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WORKFACT WEDNESDAY: Resumes, Recruiting & HR

Whether looking for a new job, need help with your resume or are ready to build your team, you can appreciate some of these fun facts as they relate to recruiting and human resources.

  • 79% of candidates are likely to use social media in their job search
  • 65% of recruiters use Facebook in recruiting
  • 18% search for jobs from a restroom
  • 30% search for new jobs while at work
  • 38% search during their commute
  • 41% of job seekers search for jobs while in bed
  • 93% of companies use LinkedIn for recruiting
  • 89% of recruiters have hired someone through LinkedIn
  • 70% of candidates use a mobile device to find jobs
  • Average time spent by recruiters looking at a resume: 5 to 7 seconds
  • 76% of resumes are discarded for an unprofessional email address
  • More than 90% of resumes are now posted online or sent via email

TIP TUESDAY: The Secret to a Great Resume

Let’s be honest: the job hunt can feel excruciatingly painful—and intimidating. Sure, your Linkedin profile could be airtight, your references flawless. But if your resume bombs, so does your chance at acing your interview. On top of that, hiring managers only spend about six seconds on a resume—research says so!—which makes creating the perfect one even more crucial. What is the typical job seeker to do?

Forget everything you thought you knew about resumes, including summaries and volunteer experience. According to experts, the secret to a great resume lies in the results.

Here’s what they mean: Listing your accomplishments on your resume with adjectives like “detail-oriented” or “self-motivated” might seem impressive to you. But odds are the employer won’t believe it until you prove your worth with numbers.

“If you want to make that indelible first impression on a hiring manager, you must show movement and real progress, and quantify your accomplishments with real, hard data,” Brian de Haaff, CEO of Aha!, wrote for Huffington Post. “Your results-focused resume will present a more accurate snapshot of who you are and what you can do—and clear the way for others to see that too.”

Take, for example, a descriptor like “Successfully trained the customer success team to improve customer communications.” Although the task itself sounds impressive, de Haaff suggests trying this instead: “Created 25 template responses and trained the customer success team, reducing average response time to under two hours.”

See the difference? According to de Haaff, the second descriptor provides a clearer picture of the direct impact you made on the company. Plus, quantifiable achievements do more than spice up your resume. Regardless of whether you’re a new grad or an experienced job hunter, they also tell a story about your past success, work ethic, and credibility, de Haaff says. And for employers, that detail can make or break your chances of landing the all-important interview (not to mention the job).

{from Reader’s Digest}

THROWBACK THURSDAY: All You Need is One Good Idea: Campbell’s Soup Company

While Andy Warhol can be credited for establishing the classic Campbell’s soup can as an iconographic pop art emblem, he never campbells warholwould would have appropriated its imagery had it not already been iconic in its own right. That familiar red and white-labeled can has been on grocery store shelves since the turn of the 20th century, making it one of America’s most widely-recognized food products, ranking right up there with Oreos and Coca-Cola. Not much has changed in the last 120 years, which is to say, if it ain’t broke…don’t fix it.

The Campbell Soup Company’s founder Dr. John Thompson Dorrance completed his Ph.D in Chemistry in 1897 at MIT and Germany’s University of Goettingen, and later that year went to work for the Joseph Campbell Preserve Company in Philadelphia where his uncle Arthur Dorrance was a partner. The company had been established in 1869 by Joseph A. Campbell, a fruit merchant from Bridgeton, New Jersey, and Abraham Anderson, an icebox manufacturer from South Jersey. They produced canned tomatoes, vegetables, jellies, soups, condiments, and minced meats. campbell's soup boy

John Dorrance invented condensed soup there in 1899 when there were only two other soup companies in the U.S., who shipped soup in heavy, bulky cans which created problems in distribution, display and consumer use. Dorrance’s process developed a commercially viable method for condensing soup by halving the quantity of its heaviest ingredient: water; it was an immediate and rousing success. This innovation helped Campbell quickly outstrip its two soup-canning competitors – it was able to ship and sell its product at one-third the cost. campbellas first cansThere were five original varieties: Tomato, Consommé, Vegetable, Chicken, and Oxtail. By 1904, sales had reached 16 million cans annually; by 1911 the company was selling soup throughout the nation, becoming one of the first to achieve nationwide distribution of a brand name food.

Campbell’s products are now sold in 120 countries around the world with annual sales of $8,000,000,000.

Founder John Dorrance was just 56 years old when he died on Sept. 21, 1930, leaving the third largest estate recorded up to then: $115 million!

{Source: Campbell’s Soup Company online}

WEDNESDAY WORKFACT: Changing Compensation Costs in the Chicago Metropolitan Area — June 2017

Total compensation costs for private industry workers increased 2.8 percent in the Chicago-Naperville-Michigan City, Ill.-Ind.-Wis. metropolitan area for the year ended in June 2017, the U.S. Bureau of Labor Statistics reported today. Assistant Commissioner for Regional Operations Charlene Peiffer noted that a year earlier, Chicago experienced a gain of 1.9 percent in total compensation costs. Locally, wages and salaries, the largest component of total compensation costs, rose 2.8 percent over the 12-month period ended June 2017. Nationwide, total compensation costs and wages and salaries increased 2.4 percent each, over the same period.

Chicago is 1 of 15 metropolitan areas in the United States, and 1 of 3 areas in the Midwest region of the country, for which locality compensation cost data are now available. Among these 15 largest areas, over-the-year percentage increases in total compensation costs ranged from 3.7 percent in Miami-Fort Lauderdale-Pompano Beach, Fla. to 1.9 percent in Washington-Baltimore-Northern Virginia, D.C.-Md.-Va.-W.Va. in June 2017. For wages and salaries, Miami registered the largest annual gain (3.9 percent) among the 15 areas, while wages in Philadelphia-Camden-Vineland, Pa.-N.J.-Del.-Md. registered the smallest annual gain (2.0 percent).

Chicago’s annual increase in total compensation costs in June 2017, at 2.8 percent, compared to gains of 3.0 and 2.1 percent, respectively, in Minneapolis-St. Paul-St. Cloud, Minn.-Wis. and Detroit-Warren-Flint, Mich., the two other metropolitan areas in the Midwest. Chicago’s 2.8-percent increase in wages and salaries over this 12-month period compared to advances of 3.0 percent in Minneapolis and 2.2 percent in Detroit.

Locality compensation costs are part of the national Employment Cost Index (ECI), which measures quarterly changes in compensation costs, which include wages, salaries and employer costs for employee benefits. In addition to the 15 locality estimates provided in this release, ECI data for the nation, 4 geographical regions, and 9 geographical divisions are available.

In addition to the geographic data, a comprehensive national report is available that provides data by industry, occupational group, and union status, as well as for both private and state and local government employees. The release is available on the Internet at www.bls.gov/ncs/ect/home.htm. Current and historical information from other Bureau programs may be accessed via the BLS regional homepage at www.bls.gov/regions/midwest/.

{Source: Bureau of Labor Statistics, U.S. Department of Labor}

TIP TUESDAY: Corporate Culture Key to Attracting and 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.

So what do executives feel they should be doing, or doing better, to attract and retain top tech talent? Of the 120 executives 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.

Among the 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.