How to drive traffic to your job postings and get your hands on the best talent out there?

Computer giant IBM was in an unenviable situation till a few years ago. They were spending too much time in sifting through applications from candidates responding to its job postings. In 2016, IBM’s TAO Digital Recruitment Team began to use Visme, a data presentation and visualisation tool, to transform their job postings into online infographics that would engage and inform their target audience in as little as a single glance. A far greater benefit was that it allowed candidates to analyse for themselves very quickly whether or not they were the right fit for the job posted.

Social media is increasingly playing an active role in recruitment in this digital age. According to a survey conducted by SRHM, around 84% organisations are using it to find high quality talent via their job postings.

Let’s find out some more ways through which you can attract high-quality talent to your job postings.

  1. Update your social profiles: Social recruiting via LinkedIn or Facebook, or through the company’s website itself has become popular. Organisations can also create their own Facebook page and post ads to it. Bake’n Babes, established in 2013, specialised in making desserts made with preservative free and locally sourced ingredients. Just after 4 years of its conception it moved into retail and now the owner Julie Curry needed a way to find the right kind of candidates who enjoyed baking and were willing to learn. Preferring candidates who felt passionate and connected to baking, she chose to source candidates through Facebook. She was able to find job candidates within 7 days of posting a position and today 8 members out of the 9 member team on a payroll have been hired through Facebook. Sharing a job posting on the company’s social stream will help drive traffic directly to your job postings. You should also encourage your employees and followers to share your jobs with people who think would be great fit.
  2. Capitalize on free traffic with SEO: Make sure your job posting is optimised for search engines. Work on the title, description and META tags to ensure that they target the keywords and rank them higher. Don’t be gimmicky- saying that you are looking for a rockstar, Jedi or ninja, wont really get you anywhere. Try to always always always include the job title and the location. 
  3. Tweet it: You must be wondering why Twitter gets a special mention here when we have spoken about social media already. Tweeting your job posting with #jobs gets most searched for on Twitter by job seekers, especially the millennials. Not just that it also gets indexed by search engines especially for jobs posted on Twitter. In fact do #jobs on LinkedIn too and see organic impressions go up. 
  4. Provide a link anywhere and everywhere you can: Update all your company’s marketing and advertising material and see it do wonders for you. If you place your job postings at a specific job board or on your company’s website then mentioning a link to it on fliers, business cards that your employees carry around or even company brochures and leaflets can get you response from people who are interested in your business. 

Career sites and job boards are two fantastic places to post your job ads at. Did you know that 60 per cent job seekers start their search at a career site? And even if they were to get to know about a vacancy from somewhere else, chances are that 59 per cent will first look up your company’s website. Traffic to your job postings also can be increased via a well-thought out employee referral program.

Traditionally job ads have been posted in newspapers and other print media. Today the online world offers multitude opportunities for a job ad to be posted and seen by millions of people. Don’t forget that you can use your job postings to do more than just announce a vacancy- attract right candidates to apply, position your company as a great place to work and recruit talent efficiently.


What will be the cost of reinstating a high performing employee?

Or better yet, how much cost do you think you will save if the same star performer never left your team in the first place. Maybe cost is the wrong word, but that also factors in. Let’s use the word “value”. 

How much value will you continue to add to the business and to the team if this person never leaves. Turns out, there’s no yardstick for measuring that, it is as qualitative as it gets. But there are measurements for employee engagement and for attrition, retention, absenteeism and so on. 

People analytics as a discipline has been turning heads these past few years. Suddenly we have tons of data, both hard and soft, from in person and social profiles that tell us when an employee is Red/ Amber/ Green, or if they are bored, borderline disengaged (means they can be wooed back), actively disengaged and so on. it’s a science and more often than not the Human Resources function isn’t able to actively implement what they deduce to be the solution to these live employee case studies, because employee emotions are a fluid thing. They don’t stay as hard as data and are constantly evolving, forming and re- forming. 

What can you do? 

Ensure a culture of air cover

It’s never all of a sudden that an employee decides to leave. It’s a gradual process. Complement the Early Warning System that you have in place. Initiate candid and closed room conversations with Amber employees. Provide them with enough safety to talk about what seems to be bothering them. Many times, all they need is a mentor to see them through their internal discussions and assumptions. As part of Project Aristotle, Google spent 2 years trying to decode what makes or breaks a team. And what they came up with had very little to do with hard numbers, but more to do with unsaid behaviours and norms in the team that magnified collective intelligence and collective responsibility. All of that happens when there is sufficient air cover to not feel judged. Yes. Feel

Change with the times

Processes and policies need to be employee friendly, reasonable and of course reflecting the ethos of the organisation. But they also need to be relevant. 2017 was the year of continuous performance management. The shift was towards real time feedback and regular checkins, spearheaded by Deloitte. 2018 has moved into the implementation of the same with all the learnings of 2017. All of this is driven by “employee experience” of 2017. The point- keep it relevant. Glob­al giants such as Gen­er­al Elec­tric and Microsoft have completely stripped annu­al appraisals, rat­ings, cal­i­bra­tion meet­ings and com­pe­ten­cy assess­ments, focus­ing instead on reg­u­lar, qual­i­ty per­for­mance con­ver­sa­tions and feed­back. Deloitte’s 2017 Glob­al Human Cap­i­tal trends found that 96% of com­pa­nies who have done this say their process­es are now sim­pler and 83% say the qual­i­ty of con­ver­sa­tions between employ­ees and man­agers are far far better. 

Let some people go

Now this may sound counter- intuitive. A survey conducted by Nintex claims that 53% of employees do ‘not’ expect to stay at their companies beyond a tenure of five years. Another survey by Gallup determines that six in 10 millennials are prone to the concept of ‘job-hopping’. In order to let new thoughts enter the workspace, sometimes it is best to let some go. When faced with a decision of either continuing with the same person or letting someone new in, weigh the pros and cons basis what the organisation wants to be in the next 3- 5 years. 

All of these are a part of your employer brand. This is what makes your organisation appealing to those seeking a role with you. With changing times, branding your organisation to employees and customers is a matter of thought leadership.

Can you think as far as the next milestone or can you think in spite of the next milestone?

How does a focus on Sustainability give your Employer Brand an edge?

People today want to define the world that they live in. Or how they put it is “they want to choose” the world that they live in. They have varying opinions on sustainability, mindfulness, CSR and so. And a job seeker is a sum total of these and much more.

But herein lies the hook for people that have these sensibilities.

So, you see, a job seeker is not just looking at the profits that a company is turning but also the impact the company and its products and services have on people and environment around them. The company is being scrutinised by the prospective employees. That is why sustainability, as a business practice, makes for a great employer branding tool.

  1. Gives you an advantage: About 88 percent of millennials, interviewed for a survey, believe that it is important to be part of a company with the right kind of culture. Firms that have a sustainability plan in place have an upper hand over their competitors and stand to attract the largest and the best chunk of fresh graduates that come looking for job opening in the market with this mind set.
  2. Helps build a solid reputation: In a survey conducted by telecom giant British Telecom, UK, 120 young professionals were asked about factors beyond salary that they would give importance to while considering a workplace. It was found that 33% of them associated great importance with corporate social responsibility and sustainability. Need we say more here? Ignoring to make sustainability a part of your employer brand can mean a lot of harm when it comes to simple thing as word-of-mouth publicity.
  3. Inspired and loyal work force: Companies that weave in sustainability initiatives are able to create more sought -after work cultures. One study found that companies that were able to embed this into their business strategy boosted the team morale by 55 per cent. The employee loyalty at such places too was better by 38 per cent than companies with no such plans and programs.