Three To See - w/c 15-Mar-10
March 19th, 2010 • by Craig Endicott • Posted in Talent Acquisition, Talent Management, Three To See • 1 Comment »Three To See this week features posts on measuring performance, advice on posting jobs to Twitter and how to count the monetary cost of poor candidate experience.
How do you measure performance properly? That is the question wryly raised in Top Performer, from the Dilbert series by Scott Adams.
Paul Hebert from i2i has a good line on this - his post How to Find Unintended Consequences In Your Incentive & Reward Program (featured in Three to See w/c 2-Nov-09) emphasises the importance of encouraging behaviours+results.
My second pick Best Practices: How to Write Job Tweets for Best Results appeared on SocialMediarecruitment.com and offers seven tips for posting to the 140-character-constricted world of Twitter:
- Use a URL shortening tool
- Use the #jobs or #career hash tags
- Use #tags sparingly
- Don’t put #tags in job titles or tweet text
- Make sure to include the location
- Avoid Abbreviations
- Make sure the hiring company’s name is in the tweet.
Dr John Sullivan posted my final pick this week to ERE: How Candidate Abuse is Costing Your Firm Millions of Dollars in Revenue, which opens with the following statement:
"Organizations like the Ritz-Carlton and Wal-Mart have elevated monitoring guest satisfaction to a science and know the exact dollar cost of obtaining a customer, upsetting a customer, and losing a lifelong customer. While such evaluation is common in sales and customer support functions, it is nearly unheard of in HR functions, which often interact with a significant volume of potential customers in any given year. The impact of a poor “candidate experience” is uncalculated, unreported, and not discussed, making it quite possibly one of the largest “hidden costs” facing modern organizations."
He goes on to say:
"Remember that being treated poorly during the hiring process which often ends up in being rejected will not result in a mild disappointment, but rather unhappiness bordering on anger. Individuals who once championed your organization will likely become activists against your organization for at least two years and maybe a lifetime."
Dr Sullivan then highlights 20 potential impacts of poor candidate experience and estimates the associated monetary risk:
