TIP TUESDAY: Screening Resumes

How do you screen through the masses quickly and effectively so that you spend your limited time on the candidates who are most likely to succeed? How do you improve your chances of filling that precious head count with a top performer?

Look beyond keywords. Smart candidates have figured out that if they load up their resumes with more buzzwords (i.e. technologies), they’re more likely to rise to the top of search results. We want candidates with hands-on experience using the technologies listed on our job posting. So, focus on resumes that show where and when the technology was used on the job. Keywords that show up in the bullets under job overviews are typically better than keywords that show up at the top or bottom of tech resumes in the skills summary section.

Get examples of related accomplishments. Ideally, you want to focus on the applicants who have already accomplished the type of goals your position will focus on. Sure, responsibilities, years of experience, technologies and credentials should be reviewed. But a focus toward on-the-job skill usage and job-specific accomplishments typically yields better candidates. What have they delivered? To what kind of customer? Using what technology and skills? With what kind of resources and team? Over what kind of timeline? These are questions that will really help you predict on-the-job success and performance.

Protect your employment brand. Just because there may be hundreds of applicants for every opening you have, don’t forget that you build your employment brand – your reputation as an employer – one candidate at a time. Even though you may be in the driver’s seat, treat every candidate with respect. Follow the basics: start your phone interviews on time, ask fair, relevant questions, let them ask you a few questions and always follow up.

Click here to read the full article from DHI Group, Inc., with more tips and information on screening resumes.

WORKFACT WEDNESDAY: 10 Surprising Facts & Statistics About Productivity

  1. The average person uses 13 different methods to control and manage their time.
  1. Multitasking is actually impossible and you should probably stop trying to do it. Multitasking leads to as much as a 40% drop in productivity, increased stress, and a 10% drop in IQ (Bergman, 2010).
  1. 20% of the average workday is spent on “crucial” and “important” things, while 80% of the average workday is spent on things that have “little value” or “no value”.
  1. Tuesday is the most productive day of the week.
  1. Drinking alcohol in specified amounts, leading to a moderate intoxication level of .075 can boost creative thinking.
  1. Adults who regularly get been 7.5 and 9 hours sleep per night can be up to 20% more productive.
  1. By taking 1 hour per day for independent study, 7 hours per week, 365 hours in a year, one can learn at the rate of a full-time student. In 3-5 years, the average person can become an expert in the topic of their choice, by spending only one hour per day.
  1. 9 out of 10 people daydream in meetings.
  1. The average worker sends and receives 190 messages per day.
  1. It takes approximately 30 days to establish a new physical or emotional habit.

THROWBACK THURSDAY: Norris-LaGuardia Act liberates organized labor from restraints of federal court injunctions

On March 23, 1932, the Norris-LaGuardia Act was passed by Congress. It prohibited the use of injunctions in labor disputes (except under certain conditions) and outlawed “yellow dog contracts” that made workers promise not to join a union; and helped establish the right to picket, boycott and strike.

The act pointed the direction towards a more even-handed relationship between the judiciary and the nation’s labor relations systems. Although it had few enforcement powers, the act was one of the first federal labor laws supporting organized labor and it marked a significant victory in labor reform. Its passage fostered a trend toward more favorable government labor policies.

Industrialization of the late nineteenth century had brought to workers unsafe factory conditions, low wages, repetitious work over long hours, little job security, no benefits: these conditions led workers to favor unions, even though the very legality of labor unions was in dispute for much of the 19th century. At the anti-union end of the spectrum, many 19th-century judges considered unions to be in restraint of trade, because they called strikes. Later the courts began to recognize the validity of workers seeking shorter workdays and higher wages.

But, injunctions requiring unions to refrain from certain activities (like picketing on company property or otherwise trying to persuade workers from entering company property during a strike) became a major weapon of employers beginning in the 1840s. Later antitrust laws added further legal authority to such orders by prohibiting organizations from restraining free market competition through cooperative relationships. During this period, the Sherman Anti-Trust Act was more often used against unions than against the companies.

The Norris-LaGuardia Act marked a profound change in U.S. government oversight over labor relations. It was the most favorable legislation to date for a U.S. labor movement that had always had to fight for its very existence.

Click here to read the full story from SHRM online.


WORKFACT WEDNESDAY: Women in the Global Work Force

Even as globalization has brought millions of women into the paid labor market, the number of women in the workforce is far behind that of men. Gender inequalities have also concentrated women at the bottom of the global value chain — in the lowest paid jobs, in piece-rate, subcontracted work, and insecure forms of self-employment, with little or no access to decent work and social protection. Women are half the world’s potential and unleashing it requires access to decent, good-quality paid work as well as gender-sensitive policies and regulations, such as adequate parental leave and flexible hours.

The economics make sense, too: If women played an identical role in labor markets to that of men, as much as $28 trillion, or 26 percent, could be added to the global annual Gross Domestic Product by 2025.

TIP TUESDAY: Corporate Culture Key to Attracting & Retaining Top Tech Talent, Says Survey

More than any other concern as it relates to hiring and retention, finding and hiring top tech talent keeps executives up at night—more than keeping the team they have in place and more than staying competitive with regard to salary and bonuses. According to the Harris Allied Tech Hiring and Retention Survey for 2017, half of all executives report that this is their biggest worry and that number has continued to grow by 11% in the last 3 years alone.

So what are executives doing to attract top tech talent? While being able to offer excellent compensation and benefit packages were most often cited as important recruiting tactics, being able to attract new employees with an amazing corporate culture or a company’s unique industry position ranked as the next most important strategies. An environment that is creative, inspiring, and fun (63.4%); being industry-leading and innovative (54.8%); and having the chance to work on interesting projects (51.6%) were cited most often as contributing to an exceptional corporate culture.

Corporate culture also plays a critical role in employee attrition. Nearly 26% of survey respondents said that people left their company for more exciting opportunities and the chance to work with new technology; another 16.7% said they thought it was because their corporate culture was very challenging. Competitive compensation and benefits packages always play a role, too, with another 19.2% citing that as a reason people had left the firm.

Kathy Harris, managing director of Harris Allied, which conducts the annual hiring and retention survey within the technology space, concurs. “Candidates often cite better compensation or benefits being offered elsewhere when they give notice to their employers. We know from experience that many factors contribute to an individual’s desire to change jobs. It’s very important for technology professionals to have opportunities for professional growth, as well as to work on exciting projects and contribute to the success of an organization.”

So what do executives feel they should be doing, or doing better, to attract and retain top tech talent? Of the 120 executives that were surveyed, the answers were fairly evenly split among improving professional development opportunities, increasing employee compensation, improving corporate culture and employee morale, and improving benefits, vacation, and paid time off (PTO) time.

Other key findings of the Harris Allied Tech Hiring and Retention Survey are:

  • Social media plays an important role in a company’s recruitment strategy, said 86.7% of those surveyed.
  • Offering both competitive compensation packages and outstanding benefits packages were cited most often as important (ranging from slightly to extremely) as a recruitment strategy. Offering employees the opportunity to telecommute came in as a close second.
  • On 2016 year-end bonuses, 35% said that their bonuses would be 1% to 5% higher than last year’s.
  • Nearly one-third of respondents said their hiring plan for 2017 would grow by 10% to 15%. But another 27.5% said their plan was still being worked on as of the end of Q4. Another 18.3% plan to hiring aggressively, citing 15% growth or more in their hiring plan for 2017.
  • User experience design and web development projects were cited most often as driving corporate hiring needs in 2017. Software application developers/architects were the roles that employers expect to recruit most aggressively for in 2017.
The Harris Allied Tech Hiring and Retention Survey was conducted in November and December 2016 among 120 executives ranging from C-level to middle-management executives within the information technology sector. Survey participants represent a mix of perspectives ranging from large industry leaders to small start-up companies in the United States, India, Israel, and Germany. To see the complete findings of 2012-2016 surveys, visit www.harrisallied.com/Research.html.