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Explore SolutionsThe Spring 2024 ERE Recruiting Conference brought together talent acquisition professionals from around the country to gain insights into the latest trends and strategies in talent acquisition.
The conference offered actionable solutions to modern recruiting challenges and tackled topics like hybrid work, hiring humans in the time of AI and improving the employee lifecycle.
We attended some of the virtual sessions to provide insights for you to integrate into your recruitment marketing strategies.
Day 1
Taming the Never-Ending To-Do List: How a Prioritization Framework Changed How Recruiters Work at Credit Karma
Ashleigh Anderson – Vice President of Global Talent Acquisition at Credit Karma
Credit Karma’s recruiting team was losing time and money. Hiring managers were changing job requirements late in the process, leading to “tons of wasted hours in recruiting, tons of wasted hours in interviews for our teams.”
One of the main issues was an inefficient process for distributing candidates to hiring managers. They used a Slack channel called the “pitch channel,” where recruiters would post candidate resumes. The first hiring manager to claim the candidate would get to interview them, regardless of their actual hiring needs or priorities. This led to a lack of alignment between hiring efforts and business needs.
They implemented a pilot program with the engineering team to address these challenges. A singular prioritization list was agreed upon by the engineering leadership team with established consequences for unresponsive managers. The changes resulted in an improved interview-to-offer ratio and significant cost savings in engineering interview hours.
They expanded the prioritization framework company-wide and included a complexity scale for each role.
Clear communication and expectations were set for managers: “This is not Burger King, you do not get it your way,” Ashleigh stated.
The process rollout included training, documentation, support mechanisms, and a weekly process for reviewing offers and deciding on live reqs.
The Details
- The pilot program brought their interview-to-offer ratio from 11:1 to 4:1
- The complexity scales for roles ranged from one to five
- Each exec’s total complexity points determined the percentage of the recruitment team’s capacity allocated to the roles
- Staff recruiters were expected to handle 30 complexity points at a time, while associate recruiters handled 10 points
- Key metrics tracked included interview-to-offer ratio, acceptance rate, time in stage and speed of hire
- Deadlines and SLAs were enforced with partner teams to ensure timely feedback and decision-making.
The data-driven approach and clear communication improved their efficiency and reduced costs, resulting in Credit Karma meeting their hiring forecasts for the first time.
The Hybrid-Work Tug of War: You Need Candidates to Work Onsite. Candidates Want to Work Remotely. Now What?
Lori Block – Senior Vice President of Talent at MasterCorp
There is a tug-of-war between companies dictating return to work and candidates preferring working remotely. Lori’s session emphasized the need for recruiters to use their influence to represent both sides and find a middle ground.
She stressed that recruiters must understand and present facts supporting both the executive team’s perspective and the candidates’ desires for remote work. She pointed out the benefits of remote work like access to a larger talent pool, cost savings, improvement in DEI, and increased engagement and retention.
Further, Gen Z candidates expect more flexibility and transparency about remote work policies. She advised recruiters to bring credible data to their team based on their interactions with candidates, rather than relying on personal opinions or feelings.
Times are changing and it may be up to you to help find a middle ground that benefits both the organization and the candidates in the ongoing tug-of-war.
Hiring Humans in the Age of Automation
Craig Fisher – Talent Acquisition Advisor at TalentNet Media
Automation and tech advances may save time, but they need to be used responsibly. Craig discussed the challenges of onboarding new tech in the industry and urged the audience to own up to any technology issues that may be negatively impacting the candidate experience.
He stressed the importance of empathy in creating a standout candidate experience, reminding us that everyone who applies for a job deserves respect. While it can be challenging because many applicants may not be suitable for the position, those who reach the interview stage should have had opportunities to opt out earlier through assessments or simple opt-in questions. If recruiters fail to provide these tools, it is not the candidate’s fault. They deserve respect throughout the process.
Walking in Your Candidates’ Shoes
Craig encouraged the audience to apply to their own company’s jobs to better understand the candidate experience. He challenged them to measure aspects such as the time taken, the number of stops, passwords required, and the speed and quality of communication throughout the process.
Key Takeaways
- Implement continuous improvement in the hiring process and avoid settling for one-time fixes
- Use technology responsibly to build relationships with current, future, and former employees
- Treat every applicant with empathy and respect, recognizing that they deserve a positive experience
- Regularly audit your own hiring process by applying to your company’s jobs and measuring the experience
The session was a reminder of the importance of using technology responsibly, treating candidates with empathy and continuously improving the hiring process to create a seamless candidate experience. This will result in stronger relationships with everyone who interacts with your brand.
Day 2
Hello Goodbye: Crafting Memorable Beginnings and Endings in the Employee Lifecycle
Carrie Corcoran – Carrie Cares Employer Branding Consulting
Carrie’s session provided practical tips for getting hiring managers involved in social media to attract top talent. She positioned recruiters as strategic partners and consultants to the businesses they serve.
She introduced Recruiting Strategy Consultation (RSC), a meeting that brings together the recruiter, hiring manager, and recruitment marketing or employer brand team. The RSC aims to set expectations, share the mission and vision for TA, and strategically serve the business. She encouraged recruiters to ask standard questions to uncover stories that showcase what’s in it for the candidate and why they should join the organization.
Giving Hiring Managers the Stage
She also highlighted the power of video in recruitment marketing, stating that “over 75% of candidates want to hear from a hiring manager.” She advised recruiters to get hiring managers on video, even if it’s just using a cell phone, to talk about what they’re looking for in a hire. This should include their leadership style and what candidates can expect when joining the team.
Corcoran recommended creating a framework for shooting videos, including example videos, pro tips and an established approval process. She also emphasized the importance of recognizing contributors and having a dedicated person manage the video program.
What’s Now With Generative AI?: A Discussion of Different Approaches to Integrating Emerging Tech
Lance Haun – Vice President of Market Insights at The Starr Conspiracy
Jim Durbin – Principal of the Respondable Recruitment Newsletter
Jim Stroud – SourceCon Editor
AI is a game changer for many industries and recruitment is one of them. These panelists shared their insights on the challenges, opportunities and potential pitfalls of using AI in recruiting.
The importance of clearly defining “AI” was emphasized, as the term can refer to automation, cognitive tools or generative AI. It’s crucial to focus on the actual value and efficiency these tools bring, rather than just completing tasks.
There are concerns about recruiters’ ability to adapt to new technology and the need for continuous learning to thrive in an evolving landscape. Future recruiters will need to be more strategic, analyzing labor market trends and competitor actions to plan workforce needs.
Additionally, there’s a need to develop interpersonal skills among younger recruiters, highlighting the importance of human-to-human interaction in the hiring process, such as making eye contact, having phone conversations and meeting new people confidently.
The panelists concluded by emphasizing the need for a balanced approach to integrating AI in talent acquisition, leveraging the strengths of both technology and human interaction to create a more effective and efficient hiring process.
