Posting job adverts at the right time can beat the competition or help reach the intended market maximising job applications. The times that people apply vary for different jobs. This can be used to help predict the best times to advertise your vacancy. People looking for work spend approximately half an hour daily. This is done through various job boards so timing this right and in the right places, can be an efficient way of boosting your coverage.
One job board has 200 million visitors monthly handling 37.5 million resumes. A surprisingly large portion of which apply either midday or dinnertime from Monday through to Wednesday. These rarely get many on Fridays and weekends. This is the active and employed group. Employed people will have a tendency to apply in the evening and rarely in the day excluding lunch time. Unemployed candidates apply more frequently during the afternoon which makes sense. Although there’s a variety of different groups the times they apply spread the traffic out, Monday, Tuesdays and sometimes Wednesdays will typically win the race of the busiest times people look for jobs online.
However, there you can take this concept a lot further. Variations in who applies and what times they look online could have you better off posting on different days on occasion. A good example is, if you were hiring for a graduate position, statistics show that graduates tend to follow a similar pattern to people out of work. Most apply for jobs on Monday and Tuesday, stopping from midday, and resuming in the late evening. But the most popular day that graduates have been shown to apply is Sunday evenings from 7pm onwards. If you were looking for a Graduate, having the campaign start on Sunday evening puts you at the top of the job board when they’re likely to be looking.
I’ve noticed a lot of companies are reluctant when hiring graduates. Young people leave university and are often looking for their first professional role. Yet most companies will often only accept candidates with experience. Graduates have so many long-term benefits as well as a lower initial salary and have more to prove. That isn’t always a bad thing! When I see Graduates struggling to get through the door it can be frustrating.
Getting a university degree is liberating, and now this person wants a professional career. Jobs are competitive, so graduates have gratitude when they’re employed, and tends to do well and commit for this reason. The fact they don’t have experience which can seem a disadvantage which also creates a more grateful applicant.
Previous jobs give us experience and skills for new jobs. Some people do not move on and learn new skills, whilst graduates are eager to learn and to improve and adapt your companies habits.
Graduates are familiar with the technology, hardware, and software, (99% of people aged 18 to 24 own a smartphone); this can be a useful consideration when filling a particular role.
Diversity is important and improves innovation and performance when cultures merge and graduates come from all backgrounds and walks of life.
Sometimes overlooking a lack of previous experience is good, focusing on a person’s potential and progression instead is the long-term business model. Recruiting people with particular qualities encourages growth, and you may find someone great to lead your company one day in the future.
There are risks hiring less experienced candidates of course, but there are actually different but comparable risks in hiring anyone and graduates provide technical aptitude and adaptability, as well as valuable characteristics. Its a way of recruiting tomorrow’s talent today and you may just find somebody great.
Empathic Recruitment ℠ allows you access to all of these areas that previously you wouldn’t see within the application process, throwing away talent without even knowing it.
Companies are always looking for technical staff. Whether its software coders, engineers, data scientists, and web designers. It’s hard to find people with strong tech skills, and who also fits your business culture. Most hiring managers and recruiters found it challenging finding workers with tech skills as it is. To find someone who also has the personality and social competence for that particular team a challenge.
Having a lack of tech talent in your business can damage revenue without you knowing, and will always slow down development. Coders, software engineers, data scientists, and web designers are more needed in this “tech-bubble-society” than ever.
The technology field is broad and every company works differently, so finding an absolutely perfect match is unlikely. However, finding someone with the majority of skills but with strong social capabilities isn’t. Having a team fit leads to new recruits quickly inheriting the skills necessary from their colleagues.
Empathic Recruitment ℠ uses video recruitment software to gain information needed to make informed hiring decisions, gathering information on personality traits, work ethic and social suitability compared to paper-based data processing, allowing hiring managers to meticulously shortlist.
By seeing people directly, you automatically assess their personality and social skills and are more likely emphasise with their story as you’re more likely to know if it’s genuine. It a allows us to use our ‘gut instincts’ and intuition which can inform us when something isn’t ‘quite right’ about that person for this position.
Recruitment Technology is growing fast and can save a lot of time when used correctly. You do still need a human involved to get the most of technology. Automating recruitment completely is impossible, for now! Finding people with suitable skills for a role is one thing and AI allows us to automate that pretty well. Finding someone who fits a particular business is a lot more complicated.
With the recruitment process as it stands, matching these are often a complete lottery. It’s an especially important consideration when avoiding a low retention of staff. So why is phase one of shortlisting based purely on CV’s when you can’t see these traits on paper? It’s always worth establishing genuine connections with as many applicants as you can in order to find the right stuff which simply isn’t possible when looking at a CV.
Whoever you hire, will not only contribute to representing your company to your customers and other prospects, but they could potentially contribute to positive or negative change internally too. Negativity or unhappiness can be as contagious as a laugh or positivity in an office environment.
Video recruitment allows you to have a snapshot of every person that has shown an interest in your business. They don’t have to answer questions on the spot and can do so without travel. It allows you to compare candidates more easily. Boolean search is a Recruiters searching language of choice. There are huge developments in this now that allows searches to think for themselves.
Our objective is to change the paper-based recruitment practices into a process that focuses on human connection and emotional intelligence. When a candidate’s individual skills and qualifications match your job, it doesn’t mean they will match your team, direct report or overall company culture. We called the methodology of focusing on this Empathic Recruitment ℠.
We use artificially intelligent searching software to make sure we reach out to as many suitable candidates as possible!
Empathic Recruitment focuses on personality and culture matching. Empathy can be the missing ingredient to a good employee or finding one in the first place. Without it, a “what’s in it for me” quick buck mentality can quickly develop. When missing empathy, it helps maintain an ideology where our perception of perfection measures one area; Academic ability, when there is a full spectrum of considerations needed to truly identify perfection.
Someone might be perfect for a precise job or business but may not be for others. This could be the same role at a competitor but the internal staff structure and culture may not fit. We conclude suitability from a CV when shortlisting which is open to misinterpretation or manipulation. The way companies engage when using agencies, can create ulterior motives that break down trust and communication.
The truth is, being academic doesn’t mean someone knows how to apply it, or whether they’re motivated to do so. It’s the emotional part of the brain that dictates which option is preferable/suitable or profitable. It’s what tells us when to stop comparing features, costs, risks or benefits of different options available to us and deciding what’s best. You simply cannot express these abilities from a CV.
As if this wasn’t important enough, emotions also alert us to factors that our conscious, rational awareness can miss. That’s despite their critical importance to us in the future. ‘Gut feelings’ or ‘intuition’ can inform us when something is not quite right about a person, a situation or a business deal even when they look good on paper.
You hire a new junior with limited experience within an office of experts. The rapport between this person and the team is there immediately. They consequently absorb information and the knowledge they need from colleagues quickly. You then employ someone who’s already an expert in the industry. They do it differently and doesn’t agree with the rest of them. The internal communication shrinks and productivity of that office shrink with it.
They say knowledge is power, and the more people you know, the more knowledge you have access to which I agree with. When someone works within a company, they retain significant information that could be useful to the rest of the team. That knowledge can be lost if staff don’t get along or have conflicting goals or morals to each other. That’s why it’s key to consider this when recruiting. The collaboration of like-minded professionals within businesses would make a huge difference to the company’s output.
Firstly, we use artificially intelligent semantic searching software with job boards and social media allowing us to identify the best candidates based on online information such as CV’s. This gathers a pool of candidates who seem to have the skills. We let them know about the role in case it’s of interest. We include an Interactive Video Platform (IVP) tool in our shortlisting process allowing candidates to submit video responses to automated questions within the applications. It gives employees a snapshot of someone’s personality delivering an emotional and social competency matching mechanism. It also saves a significant amount of time for both whiles increasing the value of the shortlisting data tremendously. Employers will know who they are interviewing before they’ve met them and conduct live interviews to where convenient. We call this approach Empathic Recruitment ℠.