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

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.

Unemployment. Hiring Trends. Staffing Industry

According to a report by ADP and Moody’s Analytics, job growth slowed in October, and the private sector added just 130,000 new positions, which is below the average of the last twelve months. Small business growth was also down from the previous month, while payrolls among large enterprises showed an increase. Per the sector details, goods-producing employment rose by 24,000 jobs, construction payrolls added 14,000 jobs, and manufacturing payrolls increased by just 5,000.

The bigger news released by the economic-forecasting firm Capital Economics, reports the U.S. unemployment rate numbers will rise for October from 7.5% from 7.2% due to the government shutdown. The unemployment rate for October will include furloughed government workers and private sector employees laid off by companies that relied heavily on federal contracts. Yet, the expectation is the unemployment rate will certainly fall this month, as a reflection of the federal and private-sector employees returning to work.

Additionally, the release of the third quarter GDP report was postponed  until November 7th due to the government shutdown but the forecast predicts a 2.5% growth which all depends on the temperature of companies going back to business. There is speculation that hiring, spending and investment decisions were delayed from October to this month.

What this means for both the industrial and professional staffing industry; those staffing firms coming out ahead must best locate, filter and train the workforce from an abundant pool of available candidates. The record levels of unemployment and underemployment bring an opportunity for staffing firms to position themselves to help bring about social good in guiding the individuals seeking employment.


May 7 Deadline for Implementation of New Form I-9

The USCIS recently released a new Employment Eligibility Verification Form I-9. Employers should start using the new Form I-9 with the revision date 03/08/13 immediately for all new hires. The older forms can be used for the next 60 days until May 7, 2013 when all employers must only use the new form (Rev.03/08/13)N.

Here are some of the changes to the I-9:

-Form I-9 is now two-pages

-Expanded instructions

-New fields for email address, phone number and foreign passport in Section 1.

Employers are required to complete Form I-9 for all newly hired employees to verify their identity and authorization to work in the United States.

You may obtain the new Form I-9 (Rev.03/08/13)N by visiting I-9 Central or here.




Affordable Care Act Talk with Predictions for the Staffing Industry

Our apologies for the lapse between blog posts, but rest assured you can now expect to see them on a weekly basis.

We have had quite a bit going on in the last three months and the best starting point is to highlight our attendance last week at the 2013 Staffing Industry Analysts Executive Forum. Over 900 CEOs, owners and senior level executives gathered for four-days at the Omni Orlando Resort at ChampionsGate in Florida for one of highest rated conferences in the industry.

The Affordable Care Act was a central topic of discussion (as it is with all businesses right now), but the overall vibe is the ACA will be more of a boom than bust for our industry. And as 2014 draws closer, all staffing firms are gearing up for the changes but many proposed rules are still under discussion. You can definitely expect to see several ensuing blog posts as we learn more in the upcoming months.

A few other discussion points were about the expected industry growth over the next five years and the emerging online staffing market. Barry Asin, Staffing Industry Analysts President, gave a keynote speech on the following 18 predications for our industry.

Here are all 18 predictions for the staffing industry by 2018:

1) U.S. staffing revenue will hit $160 billion in 2018, up from $126.8 billion in 2012.

2) North America will remain about a third of the global staffing market.

3) Information technology and industrial staffing will make up nearly 60 percent of the U.S. temporary staffing market. They are at 53 percent now.

4) Market concentration increases: the top 15 firms will have 50 percent of market share.

5) The Affordable Care Act will benefit the staffing industry. “We will see that the Affordable Care Act will be more boom than bust for the staffing industry,” Asin said. However, a survey by Staffing Industry Analysts found that staffing firms expected customers to absorb a median 65 percent of extra costs while another survey found a majority of buyers expect to absorb none of the costs.

6) Healthcare staffing revenue will reach $13.4 billion in 2018, which represents an estimated compound annual growth rate of 6 percent from 2013.

7) Work will expand from “supply chain” to “human cloud” models. The human cloud includes online staffing as well as crowdsourcing where a large task is broken down into several smaller micro tasks that are farmed out to online workers.

8) Online staffing will reach $5 billion in annual spend in 2018 from $1 billion in 2012. Online staffing includes firms such as Elance and oDesk. These firms connect staffing buyers with workers online — tasks are posted on a website and workers are engaged and paid via the platform. The workers are often independent contractors, but they can be W-2 employees as well. Often the staffing buyer and worker never meet face-to-face.

9) Total talent management will become ubiquitous by 2012. Total talent management refers to overall management of a workforce, both traditionally hired and contingent workers. It includes such aspects as designing benefits and compensation, measuring performance and planning for future workforce needs among other aspects. It involves both traditionally hired and contingent workers.

10) Technology choices and effective adoption practices will be critical to the success of staffing firms in 2018 like never before.

11) Maturing VMS, MSP and RPO models morph into the next big thing.

12) Staffing firms will be among the heaviest users of social media.

13) Big data and social media will dominate the skills needed in staffing.

14) New staffing operating models will roll out of the lab and into the mainstream. Examples include virtual and offshore recruiting and video interviewing.

15) Death of the branch office model for staffing companies.

16) Independent contractor compliance/screening adoption will exceed 70 percent among large clients. Presently, 54 percent of large buyers had adopted such models in 2012.

17) Micro-targeting locations will drive growth for staffing firms.

18) Micro-targeting of skills will drive growth in staffing as well.




The Disengaged 65%

Employee Engagement Starts At The Top

Gears showing engagementBelief in the future of your organization and belief in senior leadership are the strongest drivers of employee engagement. This goes beyond just having a stated vision and mission statement, but involves leaders that take a sincere interest in their employee’s long term success.

This is not to say that having a stated company Vision and Mission are not important. In fact they are. According to research done by Modern Survey, employees are 26X’s more likely to be fully engaged in their jobs when an organization’s values are “known and understood.”

In the same survey it was noted that 65% of the workforce feels they are under engaged; that only 39% believe senior leadership shows a sincere interest in their well-being; and only 41% have confidence in their company’s senior leadership.

So here’s the challenge ….

How do you get a workforce that feels it is generally underappreciated and uninspired to be more engaged?

1. You absolutely need to create a Vision and Mission statements that speak to the future and promote the greater good that your company can accomplish. Knowing that you are part of something bigger is key to creating an engaging work place.

2. Senior management must profess and continually reinforce the company’s Vision, Mission and Goals. If top management doesn’t live their beliefs daily, then your employees will not incorporate these commitments into their actions.

3. Build confidence into all you do. By exuding confidence and clearly communicating what needs to be done, others will jump on board.

4. Recognize those around you. Showing appreciation for an employee’s effort and commitment will energize them.

Don’t Be Part of the Disengaged 65%

Building a workforce that believes that what it is doing positively impacts others, feels appreciated, and sees the company’s values reinforced daily, will insure that they are NOT part of the disengaged 65%.


Want to improve retention? Recognize Your Employees.

Employee RetentionEmployees Feeling More Satisfied.  Really? reported recently that U.S. workers were feeling more satisfied than earlier in the year with their jobs. Can this really be the case? In most media reports the normal commentary is that many workers feel trapped in their jobs. This is because most don’t believe that they can leave their current positions for fear of not finding similar employment elsewhere.

On-the-Job Recognition Goes A Long Way

Recognition plays a big part in how an employee feels toward their employer and job satisfaction. In a survey done by Globoforce Workforce Mood Tracker, half of the employees report that they have been recognized for their on-the-job efforts, up from 44% a year ago at this time.

How an employee feels about their job situation can be impacted signifcantly by the level of recognition they receive. reported “only 23% of employees who have been recognized at work say they plan to search for new employment when the economy improves, compared with 51% of those who have never been recognized. Most (76%) of those who have been recognized by their employers love their jobs, compared with 37% of those who have not.”

Employee Recognition Can Be Simple

Showing appreciation for a job well done does not have to be hard, time consuming, or overly expensive. Often just citing an individual’s effort in front of the rest of the team or organization can pay big dividends. Simple recognition items like gift cards, thank you notes, some extra cash in their pocket, or an extra vacation day are always well received.

Contact the Morales Group with any of your questions on how to build recognition into your employee retention activities.


Do You Have a Hiring Game Plan?

An Effective Hiring Game Plan

What is your Game Plan?Some of you will say, “Of course I have a plan to recruit, assess and hire new employees”. Others of you will say, “Well yes, kind of”. Our guess is that the extent of your hiring plan depends on how often you are in the market for new employees. Those of you who hire frequently we suspect have a well defined process for recruiting, interviewing and selecting new employees. Those of you with less reoccurring demands may have a process, but one that may be less consistent. Regardless of the status or frequency of your hiring practices, there are certain questions that will make your “hiring game plan” more effective.

What’s your timetable on filling your open position?

Fast, slow, when we find the right person? Knowing how immediate the need is to fill open positions is important so that your HR managers can communicate the length of time the process may take to your candidates. So often this is not done and this can discourage good prospects if they feel there are long delays. This will lead to losing out on good candidates who take other job offers.

Have you defined the essential skill sets needed for the position?

Sounds like this should be the first thing on the list, but surprisingly, many hiring managers want to talk to candidates and trust their gut feelings as to whether a candidate fits their needs. Hiring based on cultural fit while down playing a candidate’s skills will often lead to a bad job match. Defining the skills that are absolutely required needs to be done. With the many assessment tools available your core skill sets can be readily evaluated as part of your decision process.

Who is involved in the hiring decision?

Is it just the human relations department, a single hiring manager, a hiring evaluation team? Although recruiting is often left to the HR department, any successful hiring plan must include the hiring manager. A hiring manager engaged from start to finish will ensure that each candidate will match the requirements needed to be successful in the job.

Are you taking advantage of today’s technology and evaluation tools as you assess candidates?

There are online tools that will help you qualify basic skills, look at behavior tendencies and speed up the interviewing process. Using these assessments along with remote video interviewing can shorten the hiring process and provide useful insights to the hiring manager.

Does your plan insure compliance?

For those who hire frequently you are familiar with the government regulations that are meant to prevent discrimination against protected classes such as race, gender, and age. Firms that hire less frequently need to make sure their hiring plan takes into account these requirements so you avoid issues of non-compliance with the Equal Employment Opportunity Commission.

Contact the Morales Group with questions on building your own “hiring game plan”. We’ll be happy to answer any questions you may have.

Super Bowl Shout Out

Although Indianapolis Super Bowl XLVI may now be a distant memory, by all accounts is was a huge success for our city.

Behind the scenes, there was much around the city. Morales Group found itself in the midst of Super Bowl madness as an Emerging Business Contract Recipient for the largest private party event – NFL Tailgate 2012! 

With attendance reaching 10,000, the Morales Team Bartenders had fun serving and rubbing elbows with NFL Team owners, Celebrities and big Corporate Sponsors. Our favorite part of the evening centered on the live concerts given by Lenny Kravitz and The Fray- a nice perk during the hard work.

But, by far the best highlight of all Super Bowl XLVI was the night we received a Super Bowl XLVI Business Leadership Impact Award for Strategic Partnering. A big honor to for us to be selected of the hundreds of companies involved.

We even get to sport this logo moving forward – Super Success for us!