Category: Human Resources

We know HR. Read our Human Resources blog archives for stories and best practices from our work with real clients and personal experiences in the world of HR.

  • What You Should Title Your Job Posting

    What You Should Title Your Job Posting

    The job market is hot right now.  As mentioned in a previous post about targeting passive candidates, there are more job openings now than there are people to fill them.

    So how do you get a candidate’s attention for your job when you post it?  Obviously, some things to consider are where you post it (and hopefully you aren’t just posting and praying) and how you are advertising/boosting your post within those sites.

    But one thing we often neglect to consider is the actual title we place on the job when we post it.  Most often, we just pull the job title that is on the internal job description, but that title may or may not reflect what people are actually searching for in the market.

    So, to make the best decision about your job posting title:

    1. Make a list of the various titles you think would fit the job.  For example, Coder, Programmer, Developer, and Software Engineer could potentially all be a title on the list for a job that requires someone to perform computer programming.  Also, make a list of various qualifiers that may need to go in front of the keyword of the job title.  For instance, in this case, you may also need to use words like “Full Stack,” “Front End”,  “Java”, “Python” based on what specific skills/experience you need for the opening.

     

    1. Next, search for all these job titles you’ve come up with in the job posting board(s) of your choice by your geographic area. What brings up the highest volume of postings? Volume could indicate more people are searching for those keywords, thus more potential applicants.  Or it could indicate that you wouldn’t get noticed by applicants, and therefore fewer applicants because the list is so saturated.  In general, though, you want to be using a job title that will resonate with what candidates are searching for.

     

    1. Taking this information, you then need to do some testing. Take what you believe to be the top two job titles based on your search in number two, and post the same job posting with the two different titles on the same job board. Track the number of hits and applicants you get.  Which one performs better?

     

    1. It is a quality over quantity game. Even though you may get more applicants from posting a job one way does not mean that you are getting more quality applicants by posting it a certain way.  So, do an initial screening to see if the candidates are qualified for your opening to see which title is better.   For example, posting the job title “Developer” may get you a lot of applicants, but may not get you the level of skill you need. However, posting as “Full Stack Developer” or “Python Developer” or even posting as “Software Engineer” may get you the right quality of applicants.  That is why you have to test different titles and see what yields you the best results.

     

    1. In addition to tracking quality in the initial screening, track your quality over time. After you’ve made a hire, is it really a quality hire?  Obviously, there are a variety of factors that affect the quality of hire, but one could simply be the job title of the opening they were for which they were selected.  This is because your job title should reflect the reality of the position and steer people who have the knowledge, skills, and abilities that are a match for an opening.  For example, we have one client where “code monkeys” as they call them are not a good fit for their organization because the reality of the positions they have is that people need to not just know how to code but be able to more aptly be a “Full Stack Developer.”

     

    Making sure the job title reflects what the position really is as well as what will draw attention in the marketplace for the right applicants are the critical factors in determining what to “call” a job when you post it.

    How do you determine if you are posting a position with the right title?

     

     

  • How Neuroscience Is and Will Revolutionize HR

    How Neuroscience Is and Will Revolutionize HR

     

    In December of 2014, my then four-year-old son started having seizures. After three of them occurred in a short period of time, we went to see a pediatric neurologist who first did an electroencephalogram (EEG) to begin to identify the cause of the seizures so we could determine a course of treatment.

    Utilizing this technology as well as other techniques, she put our son on a medicine that has controlled his seizures. He hasn’t had one in over a year, and we are thankful for the doctors, the scientific discoveries and the technology that made this a reality.

    Neuroscience has long been connected to understanding neurological disorders like seizures. It is also frequently used for explaining behavior, specifically behaviors tied to clinical diagnosis. However, neuroscience is beginning to infiltrate the workplace giving us the ability to use brain science for talent assessment. The EEG used to understand my son’s seizures is now being utilized to understand a variety of talent management questions, as Dario Nardi points on in his article “Your Brain at Work” in HR Magazine.

    As we move forward into the future of behavioral assessment in the workplace, I believe neurological assessment will begin to gain ground to complement, and maybe even take the place of what is most commonly used now- the self-report assessment.

    Why? Well, because it’s more honest. Self-reports are just that- self-reported. Monitoring brain activity points to a more objective approach to understand who we are and why we behave the way we do. Because of this, brain based assessments can help:

    • Create self- awareness in employees to aid in the understanding of who we are (personality) and why we behave the way we do.
    • Improve team building & talent placement by helping individuals and companies understand how to better work together.  This will help companies answer the question, is there enough cognitive diversity on our team?
    • Build better training programs through customized learning. Neuroscience can help us understand how individuals learn best and cater training and development to personalized needs.

    Whereas brain science and the technology related to it is exciting to see in the talent assessment industry for the same reasons it is valuable in medicine- it aids in diagnosis which aids in better decision making- my family’s example also points to the need for caution in utilizing the technology.

    When we went back last month with our son for his yearly EEG, the results still showed a “discharge”, as the doctor referred to it, in the left hemisphere of his brain. She explained to us that it was happening very infrequently, but because it was still present, there is a likelihood that if he were taken off the medicine, the seizures would begin to reoccur. Knowing that this area of the brain is tied to language, I asked her if we should be concerned about any issues in his language development. She said no. Given the amount of frequency seen, she said, it would have to be occurring 20-30% more than it is in order for there to be concerns about his language development.

    This example points to why I’d be hesitant to utilize the technology (and you see I did not list it above) in selection because of the potential discrimination issues.  It could lead to discrimination in hiring against individuals (like my son, who does have a diagnosis of epilepsy) based on factors that are not tied to an individual’s ability to perform the essential functions of the job. I would hate for someone who isn’t as knowledgeable in the science to see “discharge” on someone like my son’s EEG and assume has language issues, when he in fact does not.   However, given a multiple-hurdles approach to assessment, EEGs could one day be a valuable selection tool as well, just as they are used as one technique among many to determine the best course of medical action.

    So for all you talent development professionals out there or those aspiring to be, take more science classes. No field, even HR, is immune to the need for a strong STEM (Science, Technology, Engineering and Math) education.

    How do you see neuroscience shaping human resources? Does it excite you or scare you?

    Like this post? You may also like:

    The Psychology Behind Why People Support Certain Presidential Candidates

    and

    Use Your Brain- Both Sides

  • 7 Steps to Implement a Realistic Job Preview

    7 Steps to Implement a Realistic Job Preview

    Last week  we discussed why it’s important to do a realistic job preview.  So how exactly do you do it? Internships and co-op programs are long-term realistic job previews. This set up can provide a company with an opportunity to screen candidates without a making a permanent hiring commitment, but it may take too long.  For tips on starting a job shadowing program, click here.

    In the absence of setting up an internship or co-op program, you can do a realistic job preview in a day or a week. The ultimate goal is to simulate the work and the work environment in a way that helps you assess their fit and ability to perform the work and allows them to decide if the opportunity is the right fit for them.

    Steps to Implement Realistic Job Preview

    1. Select a set of work that this person would be doing if hired. This should be real work, things the company needs to get done anyway. You are just assigning this work to this person for the time period you’ve selected.
    2. To protect any proprietary information, since you are assigning them real work, get them to sign a confidentiality agreement.
    3. Give them the basic information and knowledge to success, but don’t show them how to do everything. Provide them with any basic internal knowledge they need to get the work done and introduce them to people that they will need to work with or through to get the tasks done.
    4. Bring them into the office (or if the work is virtual, let them work virtually) and give them the amount of time you think would be needed to complete the work to get it done.
    5. Let them go and do the work.
    6. Pay them the rate they would be getting paid for the amount of time they worked.  This adds to the realistic nature of the exercise.
    7. Assess how well they did the work, how needy they are in relying on others to get the work done and how well they interacted with others in getting the work done. Ask those they interacted with what they think. Creating a rubric of key criteria that corresponds with a scoring mechanism is a good idea. This helps to eliminate subjectivity and allows for better comparison across candidates.

    Because a realistic job preview is somewhat involved, we suggest doing it towards the end of the process with your top 2-4 candidates.

    Have you ever done a realistic job preview? How did it help you make a better hiring decision?