10 Ways to Attract and Hire Diverse Candidates

Here are 10 easy ways to attract and hire diverse candidates and make by making your recruiting process more inclusive!

man-3365368_1920.jpg

Diversity hiring: Employers’ top priority in 2018

Achieving workplace diversity was the top priority for employers in 2018.

The first step in building a diverse workforce is to hire more diversified candidates.

According to LinkedIn’ survey of 9,000 talent leaders and hiring managers across the globe, the number one global recruiting trend was diversity.

Diversity hiring in 2019

Diversity hiring isn’t a passing fad – it’s a smarter way to do business in the global market. A diversified workforce is more than just an item to be checked off form your employer branding list – it a real competitive advantage.

According to research, diverse companies:

10 ways to attract and hire diverse candidates

Here are 10 easy ways to make your recruiting process more inclusive in 2019:

1. Recruit from diverse talent pools

In order to hire diverse candidates, you need to consider widening your talent pool. Have you tried proactively sourcing and adding veterans, autistic people, ex-offenders, LGBTIQ people, people over 40, people with disabilities, etc. to your talent pool?

2. Advertise your jobs through diverse channels

Make an effort to reach diverse candidates by placing your job ads in additional magazines, websites and forums visited by underrepresented groups or dedicated to minorities.  

3. Leverage diverse job boards

Post your job ads on diverse niche job boards. Here are a few examples of diversity specialized job boards you can try out:

4. Offer targeted internships and scholarships

Create and offer internships and scholarships to people from underrepresented groups. Contact minority organization on colleges and ask for their help in promoting your internships and scholarships among their members.

5. Highlight diversity on your career site

Highlight your company’s commitment to diversity on your career site by listing it as one of your company’s top values. Make sure you include photos and quotes of your diverse employees as well!

6. Highlight diversity in your job descriptions

Go beyond regular “equal employer” phrase. Find creative ways to encourage diverse employees to apply for your open job positions. A simple sentence of encouragement could mean a difference to a diverse candidate and make your job description stand out!

6. Ask for diverse referrals

Explicitly ask your existing employees for diverse referrals. Offer innovative employee referral bonuses to your employees who recommended candidates from underrepresented groups in your company

7. Introduce a diverse interview panel

One of the benefits of collaborative hiring is avoiding unconsciousness biases. Thus, make sure that your interviewing panel includes a diverse selection of your employees.

8. Teach your recruiters how to avoid biases

Train your recruiters to be more sensitive on diversity issues. Organize diversity training where your recruiters will learn how to avoid bias in recruitment.

9. Create diversity recruitment videos

Create a recruitment video dedicated to the topic of workplace diversity. Interview your CEO and employees and ask them to share what a workplace diversity means to them.

10. Showcase your company’s diversity practices on your career blog

Writing about diversity is a great blogging idea for your company’s career blog. Let the world know about all your diversity initiatives and efforts!

 

True Story

Through Their Eyes: Real Stories About Diversity in Tech

“I don’t even want to hear what you have to say.” Through their eyes: real stories about diversity in tech.

“I don’t even want to hear what you have to say.”

Estimations are that companies in the USA lose $64 billion a year — the cost of employees leaving their workplace — due to diversity and inclusion issues (not to mention discrimination). Of that figure, $16 billion is attributed to the tech industry alone (if you want to read more, download the full report by Kapor Center).

But these are numbers. Statistics. Behind them are real people, who have experienced actual events — and their feelings about it are very real. Part of solving the current situation is truly understanding it. We need to get down from our high horse, 1,000 feet above the surface, and feel what it feels like.

So, we decided to let them tell their stories.

The stories aren’t the goal. The goal isn’t getting support from people, either. The goal is to make those who don’t understand — to understand. And how do you do that? You’ll be surprised, but by using unconscious bias. If unconscious bias makes a person find solidarity and take a preference based on similarities (for example, a manager with an employee or a recruiter with a candidate), why not use it for good?

So, we removed all clues about the person’s identity from these stories. We kept only the story, so that people will use their own imagination, personal connections, and relationships to decide who is behind the story. You won’t know who they are, if it’s a woman, or a man, an Afro-American or a Hispanic, but they are real. So real, in fact, that they can be your spouse, your best friend from college or even the person sitting next to you at work right now.

This is the first story.

My story is one of disillusionment. When people ask me, I say that it’s one of the many stories I have (unfortunately), but that it is without a doubt the most defining story of my career.

Somewhere back in 2011, I took on the role of Director of Engineering for a tech company with 80+ employees, with only the CTO above me. I got into it quite quickly, thanks in part to my previous experience, but mainly because that same CTO left a few months later.

I successfully played the roles of CTO and VP of Engineering simultaneously while holding only the Director of Engineering title. I had experience in building and managing teams, but never to such extent. I grew the engineering team from 3 to 23, while hiring and matching the right people to the right positions. We launched several major initiatives, had the highest employee satisfaction rating in the company and always completed 100%+ of the features scoped at quarterly planning, in addition to new features that came in during the quarter.

This was the peak of my professional career. I felt e-x-c-e-l-l-e-n-t*

Yes, excellent with an asterisk. During the two years and change in this role (more like 3 roles), there was something that bothered me. The more we succeeded, the bigger the clients. Seeing as I had experience with such large clients, I wanted the company to make use of me and to help make the right decisions — especially when handling contracts that I thought weren’t as good for us.

But, every time I tried expressing my opinion, the burden grew stronger;

“I don’t even want to hear what you have to say,”

was the CEO’s favorite sentence whenever I talked to him. He liked it so much, in fact, that it’s all I ever heard. I didn’t make much of it at the time and just continued working. This went on for over two years, during which I continued to do successful work (and I say successful not because I’m one to toot their own horn, but because this is what all of the company’s executives told me).

At some point

I noticed that all of my colleagues, in other companies, are VPs and CTOs and I thought to myself, “Hey, I do exactly the same work as my colleagues, I have the same responsibilities and even more — why can’t I be a VP?” Those same executives who I’ve mentioned agreed with me. Everyone thought I deserved that title. Everyone except for one person. Care to guess who?

I decided to (finally) see the CEO, encouraged from the support I received and the confidence I had in myself and what I had achieved over the past two years. Let me start off by saying that this was one of the first times he didn’t say “I don’t even want to hear what you have to say.” On the other hand, he said

“You’re right, we need a VP of Engineering. I will open the position to candidates and I will *let* you apply for the job.”

Remember that this is a story of disillusionment? We’re not there yet. The only thing that went through my head was ‘OK, I’ll apply.’

Several candidates, including myself, applied for the position. Since I led the development team in previous years, I was asked to interview the candidates for the job. I interviewed my competition. Sounds absurd? Not to me, not at the time anyway. I interviewed all the candidates, and they all had their pros and cons. Nearly all of them lacked a methodology or plan to keep momentum going or maintain cooperation with the team. One of the candidates even bragged about that time he fired half a department during his first week on the job — just to start with a clean slate.

I was feeling confident. I had support throughout the company, I was commended by all of the executives who interviewed me (some of them even BCC’ed me in the summary email they sent the CEO). When it was my turn to interview with the CEO, I was tasked with devising an entirely new strategic plan for how the department will be run under my new/old authority. Being the model employee that I am, I made one. I was feeling confident and worthy of the job when entering the CEO’s office and excited about going over and explaining my plan.

That didn’t happen.

That didn't happen.Instead, he pulled out a piece of paper — literally, a piece of paper — listing all of the bad things I had done over the last two and a half years on the job. My “interview” with the CEO consisted of a list of every mistake I had ever made and I had to justify each of them. No mention was made of any of the major successes I ever had in the role.

And what was on the list? That I didn’t say the right thing at the right time. Or that I wasn’t nice in one case and how he especially didn’t like how I talked to one of the employees (that employee and I weren’t on good terms. To tell you the truth, he wasn’t on good terms with anyone). I’m not perfect, far from it, but there was not one strategic thing on this list.

At the end of the recruitment process, the CEO (contrary to the advice given by all of the other executives) decided to hire another candidate. I only found out about it incidentally through HR. I could understand the advantages he had

over me — he had much more experience managing big teams of employees — but at the same time, I knew him and I knew that he had been fired, twice, from similar positions in the past.

3 weeks later, on a Friday, the CEO and the new VP asked me to work on a huge project during the weekend, saying it was needed for a new prospect by Sunday evening. I did it. I worked on it for two days straight, did the research, crunched the numbers and made it happen.

On Monday morning, I come into the office, after a very rough weekend, and an HR representative and the new VP are waiting for me next to my desk:

“You’re no longer needed in the company.”

When I asked why they said the CEO was “doing me a favor” because “clearly, I wouldn’t want to stay.”

I was confused. I never said anything like that. Quite the opposite, I spent the new VP’s first three weeks on the job supporting, helping and guiding him so that his transition would be as smooth as possible. I worked in several successful startups and tech companies, I was never fired, I never failed. I still remember the shock on everyone’s face as I walked out of the office.

Karma is a bitch.

50% of my team quit within a few months. The CEO was fired a year later. The company is still not profitable. I went on to get a great VP role only 3 weeks later, helped that company become very successful and recently founded my own company. That’s the moment of my disillusionment.

When I was going through it, I took responsibility for it. I was the one to blame — I was at fault. I was the blind spot. I know that others like me, who I’ve talked to, have this in common. We all took on the role of the ‘bad guy’ in the story.

No more.


Source: “I don’t even want to hear what you have to say.” Real stories about diversity in tech. — Joonko Blog

Tech Up for Women — A Trailblazing Event for Women in Technology

Tech Up for Women — A Trailblazing Event for Women in Technology

TECH UP FOR WOMEN

An opportunity for women in all industries to advance their careers through greater technological acumen.

New York, NY; June 5 , 2017 – TechUp Events LLC (TU) launches a trailblazing tech executive development conference, Tech Up For Women, to be held on November 14, 2017 at The Metropolitan Pavilion West in New York City. This cutting edge conference provides an opportunity for women in all industries to hear and learn from top leaders, researchers and influential women in the fields of technology. The Tech Up for Women will provide a powerful forum for women to jump start and advance their careers through a better awareness of current trends and disruptive technological advances, understanding of cybersecurity, coding, femtech, raising capital and hands on product demonstrations.

On-site vendors will provide attendees access to current and future advances in technology. The goal being to get women more comfortable using technology, thereby creating advancement into critical tech leadership roles across a broad range of industries. Achieving greater success through technology will strengthen the pipeline of women in corporate leadership roles.

Tech Up for Women is committed to raising awareness about the vital importance of technology to women’s advancement and accelerated development in business. Tech Up for Women is a one-day executive development tech conference that offers women the opportunity to learn from prominent leaders who will share their research, experiences, and perspectives on how women can harness their strengths and achieve their future goals through technology. The event will educate women and further create gender balance through tech extended knowledge and expertise.

“Attending Tech Up For Women is great exposure to the latest technological industry advances in today’s corporate environment. Attendees will be introduced to resources that will give them a leading edge enabling them to be more strategic and achieve optimal results in their companies”, said Kathy Murray, Executive Forum Angel Investor and Tech Up Events Advisory Board Member.

With tech jobs thriving in the United States and the digital community is at an all-time high. While 56% of the workforce are women and 55% of Twitter and Facebook users are women – only 28% of proprietary software jobs are held by women, 25% of IT jobs, 11% of women are executives at Fortune 500 companies, and only 5% of tech startups are owned by women.

“The conference will give women, in any industry, the opportunity to learn and see new products to impact performance management. It will provide women the chance to learn, expand personal development and create a stronger organizational culture by their increased technology knowledge,” said Felicia Watson, Managing Director of Corporate Learning Hub.

TU provides a one-day event, bringing in skill based trainers, panels to discuss the “how-to” from many different industries, keynote speakers that will provide keen insights and vendors who will offer attendees an opportunity to hands-on demo new products and services in the tech world.

Keynote Speakers will share how a basis in technology education has led them to a wide variety of career experiences. Their stories will show how technologies impact all of our work, now and on the horizon. Even more, the speakers discuss how to engage in FemTech and FinTech, even if our basic education has not been technology based.

To learn more about TECH UP FOR WOMEN, visit www.corporatelearninghub.com/techupforwomen or contact 203-254-0899.

About TechUp Events LLC:

TechUp Events LLC assist women in all industries through technology. TechUp For Women offers educational programs to inspire women to examine opportunities to effectively move forward in tech, find resources and advancement that they need.

About Corporate Learning Hub:

Corporate Learning Hub LLC provides renown faculty specialists which provide on-site training programs specifically designed to meet our clients needs and achieve desired results. CLH specializes in negotiation skill and tactical training for Sales, Supply Chain Management, Strategic Sourcing, Legal, Contract Negotiations, Construction, Diversity and Inclusion, Multi and Cross Cultural Relationships (both internally and externally), Leadership and Team Building, Culture for Success for Retention and Recruiting. CLH’s trainings are recognized as world renowned blueprints for skillful and successful training, providing guidelines and insights into the complex world of leadership, negotiations and diversity. Many of our trainers are multi-lingual.

For more information please go to www.corporatelearninghub.com or email: info@corporatelearninghub or call 203-254-0899

CONTACT:

Robbin Watson
R Public Relations

(203) 913-9813

robbin@rpublicrelations.com

Changing HR : AI At Work

12186039 - human head.figure the concept of artificial intelligenceData driven recruitment has a significant, positive impact on talent management strategies and business performance. As technology becomes more sophisticated, AI is playing an increasingly essential role in decisions made around hiring and is used by brands such as Facebook as an integral part of the screening and assessment of candidates.

This article examines its ongoing effect on the jobs market and the ways in which HR can harness its advantages to better understand, improve and predict hiring needs and potential problems.

Changing employment sectors

AI is broadly defined as ‘machines which perform tasks which humans are capable of performing’. It has been traditionally been regarded as a threat to jobs, with the most drastic predictions suggesting that unemployment rates will reach 50% within 30 years, but perceptions and predictions are changing.

Rather than AI leading to a jobless future, the 2016 report from Stanford University’s One Hundred Year Study on Artificial Intelligence suggests that AI will be regarded as a ‘radically different mechanism for wealth creation’ replacing ‘tasks rather than jobs’ and leading to the creation of new types of jobs.

To give this some context, a reported 60% of existing retail jobs have a ‘high chance’ of automation by 2036 but a new sector of e-commerce has emerged in response to this change. As predicted by Deloitte, high risk jobs are being replaced by more creative low risk jobs with each new job paying a salary £10,000 higher than the one it replaced, in the process adding £140 billion to the UK economy. This shift is also apparent in the rising demand for specialist tech skills in areas like data analysis across all sectors.

Stanford University’s 2016 report also concludes that the impact of AI isn’t limited to medium skilled jobs but will invade ‘almost all employment sectors’ affecting the higher end of the job spectrum, encroaching on professional services and impacting even cognitive roles.

The need for the human touch

The proliferation of AI is not without its problems, however. AI-averse HR leaders have enjoyed some justification for their reluctance to engage with technology in recent months. To add to the negative publicity generated by Microsoft’s Twitter bot, Tay, Facebook has faced criticism after replacing its ‘trending’ team with algorithms, which led to the publication of false and inappropriate links. More relevant to HR was LinkedIn being forced to deny claims of gender bias in its search algorithm.

AI is most effective when combined with the human touch. It is based on mathematics; when harnessed within HR technology, it improves the hiring process, from candidate screening to onboarding, enabling HR to create more effective talent management strategies. AI is a collaborative robot or ‘co-bot’ as it is referred to, freeing people to carry out more productive tasks.

Technology and the competitive advantage

Technology is vital to the future of the workforce, giving employers a competitive edge. A study from Oxford Economics, entitled Leaders 2020, found that the most successful businesses are one and a half times more likely to use technology. It also reiterates the following:

  • The businesses it describes as ‘digital winners’ have strong talent acquisition strategies and provide updated technology to their employees.
  • These organisations also tend to have happier and more engaged employees.

Of concern was the fact that less than half of respondents stated that their company leadership was ‘highly proficient’ in using technology, a growing problem in the UK’s economy.

Incorporating AI into the recruitment process

AI should be regarded as critical to all businesses. It guides HR to make better decisions, ‘replacing tasks rather than jobs’ and driving improvements across the following areas:-

  • Improving talent acquisition : Your business will be better informed and able to predict future hiring needs, source people more quickly and identify skills gaps within your existing workforce. HR technology is the first step towards identifying those gaps.
  • AI, in the form of HR analytics, helps to improve diversity and reduce bias in recruitment. Diversity means hiring the best candidate for a position who will also fit well with your existing team. The Oxford Economics report found that a diverse workforce results in higher revenue and profitability.
  • HR analytics provides insight into the historical success of your hiring process, enabling HR to eliminate poor hiring decisions, cutting out the need for ‘gut feel’ and guess work. It also predicts the candidates most likely to succeed.
  • Improving retention : AI can quickly identify factors affecting high staff turnover. For example, your current pay scale may match the market but if it veers towards the lower end, your business risks losing talent to your competitors. HR analytics enables identification of those patterns within your organisation.
  • HR analytics predicts the skills needed for your future workforce,  equipping HR with vital data needed for effective planning. In a knowledge based economy, the World Economic Forum predicts that a combination of mathematical and interpersonal skills will be among those in highest demand. Traditional educational models coupled with a lack of vital skills in the UK are leading to a mismatch of talent, however. To be truly effective, a ‘joined-up’ HCM process begins with a recruitment management system that integrates ongoing employee skills assessment and training.
  • Drives hiring based on talent : Facebook recently revealed one of the central components to its hiring strategy, namely Marcus Buckingham’s and Curt Coffman’s book “First, Break All the Rules.”, first published in 1999. It recommends that the primary focus in candidate selection is on talent, which they describe as a ‘recurring pattern of thought, feeling or behaviour that can be productively applied’. Technology provides a range of techniques from sophisticated screening through applicant tracking software and online assessments to virtual reality such as video interviews enabling HR to identify, focus on and hire talent.

Advorto’s recruitment software provides workflow and structure across the entire hiring process, offering a dynamic database of candidates and analytics. Used by some of the world’s leading organisations, it provides a straightforward first step into AI, HR analytics and big data.

Start your 30 day free trial today.

You might also like to read:

HR Holds The Key To Business Success With People Analytics

Data Driven Recruitment : What’s Holding HR Back?

For more insight into the trends shaping the retail sector, download our in-depth Retail Sector Focus.


Source: Changing HR : AI At Work

Bogus Diversity Programs

Bogus Diversity Programs

The idea that the color of someone’s skin has anything to do with creating a “diverse” organization is, well . . . bigoted and racist. It’s a patronizing idea that could only emanate from guilty, pampered and clueless people who live in segregated suburbs, teach in pristine ivory towers, and generally see unicorns and rainbows everywhere. I find the idea to be offensive, but it is a core component of the catechism of official beliefs held by the Masters of the Universe in government, large corporations, and universities. This belief is so ingrained that few can see how abhorrent it really is.

Yes – I just called you a bigot and a racist – go find a Safe Space if you are feeling threatened.

Hiring for Cultural Fit

Your company’s diversity program isn’t really creating diversity in your workforce. Real diversity is about thoughts and ideas and doesn’t come from skin color or sexual orientation. Admit it – you don’t want real diversity in your organization. You are looking for cultural fit. You don’t want any of those people who challenge ideas and assumptions. And you definitely don’t want someone who will tell your CXO’s that their brilliant idea is they dumbest utterance ever spoken. In most cases, an ideal employee is a sycophant who will stroke the soft and fragile feathers of your mollycoddled executives and managers. The perfect employee keeps his mouth shut in order to keep his job.

To me, the idea of cultural fit is all about hiring people who will go along to get along. It is about hiring people who won’t challenge the status quo in your organization. Those people are easy to find and they come in all races, shapes, sizes, and sexual orientations. Their resumes all look exactly alike and your HR people are experts at identifying them in only 12 seconds. “This one’s different – chuck it in the garbage.”

A black and white issue?

Many organizations look at diversity as a binary issue. “We’re a diverse organization” can often be translated as: “Look, we have black people working here.” A slightly different translation is: “Look, we have white, black, yellow and brown people, all in the proper proportions working in harmony. Hakuna Matata!” A purple female veteran in a wheelchair gets quadruple bonus points for the EEO Report. Even better if she is a lesbian and don’t worry that she has no actual skills.

One company I worked for hired a brilliant Chinese woman with a Ph.D. in physics for a specific management position. She and I had lunch together often and we always had lively discussions. I was more than a little bit smitten with her because a great brain is the first thing I am attracted to in a woman. The only problem was that she was a terrible manager. Rather than fire her, or get her training in management skills, the company created a new position under her to do the real management work. I don’t know what the rationale of the executives was, but I have always suspected that she fulfilled some diversity quota that they thought they needed. Unfortunately, the executives weren’t fulfilling their fiduciary responsibility to shareholders. Other employees just found it maddening and demoralizing. Most Americans really want to believe we live in a meritocracy and anything less is a bad deal for everyone.

Where are all the old people?

When I was in graduate school, I worked at a Fortune 500 company and asked some of my coworkers where all the old engineers were. They looked at me like I had 3 eyes and they squirmed uncomfortably until someone worked up courage to chime in. “There aren’t any,” – one sheepishly replied – “They burn out by 40 because they can’t handle the pressure.” They had all sorts of officially approved diversity in that company, but very little diversity of wisdom earned from decades of experience. Wisdom is much more difficult to measure than skin color.

There’s another reason why no one wants mature workers – they are highly resistant to brainwashing and bad ideas. They ask “why” too often. By the time you hit 40, you have zero tolerance for stupidity. That’s why the CIA won’t hire anyone over 35. It is also why Big 4 consulting firms like to recruit right out of college. You have to start the programming early.

Title VII

“Jeffrey. You don’t understand reality. We only do this so we won’t get sued! We are not really as ignorant and stupid as you think. We’re not really racists and bigots.” Hmmm. I suppose I am not a master of the universe because I am not smart enough to understand how Title VII really permits blatant preferences in hiring based on “race, color, religion, sex or national origin” just so you won’t get sued.

Real diversity isn’t a black and white issue and it comes in many forms. While skin color is the least important, it is the most highly prized. However, if you are looking for the “right” kind of diversity – the kind where people have different ideas – stop looking at meaningless, superficial indicators. Just hire the most qualified person for the job!

For some excellent reading on this subject, take a look at Hard Truths About Race on Campus in the Wall Street Journal. Ilya Somin’s recent piece on racial preferences at the University of Texas is also excellent. To top it off, read what Walter Williams has to say about Stubborn Ignorance.

If you are really angry with me over my lack of enlightenment, or agree with me fully, send me an e-mail at jmorgan@e-volvellc.com. You can read my blog on IT Governance issues at http://blog.e-volvellc.com.

© Copyright Jeffrey Morgan, 2016

About the Author

3 Secrets to Make Your Small Business Job Ad Stand Out

Diversity-in-the-Workplace

Small business recruiting is tricky. Somehow, small business owners have to work with very little resources to get good employees in the door. Add to the mix a sea of competitors who are bigger, have larger budgets and likely employ recruitment experts to do their bidding and you’ve found yourself in a small business recruiting dilemma. Without big names and big money, small businesses have to be more creative and strategic with how they write job advertisements.

These three secrets will keep small businesses on the right track when writing job ads.

Secret #1: Job ad is not synonymous with job description

For decades, mind-numbingly detailed job advertisements were just a simple copy of what the official company job description was. Formulating job advertisements that bring in top quality candidates who also fit into your company culture starts with clearly describing the summary of the company in an interesting way — not rambling on about meticulous and, let’s be honest, limiting job “requirements”. What our predecessors failed to see was the power of a customer-centric approach to recruiting. Liz Ryan, CEO of Human Workplace, explains the power behind job ads:

Your job ads reach a lot more people than just folks who might actually apply for the job. They reach people who have job-hunting friends, and they reach your customers and prospective customers too. You’re marketing to the entire community in a job ad, the same way you are in your customer-facing marketing campaigns.

The kind of job ads that will attract quality employees are those that depict what it’s really like to work for you, the company culture, the team atmosphere and the passion that goes into the work you do. Job advertisements are a public representation of your brand, so it should be compelling to read, not exhausting.

  • To do: Save the job description for internal purposes. If you’re bored reading it, chances are so will potential candidates. Start thinking about how you want potential candidates to perceive your brand and try to work that messaging into job ads.

Secret #2: Sell the career, not the job

While a breakdown of the job requirements is a must for guiding the right candidates in your direction, job seekers today are looking for experiences. Gone are the days where job security and compensation were all it took to snag candidates. Those things are still important and should be one element of the job advertisement, but what should be emphasized even more is the potential for career development, advancement and the chance to work on a collaborative, supportive team. A successful job ad should also fulfill these three requirements:

  •      Inspire the right candidates to apply
  •      Improve performance of all recruiting efforts
  •      Build brand awareness and affinity

Interestingly, a recent study done on the psychology of job ad verbiage revealed that, “ads focusing on what employers can provide job seekers — like work autonomy, career advancement and inclusion in major decisions — result in better employee-company matches. And these ads produce larger numbers of more qualified applicants.” The authors explain that these kinds of ads garnered three times as many high-quality applicants as ads focused on what the company needs from the candidate.

  • To do: Avoid long lists of job requirements and instead craft job ad verbiage around what a day in the life of this person would be at your company. Discuss the day-to-day tasks with active language and don’t forget to mention how they can flourish at your small business. Small businesses typically provide more freedom for growth and development than large corporations so tell them that!

Secret #3: Consider all generations in the workforce

In 2015, Millennials surpassed Generation X to become the largest share of the American workforce. While the Silent Generation and Baby Boomers phase out, Gen X becomes the new Baby Boomer and Gen Z gets ready to overtake the Millennials, employers are left with recruiting a multi-generational workforce. The good news: these working generations have more in common than we give them credit for. One of the most important stereotypes to debunk is whether mobile responsive job ads are needed to attract Baby Boomers. Almost half (48%) of Baby Boomers look for job postings on their phones. Keep in mind, they need to be easy to read and easy to follow because although 22% believe they are tech-savvy, HR says only about 6% of the generation understands modern technology.

  • To do: Create job advertisements that attract all generations with the following in mind:
    • Honesty – 35% of employees in every generation value ethics and fairness in leadership as a top trait an employer should have. Show it by mentioning in the job ad how your workplace values fairness
    • Meaningful Work – 30% of Millennials and 27% of Baby Boomers look for an organization that assigns meaningful work.
    • Flexibility – Although flexibility is typically valued most by Millennials (30%), 22% of Baby Boomers still look for flexibility in the organizations they work for.

Small business recruitment might not be a cakewalk, but that’s what experts are here for. These secrets will help small businesses learn how to write effective job ads that are going to catch the attention of the right candidates and ultimately, make your small business successful. For many small companies, job ads are one of the only forms of recruitment they engage in so make it count!

About the Author

Joe Weinlick Headshot for WordPressJoe Weinlick, President of Marketing with Beyond.

Joe is the entrepreneurial marketing leader and brand strategist with a unique mix of strategic, creative, operational, and technical abilities.

LinkedIn | Twitter


If you want to share this article the reference to Joe Weinlick and The HR Tech Weekly® blog is obligatory.