Video Recruitment in Retail
Challenges and solutions
Integral Systems
Select right candidates to ensure
performance
Pre-employment Assessment
What if an employee referral
doesn’t score well
War for Talent
Why you need a good recruiter
Video Recruitment in Retail
Challenges and solutions
Integral Systems
Select right candidates to ensure
performance
Pre-employment Assessment
What if an employee referral
doesn’t score well
War for Talent
Why you need a good recruiter
Once a hiring manager or recruiter has screened resumes and applicants, and has identified quality candidates, it’s time to get to know them better though a behavioral interview process.
Today’s retailing industry is becoming increasingly competitive. Challenging economic conditions, over-saturation in the marketplace and growth in e-commerce have resulted in a dynamic and constantly evolving industry environment.
Selecting an individual to assume a position within the organization is a decision that affects its future performance. Whether it’s a new hire or an internal placement, an entry level job or a senior executive, the chosen individual will have an effect on the organization’s capacity to perform. Therefore, selection criteria, methods and results are more than a decision about an individual. They need to be viewed in the larger context of the organization, its goals, performance requirements and essential capabilities.
The purpose of incorporating assessments into a selection process is to gather objective data that will provide information regarding the applicant’s job-fit, interest in doing the work, and likely job performance. Referrals have been identified as one of the best recruitment sources for several reasons including that they usually result in employees who are less likely to turnover and are typically better performers.
Talent acquisition over the past several years has grown in importance. The number of unemployed Americans competing for each open job hit a six-year low. “There is not enough qualified supply out there to fill the job openings that exist,” said Jacob Oubina, a senior U.S. Economist at RBC Capital Markets in New York. Job openings, a measure of labor demand, increased to a seasonally adjusted 4.67 million in June, the highest level since February 2001.
Among human resources-related positions, ‘recruiter’ was the second most in-demand, ranking behind ‘HR manager’. Job listings for recruiters increased 4.5% over the past 30 days when compared to the same time last year. If companies are hiring recruiters, it signals that the industry or economy is doing well and that they're hiring recruiters to expand their workforce. We reviewed the most commonly advertised recruiter job titles to find out what are the specific types of recruiters that are in-demand, and what this means to the labor market.
As years pass, change is inevitable. What was once considered common practice eventually becomes obsolete, and new practices become the norm. If we think of the way normal everyday tasks were handled 50 years ago such as shopping, cooking, transportation or long-distance communication, standard practices of five decades ago now seem archaic. As technology evolves, so does individual thinking and public demand. As old technology is phased out by modern advances, the public no longer accepts the slower and less-advanced services that were once the only option.
Many years ago, when I worked as a manager at a major corporation, I received a call from a headhunter about a magnificent job opening. It sounded like the perfect job for me. So, I went and was interviewed by the vice-president I would report to, if hired. He told me I was one of two finalists for the position.
Having spent nearly the last twenty years in HR and recruitment, I’ve come to the realization that the debate about which candidates are better – passive or active – has gradually become irrelevant. This point of view on such a debatable topic will annoy some people; some will disagree, some will agree, and the brave might go do something about it; in the process likely annoying the already-annoyed people even more.
So, what’s the problem? Is it us or them? Is it the people we are hiring, or is it the people who are doing the hiring? Sometimes, the people you hire just do not seem to work out. You have people who know how to interview. You create a series of questions according to the requirements of that position. What could you be doing differently? Are your interviewers talking more and listening less? Allow the interviewee to do most of the talking and the questions you ask can help you do that.