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Referrals.3 (September 29, 2005) Here's the meat. When using tools to assess the likelihood that a candidate is a fit or to develop a pool of candidates for a job,
Otherwise, big fines and lawsuits will follow. These guidelines are in place in the US to prevent discriminatory hiring practices. Referral systems make the implicit claim that "more of the same" is a good thing. If you stop to think for just a moment, that's the essence of a referral program. And, it's the heart of employment discrimination. For the most part, referral systems are the precise opposite of merit systems. It isn't always true. But, it's very hard work to use a referral system to generate hiring based on equal opportunity. By definition, referrals are an exclusive network. John Sullivan, the legendary center of the Online Recruiting universe, supplied us with an interesting table comparing sourcing alternatives. Of course, it's one health care provider's results set. We like the table because it shows how to think about measuring and comparing the effectiveness of various sourcing alternatives.
The real story here is that "the quality of a building is never a function of the hammers used, it's the result of the architecture." No referral tool is going to be the panacea for anything. The best of them are good hammers in a toolkit of complex approaches. What really makes or breaks corporate recruiting is the underlying workforce planning, integration with business objectives and clear ties between organizational results and recruiting execution. It's going to be really important to be vigilant about the consequences of tool selection. Being lazy and not thinking will result in the kind of shoddy workmanship that exposes the firm to big liability problems. The hammer doesn't make the building but using it poorly can make the building fail. From Tap My Mind comes the first evidence of referral blogging. This is where the action really is.
Don't forget to check out the blogs on bert.
H3 takes a
load
off the overworked HR director's hands by mobilizing employees, and
trusted personal contacts outside of the company in the search for the
perfect job candidate.
You and your hiring manager outline the job specs. Then send
them
off to people whose judgment you value, along with a reward voucher-an
incentive, and a way of saying thank you to those people who were
willing to
lend their time and energy thinking about who, among their contacts,
would
be right for your company.
You decide how much you want to pay for finding the right
candidate.
And if the right candidate never turns up? You pay absolutely nothing,
making H3 completely risk free. And if you do find the right fit? H3
tracks how the candidate was found, and rewards everyone involved in the
successful hire. All of which makes H3 the most efficient recruiting
vehicle available
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