Recruiter-Candidate Relations and Their Future

It is no secret that the candidate experience is getting a little automated these days. The human experience, for example reaching out to the candidate in different steps of the screening and hiring process have been always done through personal contact, be it in person, on the phone or through an email.

Now recruiting technologies are in the works that are capable of sending out automated messages to update curious candidates and where they are in the hiring process. As time and technologies are changing recruiters, HR and managers are adapting to new ways, but also sprucing up their old gimmicks.

Going Digital

With the move toward computer recruiting systems and big data, algorithms will also allow recruiters to search through the large number of applicants they receive for any given position and find specific experience to fit the mold.

There is a constant bout of tug of war between what is going well now and what could be different and more efficient but before you get too worried this is not happening any time soon. There is a lot to work that needs to be done with the technology.

However, technology will require HR and recruiters to be more calculated. In a report for the Society of Human Resource Management, William Tincup, a recruiting technology expert said that, “humans will still need to do the more qualitative stuff.” He also thinks that, “The technology will free recruiters to spend more qualitative time with candidates and hiring managers. Robots will not strategize, not for a long time.”

“It’s important to note that the future of AI is based on the tool getting smarter over time as more people interact with it. “The first years will not be that great,” Tincup said. “But it will get smarter via the users’ behavior. There is no ceiling for knowledge. The technology will take data, put it together and keep learning. But it will not displace recruiters.

Morales_002Keeping it Old School

Online job finding sites like Indeed and Careerbuilder allow the job seeker to plug in their resume.

Rishi Thussu, CEO at EvenRank claimed in a 42Hire post that, “Recruitment consultants will go out of business. Business managers and teams will take direct control of hiring. They know best the kind of profile and cultural fit that works for them. Recruitment will be driven entirely by technology and algorithms but the human touch will continue to be an important enabler in facilitating this process.”

But my questions is – will managers at these businesses have the time that recruiters take to find the best fit?

I for one think that the human experience in hiring is extremely important. I would much prefer initial contact so that I could learn about the company’s culture and any other intel from a third-party source who has been there and talked with instead of only having information from a job posting online or having a brief interview with a hiring manager – it’s just not engaging.

Recruiters are essentially selling a company to a potential employee. While it could take a little longer, the progress ensures a good fit for a company and even the candidate.

HR specialist, Yen Tran suggests that a recruiter walk a mile in their shoes of the candidate regarding their experience and how they want to be treated or employed in a 42Hire article.

She says that “recruiters need to have a marketer mindset and consider candidates as your target customers.”

Skills versus Education

Recent conflict among recruiters hiring on candidates now falls to the skills candidates have acquired along with the time and job experience they have received which are now preferred over the education that candidates are receiving for the respected job or field.

Filters can also be placed on postings to defer recruiters from spending extra time on searching through spam and people that don’t have the requirements or qualifications it takes to do the job according to their work history.

With intelligence technologies computers and software can now sift through applications and find matches based on algorithms we are moving away from where recruiters are seeking out candidates for a job, now the algorithms will allow the job to find the candidate with postings and filters instilled.

Referral based hiring

Not only is it cheap, referral based hiring allows recruiters to skip the sourcing and prescreening steps allowing potential employees to get in directly with client companies. Referrals that are qualified but also engaged and active with the help of a recruiter certainly have an advantage over passive candidates that have been idle in the talent network.

Using referred candidates also has many other benefits to the work place. Upon starting them at a work place these referred employees continually prove to have better longevity, success and job knowledge upon starting somewhere new.

The solution?

For now, it is to find the best fit for the company whether it be from the picture perfect resume, someone with a stellar attitude and education or a referral from someone else at the company. There is no right or wrong way in how you decide to recruit but there are ways that will save you money and time in the end and that is also up to you. With the evolution of time there will also be the evolution in recruiting technologies, strategies and recruiter-candidate reactions so make sure that it is genuine and any work done is done so with intent.

More Than Reducing Costs

When a company experiences significant increases in workers’ compensation costs, it usually triggers internal activities to reduce insurance costs and spending.  The key to spending fewer dollars is more than just stopping a few accidents; it is having a sound safety program designed to continuously improve.

A safety program that, at a minimum, is compliant with the Occupational Safety and Health Administration (OSHA) standards can yield significant savings by reducing injuries, and illnesses, saving workers’ compensation dollars.

Building a Solid OSHA Program

There are five steps your company can take to have a well-rounded safety program that encourages a safe work environment, is compliant with OSHA standards, reduces accidents, and ultimately reduces workers’ compensation costs.

1. Develop the various programs required by the OSHA standards.
2. Integrate those programs into the daily operations.
3. Investigate all injuries and illnesses.
4. Provide training to develop safety competence in all employees.
5. Audit your programs and your work area on a regular basis to stimulate continuous improvement.

Develop Programs Required by OSHA Standards

Aside from being a requirement for various industries, the OSHA standards offer a solution to reduce incidents.  Several accidents stem from underdeveloped or poorly implemented OSHA programs.

  • Failure to keep high traffic and working surfaces clear may result in slips or trips.
  • The lack of using personal protective equipment may result in lacerations.
  • Poor lifting techniques can result in strains.

OSHA standards require a variation or type of written program to be developed and communicated to employees.  According to the National Safety Council, over 60% of CFOs reported that each $1 invested in injury prevention returned $2 or more, and over 40% said productivity was the greatest benefit of an effective workplace safety program.

Time and time again we see that companies with thoroughly developed OSHA-compliant programs have fewer accidents, more productive employees, and lower workers’ compensations costs.

Integrate Programs into Daily Operations

Successful safety programs focus on being proactive instead of reactive.  Accident investigations become an excellent source of information on already existing issues in the workplace, as well as potential problems.

Policies alone won’t get results; the program must move from paper to practice in order to succeed.  Putting a policy into practice requires a strategic plan. This plan must be clearly communicated to key participants and in a culture, that inspires and rewards people to do their best.

When developing any business initiative, there must be an emphasis on frontline supervisors and helping them succeed.  Every good business person knows with that any new program whether it be safety, quality or something of the like it must be second nature to the frontline supervisor. A solid OSHA program integrated into the daily operation and led by competent supervisors is just the beginning.  If the frontline supervisor knows the program and wants to make it happen, the program succeeds; if not, the program is a source of constant struggle and an endless drain on resources and energies.  Providing supervisors with knowledge and skills through continuous training is critical to the success of any program.

Investigate All Injuries and Illnesses

Workers’ compensation is designed to recompense employees for injuries or illnesses they suffer during their employment.  This should not come as a surprise, but increasing numbers of claims drive up workers’ compensation costs. To reduce those costs, you must simply reduce your accidents, and the ability to reduce accidents is significantly enhanced when those accidents are fully investigated instead of simply being reported.

Accident reports are historical records only citing facts, while accident investigations go deeper to find the root cause so that improvements can be made.  Businesses that stop rising workers’ compensation costs have an effective accident investigation process that discovers the root cause of the problem so that corrective actions can be made.  Again, training proves beneficial because a supervisor skilled in incident analysis is a better problem solver for all types of production-related issues, not just safety.

All accidents should be investigated to find out what went wrong and why because each one of them is important and should be treated as such. Ask yourself this: If you only investigated serious quality concerns instead of every little deviation, would your quality program still be effective?  Companies with solid quality programs investigate and resolve every deviation from quality standards.

If your emphasis is only on those incidents that have to be recorded on the OSHA 300 log, you close your eyes to the biggest accident category: first aid-only incidents.  Many companies get upset about recordable or lost time accidents because of the significant costs involved, but they don’t realize that the small costs and the high numbers of first aid-only incidents add up.

Statistics show that for every 100 accidents, 10 will be recordable and one a lost-time incident.  If you investigate only recordable or lost time accidents, 89 go unnoticed.  Would you consider a quality program that allows an 89 percent failure rate successful?  Reducing serious accidents means you must reduce your overall rate of all accidents – including first aid-only incidents.  That only happens when every incident is fully investigated to find the root cause, and remedial actions are identified and integrated into the daily operation.

Training and Auditing for Continuous Improvement

The final steps focus on training and auditing your program for continuous improvement.  Training plays a significant role in safety and in reducing workers’ compensation costs.  The goal of training is to develop competent people who have the knowledge, skill and understanding to perform assigned job responsibilities.  Competence, more than anything else, will improve all aspects of your business and drive costs down.  Supervisors must have the knowledge and ability to integrate every safety program into their specific areas of responsibility.  Every employee must know what is expected of them when it comes to implementing safe work procedures.  Once the programs are developed and implemented, they must be reviewed on a regular basis to make sure they are still relevant and effective.

This might require a significant change in how you manage your safety program, but if your workers’ compensation rates are high, it may be time to make this leap.

Building a Safety Program

Accion Headed to World LogistXGames

Congratulations to our Acción Performance team as they were named winners of The Golden Pallet at this morning’s 2017 LogistXGames of Central Indiana! Next stop: Louisville, Kentucky for the World Games.

The LogistXGames is an annual competition purposed with showcasing the world-class logistics industry, regional, and national level. It brings teams of warehouse warriors together in head-to-head competitions that build employee pride, establish teamwork principles, and reinforce safety standards vital to the industry.


Among the twelve teams in attendance, Acción Performance was named winner of the ultimate prize, The Golden Pallet.

“It’s an energetic challenge our team decided to take,” said Adam Scholtes, Business Development Director of Acción Performance, “though in reality, we wanted to let our actions speak for themselves in terms of what we do—logistics and distribution.”

A unique competition promoting the logistics industry and its professionals, the LogistXGames is a great opportunity for local and regional companies to build employee pride, establish teamwork principles, and reinforce the safety standards vital to the industry. Companies rarely have an opportunity to interact. Promoting head-to-head competition raises the bar for workers in the area and helped to show Central Indiana is a region supporting a thriving logistics industry.

The LOGISTXGAMES include four events:

The Pallet Puzzle Sprint
A team of three assembles and places 32 different-sized boxes on a pallet. The team with the quickest assembly and stacking time wins.

Pallet Jack Relay
Using a pallet jack, the 3-person teams run their pallet through an obstacle course. Teams must complete the obstacle course with all boxes on the pallet.

Pick Pack Hurdle
A 3-person team then moves their boxes from their pallet to a warehouse racking system while memorizing positions and SKU’s.

Box Put
Teams will have packed one special box during the Pallet Puzzle Sprint using a provided product and packing material. One team member will then throw the box – distance counts but the trick is not breaking the contents!

Read more:

The Skills Gap Is Real

Do you remember when you were a kid and you and your friends rolled a snow ball downhill watching it gain size and speed along the way?  No one wanted to be in the way of the snow ball because it would run you over leaving you lying flat on your back in its wake.  Unfortunately, the skilled trades gap is a snow ball that is rolling downhill, and manufacturing is the kid that just can’t seem to get out of the way.

We are at a point where the demand of skilled positions such as plumbers, electricians, machinists, welders and maintenance technicians is outpacing the supply.  According to the Manufacturing Institute, the US will add 3.4 million manufacturing jobs from 2015-2025, but 2 million will go unfilled due to the skills gap.  The impact of this gap to companies has the potential to be devastating. Around 82 percent of CEOs and manufacturing executives believe there will be a negative impact on their ability to meet their customer demands due to a lack of skilled workers.

How have we gotten to this point? Was it the elimination of shop class in school or is technology advancing too quickly for a higher education system that lacks the fluidity to keep pace with the change? We can ponder this forever or we can work to counteract these trends and find ways to expand the workforce and put emphasis on skills training partnerships.

One example of this type of collaboration locally is the Vincennes University Logistics Training and Education Center (VU LTEC) in Plainfield.  VU LTEC offers short term training programs that focus on Global Logistics, Fork Lift Essentials, Team Leads and Supervisor training all inside their 40,000 square foot logistics warehouse. Bravo VU LTEC!

Additionally, Conexus Indiana is doing great things in the local market. They recently were awarded a three year grant to help continue their successful advanced manfucaturing and logistics (AML) initiative. It will develop the youger talent for these industries and also focus on growing post-secondary programs for the skills gaps in logistics, automotive and aerospace industries.

It is good to know we already have strategic programs working to close the Skill Gap in our state.