slides. I know it'll come up again, but it's just the way that we're going. As you can see, if you look at millennials, we're almost at 80 percent. Gen Xs over 75 or just about seventy five percent, and then baby boomers also almost 60 percent. The bulk, the lion's share of folks, that's the place where they're searching. I'm sure if you did the survey now, post-COVID or at least as we're working through COVID, you would see that these numbers were even higher than where they are now. There's just nowhere to go but up within this space. It's really important to be able to understand what these technology platforms, functions and options are and then how we use them, but also why we're using them. The why we're using them is right here in the data. This is the place and this is the way that folks are searching for their new careers. I have already alluded to this next point. When we talk about recruiting trends and we talk about Artificial Intelligence, AI, we have to rediscuss or discuss again the soft skills. We are losing this with the introduction and evolution of AI. It doesn't mean it's a deal breaker. AI is helping, it's definitely advancing. But what it means is that sometimes we need to shift our focus and spend that time on those soft skills, spend our time in that area because this is a critical component and this is what gets things done versus just sourcing through those skills. My best example of this, and I'm not picking on anyone, is definitely going to be in the space of medical writing. Medical writing is a tough space in some respects. It's very hard because you have to have someone that is a liaison between multiple different departments, multiple different venues, but they also have to be gifted, obviously in writing, technical writing. Then let's add to that, that they need to be able to understand the scientific information at a very high level. This is a very, in some respects, niche position. We have to have somebody that not only possesses those skills, but can work in that team environment and can truly collaborate. This is one of the spots that's been very difficult. AI can find us the best candidate with the highest level of education, this whatever 10 plus years of experience we're looking for, but it can't test for that individual's ability to be able to work in a team environment and in a team setting. That position in particular, at least in my industry and in my space, is a critical component and they really are liaising between so many different departments. We have to be able to be sure that we are interviewing for that, checking for that separately, and really making that a priority outside of that initial launching pack from the AI. The next thing we're going to talk about with recruiting trends is work flexibility. This definitely should not be a surprise to anybody. There has always been a movement for flexibility for work-life balance. I know COVID has completely changed the best in that there were some positions and work ability where we saw that remote landscape previously, but it's certainly brought that to the forefront. We have a lot of people that now love it, are used to it, and we still have folks that don't want to do it and they want to be able to go into the office and they want to have that landscape, or that standard, getting into the office routine type of situation. But more and more increasingly, what's coming out, I literally was in a conference call from varying recruiters yesterday and this was the biggest topic. Was that the workforce, the people that are looking for jobs, their first question, "Can I do this remote? Do I have to come into the office?" This idea of flexibility has changed tenfold. I think if you had asked a couple of years ago what flexibility meant, maybe it's working from home at this component or this period of time, maybe on Fridays. Maybe what it is is being able to come in early because you have to pick your kids up at school. At this point and at this juncture that definition has changed, and we're now seeing that folks want that workability, they want to be able to work remotely. They want to be able to put a load of laundry over lunch, or not have to deal with a commute. I'm one of those people myself, and although my jobs have always been approximately 12-14 miles from home, on an average day, I was spending about an hour and 15, an hour and 20, just to go home, and it didn't seem to matter what time I left, even if I was leaving at 3:30, 4:30, 6:30, that time period was the same. This is where we're seeing, this is what folks want to see, this is what's on their mind, and they are leaving companies and good jobs in search of this because they know that they can find it elsewhere. I just had two of my friends back east who were notified via their company that they're going back to full time in the office, effective x date. With that news and with that information in both cases, of course, my first question, because I loved data and HR is what are you going to do about that? They are not in HR, that's not their business. Their first response was look for a different job where I can do it at home. It's just not comfortability, it's that now we know that we can do some of these things remote and we can do it successfully, and so we're really going to see this landscape, it already has changed, but it's going to evolve even more. But it's going to be very interesting to see where we are in another year or so from now and what that looks like. The third thing I want to talk about in job trends is transparency, and why this is so important is because this is another one of those items that a lot of those job seekers candidates are looking for. I feel like it's my job as your instructor to teach you every side of what's going on even if it's something that I don't personally do. In my space, in my industry, I don't post job descriptions with salary information. There's just too many variables at least in my business to be able to do that. With that said, when you look to some of the non-profits, when you look to government jobs, when you look to jobs within schools and universities, they have a very specific set level, set job coding, set job number, and that has a very specific salary associated with it. If I were to work in one of those industries, I would certainly post that salary information. In my space, there's just too many variables as far as what desired experience look like. Do they have a PhD, is it masters, is it post-doc, what is it? That's all going to change what that salary component is going to look like. But when we talk about recruiting trends, transparency is one of those key items that job-seekers want to find.
