Part II – Using Data and Analytics to Hire Better
We caught up with Golden Living’s talent leader to find out about their top hiring strategies. In Part I, Shawnee discussed some hiring challenges. In this post, she shares how talent professionals optimize their programs and relationships with hiring managers.
How can HR help managers hire better?
This is where training with facts and examples comes in handy. I believe that HR is responsible for training managers how to not only screen candidates, but how to conduct and close an interview as well as how to follow up or respond to candidates after the interview takes place. Giving a manager training and ensuring they are confident, comfortable and prepared to screen, interview, select and communicate with candidates is highly important.
Do managers trust HR to help?
Thankfully, I am lucky enough to work for an organization where operations and the field trust HR and the Talent Acquisition team. We lend support to them for various things and are available to them at all times. That rapport was not always there for each region however it is now thanks to strong relationship building and proving to them by example that we are there to partner with them and support them. I have worked for organizations in the past where HR was sometimes viewed as the “necessary evil” and I believe that is due to leadership and how HR partners with other managers and departments, that leads to success.
Are you seeing the rise of data and analytics in hiring processes?
Within my own team and department, yes. We are looking at various technologies we use to track ROI, our best source for hires, etc. On the back end we are using data and analytics to identify what resources we will leverage to ensure that we are making the right hire.
We also leverage pre-employment assessments – the data they provide assists us in making hiring decisions for operational leadership, clinical leadership, sales leadership and sales reps.
If so, what are the challenges and opportunities around this?
I am looking at data from hires that have already taken place to help me make decisions for future hires. Real time data/analytics and metrics would be helpful instead of a post-hire reflection.
How do you use data and analytics throughout the talent lifecycle?
I use the data and analytics in various ways. For example, media spend. We have source tracking codes on all of the media we publish online, print or mailers to track the ROI on them and response rate. I use our google analytics to show how we are trending, and which sites are driving candidate flow for us. I also partner with our Search Engine Optimization (SEO) vendor to ensure that our job descriptions have the correct verbiage. If we see a drop off on one job title for example based off of the analytics, we adjust as appropriate.
We also leverage the results from pre-employment assessments post hire. We look at performance compared to assessment ratings to identify trends and better understand how what we should be looking for when hiring.
What are the trends you are seeing?
I am seeing a trend in an increase of mobile candidates, a need for talent communities and networks as well as an increase in organizations creating their employment brand separate from their marketing or employee brand to help drive engagement.
Hear how Shawnee uses Pre-Hire 360 to turn reference checking into a strategic asset for her organization in this webinar recording
Want more info on data-driven hiring strategies? Check out our new e-book, Data-Driven Hiring; The Secret of Successful Recruitment.