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One of the core purposes of a website is to function as a shop window. It should be devoid of smears and dust and should display the best bits of your organisation in all their glory. After all, you’re more likely to have someone pop in your ‘virtual’ shop if it is appealing rather than rush off in the direction of a competitor if all they can see is severed doll heads and some mouldy loaves of bread.

Of course, the best and most versatile sites are the ones that operate as the window, the shop, the staff and all the customer service that goes with it.

Envisage your website as your sales director too and given this is often the only chance you get to sell yourself, the question is, are you well-versed in your pitch and looking your best i.e. in website terms, are you doing enough to enhance the user experience and information architecture to make the sale?

When designing a website that will have people breaking down your company doors to get a job, there are a few factors to take into consideration in order to optimise the user's experience and increase that chance of conversion.

1. Functionality and UI

There should be an overall feeling of quality conveyed by the site. Like all the best pieces of modern design from the pencil to the Bic razor, you should know what to do with it from the off.

What feels smart on paper doesn’t always work in practice. Avoiding complexity may not be the decisive factor when trying to get ahead of your competitors, but is a foundation on top of which greatness can be designed.

The user interface should be relevant and the functionality for both exploring and applying for new jobs, easy to navigate. Any calls to action should also be clear.

2. Mobile friendliness

Late last year, Google released data that told us mobile searches surpassed desktop for the first time since the inception of the browser. Consequently, your website needs to be responsive to a variety of device types. It has to be built with the ability to resize, pan and scroll depending on what browser is being used. Use of responsive design doesn’t alone guarantee a great mobile experience. There needs to be device relevant features, content and content structuring. You should be creating a web experience that is not only mobile compatible but truly designed with a mobile first approach in mind.

3. Information architecture

Clarity is key. Knowing where one is and what one should do next on a specific page is paramount. Red Bull handles this very well.

Think audience, not internal structure. First level pages tend to have a user centered content approach. This approach gets diluted at times when navigating deeper levels.

By producing content with the personas in mind, not only on main pages, but on all pages will ensure that the experience is seamless and stays interesting throughout the site.

4. Content

A picture is worth 1000 words, so use them! Your site should combine videos, imagery and infographics with a keen eye on the reader’s attention span.

Research by Visible Measures suggests that if you haven’t fully engaged your audience within the first thirty seconds, you’ve likely lost 33% of viewers and after one minute, 45% have dropped off. Keep it impactful and to the point. Avoiding repetition and vacuous business jargon will also improve your retention rates.

On its careers site, SoundCloud gets straight to the point with a video and Goldman Sachs has a creative interactive element, Careers Quiz. The quiz asks about your educational background, then displays how many alumni are at the bank.

P.S. Keep it real. Stay away from using the word “exciting” at all cost. Everyone else is using it and, let’s be honest, most people's personal thoughts on what constitutes excitement is likely to be far removed from sitting in front of a computer all day or actually having to go into work. Period.

5. Nail social

This step is simple but important. Follow buttons should live in footers or some other permanent and overarching place. Share buttons should be added to any content that makes sense for sharing. The more sharable your content is, the more likely prospective candidates are going to be made aware of your existence.

6. Company profile

Stats are short and sharp and information about the organization’s culture, employees, social media presence, industry awards and professional associations should be accompanied by strong visuals - all of which shape a candidate’s perception.

SpaceX’s website is an example of a site that does a good job when it comes to writing its own company profile, combining stats, visuals and simple timelines.

7. Testimonials

Here’s a thought. Instead of blowing your own trumpet, have someone else do it for you. Not only does it look better on you, it gives prospects another viewpoint from which to make an informed decision. Word of mouth always was and still remains the best form of PR.

Reverting back to content point, video testimonials do a good job letting the viewer get up close and personal with a company and its culture. However, one of the best sites to find out about what it’s like to work at a certain company is Glassdoor. Glassdoor provides an independent platform that allows employees and former employees to review companies and management, pros and cons, anonymously. The content is also top-notch. Find a way to link to these testimonials from your former and current employees on your company’s careers page.

8. Testing 1,2,3…

Get actual people walking through the processes so all the bugs can be ironed out before going live. People have short attention spans these days. If your site isn’t working properly, it’s a poor reflection on you as a brand. And, there’s a good chance potential candidates won’t revisit your site if the initial upload times are slow and sluggish.

You need to test as much as possible in order to make sure your site actually works. A/B and multivariate testing should be carried out to optimize what content, visuals and functionality work best.

Remember, testing doesn’t stop when you go live, either. It should always be active. User needs and behaviours shift rapidly and so should websites.

Your careers site is your chance to shine

When designing the career pages of your company website, you should not only mirror the brand perception but bring something new, fresh and even unexpected to the overall impression of the site.

Your careers site is your chance to shine, and is a great opportunity to help you snag the hottest talent on the market.

----------
André has worked at Mirum for nine years. He has operated in both account leadership and strategic planning. André currentlyworks in London as Head of Strategy and is one of Mirum’s partners. André has a master’s degree Hanken School of Economics in Helsinki and more recently also completed an Executive MBA at the Berlin School of Creative Leadership.

The post Is Your Website Doing Enough To Attract Fresh Talent? appeared first on ROW | Glassdoor for Employers.

We’re excited to announce that Glassdoor continues to expand our global footprint, launching our new Irish website (https://www.glassdoor.ie/) and mobile apps, in addition to announcing plans to open an office in Dublin, Ireland. This comes as we surpass 10 million employee-provided reviews, ratings, salary reports and other workplace insights for more than 445,000 companies around the globe.

Making the move

In addition to our new Irish website, we’re also proud to announce our new European headquarters in Dublin, slated to open in January 2016. We estimate this will create up to 100 jobs in the next three years. Dublin is the second European office for Glassdoor, which opened an office in London in 2014.

While we’re expanding globally, we’ve also grown substantially in the United States, becoming the fastest-growing job site in the U.S., and surpassing CareerBuilder.com in U.S. traffic. No other site combines job listings with such a vast array of user-generated content provided anonymously by employees revealing what it is really like to work at a company.

What this means for Irish employers

Here are just a few of the resources available to Irish employers at this time:

1. Provide feedback and monitor job seeker engagement with a Free Employer Account.

With a Glassdoor Free Employer Account, employers gain key benefits to start shaping their employer brands and managing their reputations on Glassdoor. First, the employer account gives organisations the ability to update a basic profile where official company representatives can add a company description, office photos and details about company benefits. Note, 90% of job seekers find the employer perspective useful when learning about jobs and companies (Glassdoor Site Survey, Oct. 2014).

Other benefits of a Free Employer Account include the opportunity torespond to reviews, and access to analytics showing job seeker activity as well as employee sentiment for your company and competitors.

2. Show you are an employer committed to workplace transparency.

Glassdoor’sOpenCompanyprogram acknowledgescompanies that embrace transparency in the workplace. This five-step process is designed to help job seekers see a clearer picture of what it is like to work at a particular company. As a Glassdoor OpenCompany, the employer will receive a distinct profile badge signaling to job seekers their achievement and commitment to transparency. Learn more about OpenCompany andhow to earn this achievementfor your company.

3. Have offices in more than one country? Build an Enhanced Profile in each country where you are trying to recruit.

We recently launched localised profiles, a feature that gives multinational employers the opportunities to reach candidates in several North American and European countries where they are trying to recruit.

With Enhanced Profiles, Glassdoor employers can tell their employer branding stories and differentiate in each market where they are trying to recruit. These profiles also include targeted job advertising and the opportunity to target competitor profiles.

As of October 2015, Glassdoor now has eight localised sites (Canada, England, Ireland, Germany, France, India, Australia and in The Netherlands), in addition to Glassdoor.com.

If you’re interested in finding out how Glassdoor helps employers increase brand awareness, hire high-quality candidates, and recruit employees at 30% lower cost per hire than other job sites, read some recentclient success storieson Glassdoor for Employers.

Are you an Irish employer and have questions about Glassdoor? Post a comment below and let us know.

The post Glassdoor Expands in Europe, Launches in Ireland appeared first on ROW | Glassdoor for Employers.

Eighty-nine percent of B2B organisations use content marketing to drive higher website traffic and attract more customers.

This is good news for marketing teams because although content marketing strategies cost up to 62% less than traditional marketing strategies, they actually deliver three times as many leads. But did you know that it’s also good for HR departments? Because while the focus of content marketing is often on how it benefits sales and marketing, content can also play a prominent role in expressing company culture and attracting talent that reinforces it.

The link between content and culture starts with your employer brand. “It’s a candidate’s market, so employer branding is more important than ever before,” says Jamie Nichols, Head of Community at CultureIQ. “And when your employer brand is made up of everything that faces the public, everything you write is a reflection of how your company approaches business – even when your blog covers topics that aren’t related to company culture.”

For all the benefits of using content to boost your efforts in building culture, it’s not something that will happen by itself. Marketing and sales teams, which often control the company blog, are more likely to focus on branding and messaging than how the blog reflects on the company’s internal culture.

If you think your company blog could reinforce your culture, here are five specific strategies you can use to combine the efforts of content marketing and human resources:

1. Pitch it as a campaign

Don’t leap to wrangle control of the blog right away. Instead, pitch it as a strategic cross-functional campaign. This will help avoid a turf war with whichever department owns the blog and encourage more participation.

“Campaigns work because there’s a clear goal and outcome to drive toward,” says Nichols. “It’s easier to build energy and re-evaluate after a set period of time to see what effect it’s had on customers, new hires and employees.”

2. Get employees involved

Employees want to be connected to the company mission and feel like they’re making an impact on the company and the customers. Help them do this by asking employees in different functions to contribute to the blog to talk about their areas of expertise. This gives the blog a wide range of voices and further empowers employees to bring their voice to the forefront.

“When you empower employees to feel that their voice is front and centre, you show prospective candidates that you’re up for that kind of relationship,” says Nichols. “In one example, we asked a software developer to write a blog post. Sharing the perspective of a person who touches the product in a unique way helped us show customers what goes into a product, but it also gave our developer a chance to share his work. He got to exercise his writing skills and reflect on his work in a way that doesn’t always come up in his normal day-to-day.”

3. Check for authenticity

Content plays a strong role in reinforcing company culture, but it can also send contradictory signals if you aren’t honest. Whether you’re writing about your company culture or how you plan and implement email campaigns, the messages you send through content need to align with how things actually work within your company.

“An authentic culture is a consistent one,” says Nichols. “The content you publish should align with how you run your company. Otherwise, employees will wonder why their employer says one thing but does another and lose trust in leadership.”

4. Follow style guidelines and blogging protocol

Your submission should be reflective of the company culture, but it also needs to meet the standards set up by the marketing or sales team. Working with the guidelines and editorial process will ensure that the piece fits in with the broader content strategy but also stands on its own with on-target messaging.

“Marketing teams work so hard to create an amazing blog that communicates the right messaging,” says Nichols. “Use the guidelines they’ve set up to make sure that your culture contribution meets those standards. That way, if something’s changed in your submission, it’s not personal, it’s just protocol.”

5. Don’t ask content to do the heavy lifting

Content can support strategic company culture initiatives, but it can’t replace them. As you approach a content strategy for building culture, make sure that the content you produce is a sign of what’s going on within your company culture, not the proposed solution to culture issues.

“Ultimately, if it’s something that’s just happening on the surface, and the underlying assumptions don’t align, it will backfire,” says Nichols. “If employees are rolling their eyes when they get assigned to write a blog post, that means this is not an authentic expression of your culture. Employees need to believe that the leadership really cares about what they have to say and that it’s valuable to express their opinions before they’ll buy into the campaign.”

Every effort to develop company culture comes down to aligning a company’s values with how it does business. Content is one more way organisations can show that alignment to customers, employees and prospective hires.

LEARN MORE & DOWNLOAD:

How to Recruit the Informed Candidate

A guide to attracting, recruiting, and hiring informed candidates on Glassdoor.

The post 5 Strategies for Building Company Culture with Content appeared first on ROW | Glassdoor for Employers.

Travel insurance comparison website Squaremouth makes a bold claim on what they look for in new employees. “A culture fit is just as important, if not more, than a candidate’s experience,” says Megan Moncrief, director of sales and marketing at the company. For an organisation that “operates more like a family than a company,” finding a personality that suits the rest of the office is paramount. Squaremouth transfers its collaborative work environment to its hiring process by using group interviews to determine culture fit.

Group interviews at Squaremouth vary in size, “ranging from additional managers to the entire office” according to Moncrief. Before interviews, employees manually evaluate each application they receive, which includes a questionnaire covering everything from professional experience to personality traits. Participants are encouraged to prepare questions specific to the person. “We try to truly get to know the candidate with creative and sometimes, unusual, questions,” Moncrief says.

[Related: How to Recruit Informed Candidates at Scale]

Employees present at interviews often come from various departments in Squaremouth given the company’s emphasis on teamwork. “Most positions will end up working with various different departments here. For this reason, we think everyone should have a say in the hire,” Moncrief explains. The group setting is also an opportunity for a candidate to evaluate their potential colleagues, allowing them to experience firsthand the unique work environment of Squaremouth. According to Moncrief, “Just as we learn more about the candidate, they should leave with a more accurate and well-rounded view of us.”

“We are a very transparent company, “ says Moncrief. “For this reason, it is extremely important that anyone who joins us is comfortable with this type of transparency and open communication from day one.” How does Squaremouth evaluate a candidate’s comfortability with this value? Open discussions on salary. While salary negotiations take place with a manager, employees are aware of each position’s pay and candidates are free to bring it up during the group interviews. Moncrief says this openness helps encourage respect and admiration among co-workers: “When everyone knows what everyone makes, we are able to hold each other to a higher standard, to push each other, and in rare cases, to identify when an employee isn’t pulling their weight.” Potential Squaremouth employees have to be ready to openly discuss salary not just during the hiring process – the company sometimes uses group interviews and votes to negotiate raises.

[Related: Effective Exit Interview Templates]

Like the majority of the interview process, the final hiring decision is a joint effort. “Regardless of the position, the hiring decision always comes down to a group vote,” says Moncrief.

While atypical, the collaborative hiring process at Squaremouth has intrigued some interviewees, who went on to become employees. One customer service representative says it was “unconventional compared to other interviews I’ve had, which was refreshing.” A <href="#InterviewReview_6140831">marketing assistant says, “I really enjoyed the interview process because the funny one-off questions allowed me to relax and regroup before another serious question.” The employee even describes, “I was allowed to take off my shoes.”

While you may not want job candidates sporting bare feet at your next hiring interview, Moncrief makes a strong argument for initially investing in culture fit: “We believe that skills can be trained and improved upon, but attitude can’t be taught.”

Learn More

Behavioural Interviews Templates and Questions

The post How to Use Group Interviews to Determine Culture Fit appeared first on ROW | Glassdoor for Employers.

Employer branding has become top of mind for many organizations looking to attract and build trust with quality candidates, increase retention rates and improve workplace productivity.

You may have taken steps such as defining your employer value proposition (EVP), building out a careers website, and managing your profile on Glassdoor, yet you still don’t know if it’s working. As the old adage goes, “You can’t manage what you don’t measure.” So it’s essential to build measurement into your employer branding program.

Here’s how to get started:

Gather baseline data

Your company probably already captures metrics related to employment and recruiting. Typical measures include:

• Cost-per-hire
• Time-to-hire
• Candidate quality (ratio of qualified applicants to total applicants)
• Retention rate
• Employee engagement
• Employee satisfaction
• Quality-of-hire

In addition to these internal metrics, consider the metrics available on your Glassdoor account that reflect your company’s reputation. These include:

• Overall company rating
• CEO approval rating (% that approve)
• Business outlook (% positive)
• Recommend to a friend (% yes)
• Profile views over time
• Demographics

Numerical measures and quantitative data are not the only way to measure your employer brand. You’ll also want to track anecdotal feedback from employees and candidates via Glassdoor reviews, employee surveys and/or focus groups. Make sure you document key issues on a regular basis so you can monitor trends over time.

Consider your goals

As you examine your metrics, consider the overall goals of your employer branding program.

For example, if your goal includes improving culture by offering development opportunities, pay close attention to retention rates and employee engagement. Also consider adding a metric specific to that goal, such as time-to-promotion. All these metrics can work in conjunction with your Glassdoor ratings and review sentiment; ideally, as you work on improving your culture, you’ll notice an upward trend of employee satisfaction.

If your goals are primarily recruiting-based, such as reducing hiring costs or making many hires to fill out a specific team, you’ll want to track metrics like cost-per-hire, time-to-hire and quality-of-hire. Then carefully monitor your Glassdoor profile views and demographics to see if you’re attracting more candidates to your profile and if they match your hiring targets. Finally, don’t forget to check how your company ratings fare against the competition.

Set a reporting schedule

Without a time-based plan, you may forget to monitor your employer brand and miss out on key successes or opportunities for improvement. We suggest the following schedule:

• Weekly: candidate quality.

• Monthly: Cost-per-hire, time-to-hire, applicant-to-hire, candidate demographics, recommendations, ratings against competitors.
• Quarterly/annually: Overall themes and sentiment, retention rate, quality-of-hire, employee engagement, ratings trends, CEO rating.

With a clear picture of the metrics to track based on your goals, and a schedule for monitoring, you’ll learn what efforts worked, and how well. Best of all, you’ll have real-world data to inform and build the case for next year’s employer branding programs (and budget).

[recommended_posts]

Learn more

For an up-close look on managing all the data associated with your employer brand, download our eBook Talent Analytics for Dummies®, Glassdoor Special EditionTalent Analytics for Dummies®,Glassdoor Special EditionTalent Analytics for Dummies®,Glassdoor Special EditionTalent Analytics for Dummies®,Glassdoor Special Editionand flip to Chapter 5, “Employer Brand Analytics 101.”

The post How to Measure Your Employment Brand appeared first on ROW | Glassdoor for Employers.

In an age of big data, more and more companies are ramping their analytics teams.

Their goal? Make better decisions based on metrics and intelligence collected from all areas of the organization (sales, recruiting, advertising, website, apps) and the audiences they serve or attract (employees, customers, job candidates).

But where do you start?

The case for talent analytics

Our new eBook, Talent Analytics For Dummies®, Glassdoor Special Edition, was written to help you answer questions like these:

• Which recruiting programs were most successful?
• What regions or departments did the company have the most success recruiting in?
• What sources of hire have had the longest duration and greatest success and net the best quality employees?
• How do candidates feel about your interview process?

What should be measured

As you dive into talent analytics, you’ll want to take an inventory of all your available data. The most basic metrics you should track include:

• Number of hires
• Sources of hire and cost-per-source
• Time‐to‐hire
• Recruiting team size
• Program budget
• Staff budget
• Recruiting systems available data

For further details, see Chapter 3 (“Reporting on Talent Analytics”) inside Talent Analytics For Dummies.

Who should care about talent analytics

Your company’s ability to attract top talent touches everyone within the organization. Therefore, upping your talent analytics game means engaging a wide variety of teams—from upper management to public-facing departments like marketing and public relations.

Here’s a basic list of stakeholders who should care about talent analytics:

• CEO
• Human resources
• Public relations
• Marketing
• Recruiting
• Hiring managers

Your mission? Identify the the top people from these groups, engaging them with questions (e.g., “Is there a way to lower our cost-per-hire?”) you hope to prove talent analytics can answer.

Keep a talent analytics reporting timeline

As you set up your tracking and identify which metrics to track, you’ll want to set up a reporting schedule. Depending on the size of your company and the number of hires you make per year, a monthly schedule may not net you enough data to inform your decisions.

Set quarterly or yearly reporting deadlines to review the success of your recruiting programs. The data you collect and share with your team will bring new insight into how your company attracts and even retains talent.

Signing up for talent analytics

In short, taking an analytical approach to “the numbers” requires a strategic shift in how companies process intelligence about their hiring and brand. Gone are the days when HR could simply clone a recruiting budget for the coming year without knowing whether last year’s actually delivered ideal-fit candidates at a reasonable cost-per-hire or efficient time-to-hire.

The post Are You Getting the Most Out of Talent Analytics? appeared first on ROW | Glassdoor for Employers.

Millions of candidates rely on Glassdoor to find jobs and get an insider’s view of what it’s like at any particular company. Specifically, 50 million unique users from around the world visit Glassdoor’s mobile applications and website monthly*. And, according to Comscore, it’s the second-largest job site in the US and one of the fastest-growing in the UK, yet many companies are still unsure what to do with Glassdoor.

I’ve been a Glassdoor advocate from the start. First, when managing the employer brands for both eBay and Visa International, then, as head of employer brand for Glassdoor itself. Now, as a Senior Partner at consulting firm Employera, I regularly help companies optimise their paid and unpaid Glassdoor strategies for powerful recruiting results. I’ve learned some things along the way:

1. Assign Ownership

Someone needs to own and manage your Glassdoor strategy and execution as part of their role. Without clear ownership, your Glassdoor programme will fall through the cracks. A great strategy will combine efforts from recruiting, brand and marketing, and communications. But responsibility for the programme must be assigned to one person.

2. Assess, Analyse & Benchmark Your Current Glassdoor Presence

It’s important to see what your candidates are seeing, along with where you sit in the competitive landscape. As a starting point, you might use a framework like the one we developed at Employera. Rate your company and each of your competitors on the Glassdoor attributes shown in the illustration below, which fall into 3 categories:

• Ratings and comments, which have implications for reputation and feedback for organisational improvement.
• Optimisation of Glassdoor profile features – messaging, branding, content (video, photos, updates, employer responses)
• Data – number of reviews, trends, etc. Gather your data and insights, and use them to underpin your strategy.

4.Develop a Response Strategy Endorsed by HR, Executive Leadership, Communications & Legal

There’s a reason you should respond to your reviews: 62 percent of job seekers say their perception of a company improves after seeing an employer respond to a review, according to a Glassdoor US Site Survey in January of 2016. Creating a response strategy takes the mystery out of how, when and why to respond.

Your response strategy should include:

• Messaging platform:Design a message platform around the key themes. Note: This is not about writing canned responses. It’s about ensuring alignment and clarity up front on the key messaging you want to reinforce when writing your responses.
• Response rubric:Identify who responds to what. Knowing and having agreement on what the CEO vs. CHRO vs. business leader or manager should respond to allows you to respond quickly and accurately, showing candidates and employees you are listening and that you care.
• Timeline for approvals:Establish protocol and a timeline for review and approval of responses.
• Process:Identify ownership and ensure alignment and participation from all parties.

[Related: Results of Responding to Reviews]

4. Authentically Engage Your Workforce to Ensure New Reviews

Candidates are looking for recent and relevant reviews. And, the more reviews you have, the more complete your company’s story will be. So yes, you want to engage your employees to leave reviews. The most successful and authentic way to do this is to operationalise the ask as part of your current communications and procedures. For example, you might include a link to Glassdoor in the email that goes out to employees at their 90-day or mid-year review, with a simple ask to share their experience with potential candidates. Including a link to Glassdoor and an invitation to share their experience in these communications is an easy way to invite feedback throughout the year.

5. Optimise Your Profile for Recruiting

Few companies consciously optimise their profiles for recruiting. You don’t have to just replicate what’s on your career site or tell your generic overall company story — you can hone for your candidate audience/s. And unlike a career site, you can easily update all your content anytime. 3 out of 4 Glassdoor users are more likely to apply to an open job if the employer is active on Glassdoor (e.g. responds to reviews, updates their profile, shares updates on the culture and work environment).** Whether you are a paying customer or not, there are available options that allow you to actively manage your profile and design content for your specific audience/s.

• Messaging. In addition to more general company information, make sure the story you tell about your workplace is articulate and specific enough that the right candidates opt in, while those who are looking for something different opt out. You’re not trying to hire everyone, just the right ones.
• Tabs. (PAID FEATURE) Think creatively about how to leverage your tabs. You don’t have to parrot what’s on your career site. And you can update content at any time. How about including a “Featured Jobs” tab, where you post and highlight key open roles and link to a short video from the team and the application URL? How about a “Key Projects” tab where you regularly highlight key projects or go behind the scenes on something new? Get creative. Be specific. As a paying customer, it also pays to make sure you’re advertising your own jobs on your own profile page.
• Posts. (PAID FEATURE) Don’t post generic content found on your social channels. Ensure the articles you share support your recruiting efforts. Articles that perform well are ones that give candidates insight into what it’s like to work at your company and how to land a job with you. Sure, share great news about your company, but remember your audience. Go beyond just duplicating what candidates see elsewhere. Curate content for the job seeker.
• Photos. Together, your photos on Glassdoor tell a visual story about your brand. Be sure that your photos tell a complete one — your different locations, teams at work, social aspects, community efforts, etc. Be mindful of the quality of photos. You want to be authentic, but you are also representing your brand.
• Videos. Make sure the videos you link to are current. And that the links work… you’d be surprised how many don’t.

[Related: How to Recruit the Informed Candidate]

6. Establish a Feedback Loop

Your strategy needs to include a feedback loop for executives with actionable insights that can lead to meaningful change. Your employees and candidates aresharing their feedback, and Glassdoor provides a great opportunity to listen and learn. Regular reporting ensures your executives know what’s going on and helps them stay on top of critical issues. Responding to employees, both on Glassdoor and through internal communications about the changes you’re making, lets your talent community know that you’re listening and taking action to improve.

Don’t be afraid to engage on Glassdoor. Your candidates are coming to your profile because they are interested in learning more. A solid strategy removes the mystery for everyone and lets you actively manage, monitor and improve your Glassdoor presence with confidence.

Need an objective professional assessment or assistance with your Glassdoor strategy? We can help. Click here to learn more.

Kirsten Davidson is Senior Partner, Employer Branding at Employera. Kirsten heads up Employera’s Employer Brand practice. Previously head of Employer Brand for Glassdoor, she is a go-to industry pro for building, improving and managing your employer brand.

Employera helps large and mid-sized companies solve difficult challenges in attracting, hiring and keeping the right people. Services include employer branding, recruiting operations consulting, employee engagement, culture, and experience design.

**Glassdoor US Site Survey, August 2017

Learn More & Download

Talent Analytics for Dummies

Take the guesswork out of branding and recruiting.

The post appeared first on ROW | Glassdoor for Employers.

Every business needs a great team. And sometimes the difference between a business that succeeds and one that fails comes down to the kind of people they hire.

If you’re a small business, you definitely don’t have a large budget to throw around on expensive employer branding or outsourcing your recruitment to a staffing agency  –  especially ifit costs the average US company £3,100 to replace one employee.

So you need to find an inexpensive and organic way to hire the best people into your company.

Enter Pinterest.

Pinterest is a virtual image-centric (read: multimedia) board or catalogue for ideas. Say you find a recipe, a dress or some idea you’d like to save or share, Pinterest enables you to save, organise and arrange them the way you want. It’s a great source of ideas for anything of interest  –  including recruitment.

Why using Pinterest for recruitment makes sense

For a platform that works more like a bookmarking site than a social network, Pinterest boasts enough amazing numbers to pique any recruiter’s interest. The site currently has over 150 million registered users worldwide. Pinterest usage figures for the UK include:

- 29% of online adults (13% use it daily)

- 38% of online adult women

- 20% of online adult men

- 50% of online millennials (age 18-29)

Unlike Facebook, Twitter and LinkedIn, Pinterest is still green as only a few recruiters and companies currently use it as part of their recruitment strategy. So getting in on it now makes you one of the few businesses leveraging the platform to attract and hire quality talent.

It presents a great opportunity to connect with hard-to-find talent you might not easily reach through other traditional channels.

The kind of candidates you will find on Pinterest

You can find almost all kinds of professionals on Pinterest. However, with the majority of Pinterest’s user-base being women, it is arguably most suited for hiring female candidates.

You’ll also find a large array of top creatives and freelancers who regularly use Pinterest to share creative ideas infashion,photography,recipes,web design,architectureand more.

Can you find accountants, lawyers and engineers on Pinterest? Yes. See what I found when I searched for accountants:

How to attract top talent on Pinterest

Attract the perfect candidate using pin boards. Pin boards are like a clean whiteboard where you can save, organise and share your pins. To hire specific candidates, you’ll need to create as many boards as possible to effectively communicate to the candidates you’re seeking to hire. Let’s get to it, shall we?

Start with an About Us board.Use this board to tell prospective candidates about your company – from your mission and vision statements to who makes up the management team and exactly what it is you do. You should give as much information as any candidate would need to make an informed decision about your company, so try to paint a good picture.

Next, create a board to showcase your company culture and people. Use this board to tell potential employees what work feels and looks like in your company. Add plenty of pictures of your staff at work, at lunch, retreat, vacation, etc. Show the cool side of your company. This board is important to ensure a cultural fit between you and the candidate—make culture and values very evident. Borrow some inspiration fromTaco Bell.

Also create one job board for every job opening.If you have tens or hundreds of positions to fill, then create a board for different job categories. You can create one for Marketing jobs, another for IT jobs, etc.

A good rule of thumb for every board is toalways include a web link to the specific job page on your website  –  not your homepage or another unrelated page  –  so candidates can find more information about the job and decide whether to apply or not.

A few other tips to help you find top talent on Pinterest

Optimise job posts on your website.Ensure the job page on your website is optimised for Pinterest. Include quality images and a “Pin it” button on every job post so it can be easily shared. The more website visitors who share the job postings, the greater the chance of your choice candidates finding it.

Attracting top talent requires building real relationships with candidates.Resist the temptation to treat candidates as mere numbers or commodities. Don’t simply dump them into your ATS after they have applied. Continue to engage with them on Pinterest, respond to inquiries, provide feedback, etc.

Use Pinterest’s advanced search system.Pinterest allows you to search for pins, boards and people who interest you. You can find top pinners who may just be the right fit for the role. When I searched for web designers, this was what I found. You can click on each profile to see their portfolio.

Use Promoted Pins to gain more visibility for your company boards.With Promoted you can pay to show certain pins at the top of search results and category feeds. Promoted Pins offer advertisers a wider reach for their content. You can promote your job boards, team workouts, retreats, etc.

Onboarding new hires.Go beyond using your Pinterest account to attract talent. You can also leverage it to welcome and onboard your new hires. You can create onboarding boards like Career Advice, Life at [your company name], Interview Advice and more.

So there you have it: a beginner’s guide to using Pinterest to find, attract and hire top talent. What other ways do you think brands can use Pinterest to find their ideal candidates? Let’s hear it below.

The post Why Using Pinterest for Recruitment Makes Perfect Sense appeared first on ROW | Glassdoor for Employers.

Recent nursing school graduates may be easy to hire but when it comes to experienced ones, companies of all sizes are competing for a limited talent pool.

It doesn’t help that these days nurses are highly specialised and are practising their profession in a slew of settings whether it’s a hospital, skilled nursing facility, long term care clinic, urgent care facility or even in drug stores, making the competition all the more fierce for recruitingskilled nurses.

“Recruiting needs to be focused on the speciality needed,” says Patricia Sweeney, human resource manager at Old Colony Hospice and Palliative Care. “The employer must know exactly what skills they need and be able to advertise those skills.”

When it comes to recruiting experienced nurses, companies have to go after this group in a different way than when recruiting a marketing professional or accountant. Often the good nurses aren’t actively looking for a job but would be willing to jump ship for the right opportunity.

“If you look across all professions people want a pay check but most nurses want to do the best work of their life,” says Dr. John Sullivan, a HR professor, corporate speaker and advisor. “It’s not will you pay me. It’s do you have the best equipment, do you have the best doctors, do the nurses get the opportunity to make decisions and try new things.”

Because nurses rank those things higher than a pay check a medical facility that cares for children will likely draw experienced nurse as well as a brand name research hospital like Mayo Clinicin Rochester, Minnesota. But it doesn’t mean the small institutions can’t bring good nurses on. They just have to make sure they highlight all the good attributes in the recruitment material. Similar to how employees of small businesses wear multiple hats, in a small hospital or facility the nurses will likely have a direct impact on the patient, get more responsibilities and deal with less bureaucracy, all of which should be conveyed during recruiting, says Sullivan.

Understanding what nurses want is half of the challenge the other half is finding good nurses to recruit. According to human resources experts, with nurses one of the best ways to find that top talent is from referrals from other employees or nurses in the field. “If a nurse is happy somewhere they will bring three friends with them,” says Jean Scheuer, vice president of advertising for Gannett Healthcare Group which operates nurse.com, a Website that provides job and education resources to nurses. “It’s all about recognition and retention inside the facility but when you are recruiting you should highlight what makes you stand out.”

Indeed at Old Colony Hospice and Palliative Care, Sweeney says her best resource for finding experienced nurses is references from current employees. According to Sweeney the nursing community is small and nurses move around setting up situations where they are meeting other nurses from different venues and sharing experiences. If someone is happy at a certain facility they are apt to spread the word making the facility attractive to others in the field. “The majority of CVs we receive are unsolicited and result from a specific visit to our website or because they met someone who works for our organisation,” says Sweeney.

In addition to word of mouth referrals, companies looking to recruit nurses have to do more than put a help wanted ad in the newspaper or on a job board. Even though nurse.com is online, it still puts out a monthly and/or bi monthly print magazine that is mailed out to more than 700,000 nurses across the country, provides further education and holds events. While a nurse may not give a job ad online a second glance he or she will spend time reading articles about their colleagues or their field and if there is an ad in that magazine potentially even see that. “To reach the passive seeker it has to be a combination of print, digital and then of course you,” says Scheuer.

At the end of the day, companies that want to get the best nurses have to be where they are and one place they will find an abundance of good ones is at certification classes. Many nurses will take advanced classes and certification programmes and if someone from your facility or hospital teaches one of those classes he or she will have access to a slew of nurses, says Sullivan. If it’s not a further education course, then recruiters should do their research and find out what nurses are into and then hold a class or event focused on that, he says. Sullivan says medical facilities that are written up in a journal or magazine or sponsor professional events will also have more access to good nurses then ones that don’t. “The top professionals don’t look at job ads,” says Sullivan. “Employers have to find other ways to get in front of them.”

The post How to Recruit Nurses appeared first on ROW | Glassdoor for Employers.

The goal of all of your employer branding efforts should beto create differentiation and preference in the minds of both current and future employees within a desired target group – one which you want to recruit and retain from. Once differentiation and preference is created, youbecome an employer of choice (otherwise known as the “top of mind” choice) for potential candidates in your industry.

But, in order to create differentiation and preference in the minds of the candidates we’d like to employ, we first need to understand how candidates make decisions when it comes to deciding who they’d like to work for. Only once we understand how our candidates think and what they do at each stage of their decision-making process can we hope to effectively influence it with our employer branding messages.

Today, we aim to make clear the decision-making process of the candidate and show you how you can affect it successfully at each stage:

The candidate decision-making process

When we mention the decision-making process, many of you may automatically conjure images of the traditional, linear consumer decision-making funnel as set out by many marketing theorists in the past. However, there are many people who now believe that thetraditional modelhas become a littleredundantin recent years. Which is whyMcKinseydecided to develop a newer, more accurate version of the consumer decision-making process. This is the process we will be following:

There are four stages of this “Consideration Loop” and each stage is affected by different employer branding efforts we make.

Step 1: Initial consideration set

At this stage, the job seeker is aware that they need/would like a new job and they already have a couple of employers/companies in mind that they might like to work for. Companies in the candidate’s “initial consideration set” can be three times more likely to be selected eventually than companies that are not initially considered. So, if we want to attract the right candidates our employer branding efforts at this first stage of the candidate decision-making process will be some of the most important. And, at this first stage, it is your direct marketing efforts that are going to be the most important factor in influencing initial awareness as a “top of mind” employer.

Things to do to influence candidates at this stage:

1. Update your careers site. It should be designed with a “customer first” mentality and built around the candidate’s needs. As a result, it should be simple to navigate and should include important features like an FAQs page and things like employee stories in the form of videos or blog posts, photos of your staff days out, employee testimonials, and anything else that demonstrates what it’s like to work for your business. The key to getting this right is asking yourself, “what would I like to see and find here if I was a candidate using this site?”.
   
2. Have a career portal. A dedicated section of your website that houses information on separate industry/function specific options with your company (e.g. Marketing, Engineering, Finance, IT, and Legal), useful career information and tools (e.g. career advice, pay and benefits info, office locations etc.), news about the company, and help regarding the specific role they wish to apply for (e.g. the option to live chat). Check out Intel’s career portalfor a greatexample of a successful career portal.
   
3. Advertise! People don’t spend great amounts of time on job boards, nor do they spend vast amounts of time on LinkedIn. Recruiters do, but not candidates. Therefore, we need to ensure we are able to influence them where they hang out in places where spend their time online includingplaces likeFacebook, Twitter, and Google. To do this, you can usere-targeting adson these sites and apps to grab their attention and start creating a consciousness about your organisation.
   
4. Attend offline events. Making a conscious effort to also have a physical presence at events where your target audience of candidates may also be including on-campus career days, national career fairs, and on radio and TV.

Step 2: Active evaluation

At this stage, the job seeker begins carrying out active information searches about those pre-conceived employers/companies and the wider industry and will either add or subtract potential employees from their list as they evaluate the employers individually and what they want from their new job.Because the candidate will add as well as subtract companies from their consideration set at this stage, our recruitment marketing efforts become exceptionally important here.Once they start investigating their options, the biggest factor in influencing them towards your company is the data they actively search for online including qualification of your reputation through employee reviews and comments.

Things to do to influence candidates at this stage:

• Showcase reviews and ratings. Your candidates are going to places like Glassdoor in an effort to discover what it’s really like to work with your company. So, encourage your employees to leave reviews on these sites. Want to know what good looks like? Check out theemployee reviews for Google on Glassdoor.
  
• Monitor your social media sites. How you respond to potential candidate questions on places like Facebook and Twitter has a big impact on their opinion of your company. If they leave a comment on your Facebook Company page asking what they can expect from your application process and you fail to answer it, they will assume your company aren’t interested in helping potential candidates and will take their skills and talents elsewhere. Actively monitor your social media accounts and have policies in place to ensure that if a candidate does ask a question or pose a query, it will be answered by a member of staff within a particular timeframe.
  
• Optimise for SEO. When someone runs a Google search for what it’s like to work at your organisation, what results do they get? Are they coming up with five star reviews on Glassdoor or are they directed to a disgruntled rant by a former employee? Google yourself to find out and check outour recruiters guide to SEOfor more information on how to get one page one of Google.
  
• Reach out on professional networks! Candidates may try to reach out to current employees on the likes of LinkedIn via their extended network, to ask them what it is they like about their job or working for your company. Have you given your employees the knowledge, tools and resources to be able to be able to answer those questions? Empower your employees to answer candidate queries and encourage them to answer these queries should they arise. After all, it is a very good marker is to the excellence of the company if it’s employees are willing to voluntarily recommend that others should apply to work there.

Step 3: Moment of purchase and closure

After carrying out their own investigation and evaluation, the job seeker thinks “yes, I would like to apply to work for this company”. Or, if they’ve been made several offers, they will choose the employer/company they prefer.

Things to do to influence candidates at this stage:

• Set expectations. Have an FAQs section on your careers site that informs candidates as to what they should expect from the application process and the interview process. If your ATS asks them 10 pages of questions and normally takes 40 minutes to fill out, tell them they will be asked 10 pages of questions and they will need 40 minutes in which to answer them. If you usually conduct a phone interview before a face-to-face interview, tell them. If you prepare people and tell them what they can expect from your application process in advance, they won’t be in for any nasty shocks. They’re expectations will have been set and as long as you then meet those expectations, you have made the application process a pleasant one for them. Check outGlanbia’s Graduate Recruitment Processas detailed on their graduate programme website.
  
• Monitor your social media sites. As we stated in the Active Evaluation stage, if a candidate asks questions about your application process or anything else on social media, please be sure to answer them in a timely fashion and publicly – that way it will help other candidates looking for the same information.

Step 4: Post purchase experience

After applying for the job, the applicantbuilds expectations of the employer/company based on their experience. If they are to continue being loyal and refer their friends, the experience they get throughout the application and interview process is incredibly important.Once they apply, your career site and the interaction with your recruitment team becomes more vital in getting them over the line. For example, FAQs, interview tips, feedback etc.

Things to do to influence candidates at this stage:

• Give them the best candidate experience. What happens when a candidate arrives at your offices for an interview? Are they greeted warmly at the door by a member of the recruiting team or reception? Are they prepped before the interview? Are they over-prepped before the interview? Will the candidate feel that the interview they had was fair? Could they feel intimidated by the makeup of the interview panel e.g. four on one? Do they get a tour of the office?
  
• Provide high-touch feedback. The number one pet peeve for candidates when they’re actively seeking jobs is a lack of response from recruiters after their application or interview. Do not let your candidates fall into a black hole after they’ve made an effort to apply to or interview at your company. It’s rude and disrespectful. Transparency is key. Regardless of whether or not a candidate has gotten the role, be sure to provide them with feedback on their application and interview. If you can give them some pointers on where they could improve if they would like to re-apply to your organisation in future or apply elsewhere, that’s even better.

Conclusion

Like customers making a purchase decision, candidates need time to become familiar with your company before they will make a decision on whether or not they’d like to work for you. As recruiters, we very often tend to launch straight in with our job ads and tell them to “apply now”. We forget that it takes people a long time before they get to that “purchase stage” of actually sending an application, and that even after they apply we still need to nurture themto get them over the line.By highlighting each of the four stages in the consideration loop, and the employer branding efforts you can use to influence candidates throughout each of these stages, we hope you have gained an insight into the mind of your candidate at each stage and how you can reach them.

Want to learn more? Join our live webinar in association with Social Talent, “The Consideration Loop: Nailing the Candidate Decision-Making Process” on Thursday, 25 August 2016, 3 p.m. BST.

The post How to Influence Candidates at Every Stage of Their Decision-Making Process appeared first on ROW | Glassdoor for Employers.

If your company is more than a few years old, you’ve probably given a lot of consideration to your consumer brand. A strong consumer brand is essential for any product or service to differentiate itself from the competition and build a base of loyal users.

The concept of branding has been around since nearly the beginning of commerce, when artisans would mark their product and farmers mark their livestock. Employer branding, however, is a newer concept that originated in the mid-1990s, when employers began applying well-developed product branding principles to the employee experience.

As you set out to develop your employer brand value proposition, consider these five important ways that your employer brand is different from your consumer brand:

1. Audience. While your audience for your consumer brand is people who buy your product, your employer branding audience is your employees (both current and future). A much broader range of people will likely work at your company than those who buy your product. In fact, they may not be in the target audience for your company’s product at all. Not everyone who works for a children’s brand has children, not everyone who works for a medical device company uses that medical device.

The audience for your employer brand is also likely much smaller than your consumer brand. A food brand may sell millions of packages of food per year, but may employ only thousands of people and need to make only hundreds of hires per year. Your employees need only to believe in your product and mission, not necessarily use it.

2. Branding communication. Your consumer brand can be communicated to your target audience in many ways, including marketing, your customer website, social media, advertising channels, press and product reviews. However, your employer brand is communicated through your careers site, job descriptions, job ads, company reviews, press and social media channels.

A consumer brand’s communication exists primarily to sell products, while an employer brand’s communication exists to hire and retain staff. Because of this, the brand is communicated in different places. The employer brand is found on your careers website, job sites and review sites. It’s rare for a company to advertise jobs in places where consumer advertising appears, such as television, radio, or Internet display ads. Both the employer brand and consumer brand may use social media and press, and both prospective employees and customers may look for reviews.

3. Product experience. For your physical product or service, your consumer brand product experience probably includes what your product looks or feels like. However, your employer brand product experience is more about employee experience -- including benefits, perks, culture or career development opportunities.

A consumer product experience is usually something that can be seen, touched, heard, or tasted in the case of a hard product. Or it can be experienced through digital (e.g. software) or interpersonal (e.g. services) means. The employer product experience happens mainly through interaction; it’s the sum of all your prospective employees’ interactions with the company through viewing your branding communication, speaking with recruiters, hiring managers, employees, and reading reviews. For your employees, the employer brand is the experience of working at the company on a day-to-day basis and interacting with colleagues.

4. Engagement. Engagement with your consumer brand is transactional, and may be short term. Typically, people buy a product and move on. However, your employer brand engagement is likely to be long-term, considering your current employees stick with you.

Depending on how much your company’s product costs, the length of time consumers spend engaged with your brand can be very short (e.g., food products). Some products, such as cars or technology implementations, may have a longer engagement time, but it’s still a transactional relationship. In contrast, the employee is intimately engaged with your brand, spending eight hours a day or more within your walls and with the other people you hire. The choice of an employer requires significant consideration as the quality an employee’s livelihood and career trajectory depends on it.

5. Competition. In terms of your consumer brand, competition is limited to the companies who make similar products or services to yours. But in the world of employer branding, your competition is anyone who could be poaching talent from your pool.

If a customer doesn’t like your product, he or she can choose another. The product might even be returned or traded in for a competitor’s product. Consumer brand competitors are easy to identify because they make products that serve a similar function. In contrast, changing jobs is often a life-altering event, and job seekers may consider jobs with companies in a vastly different market. A graphic designer could work for a social media company or a shoe manufacturer. Because of this, your employer brand may have more competition than your consumer brand.

As you embark on the journey of communicating and strengthening your employer brand, download our eBook, Employer Branding For Dummies, to get a full employer branding primer.

The post How Your Employer Brand Differs From Your Consumer Brand appeared first on ROW | Glassdoor for Employers.

If you’re reading the Glassdoor for Employers blog, odds are you already know how important Glassdoor is for talent acquisition and employee engagement. After all,83 percent of job seekers are likely to research company reviews and ratings when deciding where to apply for a job (1), and over55 million unique users visit Glassdoor’s mobile applications and website monthly (2). Suffice it to say, if you haven’t invested in yourGlassdoor profile, you’re missing out on a serious recruiting and employee engagement opportunity.Buthow exactly can you create a Glassdoor profile that job seekers won’t be able to resist?

To answer this question, we created a handy infographic that breaks down the different features available on Glassdoor profilesand how you can make the most of them. Whether you’re building out your company profile for the first time or just looking for some tips on how to take it to the next level, this infographic can guide the way for you. Read on below!

1. Up-to-date company logo:Own your brand with the most recent version of your company’s logo prominently featured to lend an air of authenticity and ensure that visitors know they’ve come to the right place.

2. Engaging, dynamic cover image*:Add a high-quality image that showcases your company culture — bonus points if it links to a video!

3. Audience targeting activated*:Employer branding isn’t one size fits all — that’s why Glassdoor allows you to create a personalised view of your Enhanced Profile for up to four different audiences based on their occupation, such as engineering, sales, HRandmarketing.

4. OpenCompany status displayed:Show candidates that you stand for transparency by completing Glassdoor’sOpenCompany programand adding the badge to your profile.

5. Full repository of photos:Help job seekers picture themselves working at your company by uploading photos of your employees, company events and offices.

6. Basic company information complete:Share details on your company size, headquarters, industry, mission and more to provide candidates with the information they need to determine fit.

7. Open roles promoted*:Eliminate competitor job ads by advertising your company’s most critical open roles right on your profile.

8. Steady cadence of company updates:Get candidates excited to work for your company by sharing the latest on company milestones, news stories, product releases, community service, etc.

9. Social channels highlighted*:Invite job seekers to learn more about your company by linking to your official social media handles and embedding a preview of your social feeds.

10. Employer value proposition explained*:Don’t make candidates fill in the blanks for themselves—tell them why your company is a great place to work.

11. Review featured*:Received a review that perfectly encapsulates what it’s like to work or interview at your company? Select it as a featured review to ensure that it’s the first one job seekers see when researching your company.

12. Responsive:Let candidates and employees know that your company values feedback and is always looking for ways to improve by regularly responding to reviews.

13. Awards & accolades emphasised*:Third-party recognition is a powerful way to show job seekers that your company walks the walk when it comes to employee experience.

*Available onEnhanced Profilesonly.

1.Glassdoor Harris Poll, April 2017

2.Google Analytics, Q218 average

Learn More:

The post Here's What the Perfect Glassdoor Profile Looks Like appeared first on ROW | Glassdoor for Employers.