Not Getting Enough Employee Referrals Time to Think Outside the Box

Not Getting Enough Employee Referrals Time to Think Outside the Box Not Getting Enough Employee Referrals Time to Think Outside the Box According to LinkedIns 2016 Global Recruiting Trends report, employee referral programs are a top priority for many organizations. This is because employers realize that structured and well-executed referral programs attract more qualified candidates, reduce turnover rates, improve employee morale, and lower both cost-to-hire and time-to-hire rates. These benefits ultimately impact the companys bottom line through increased productivity and improved customer service.Experts suggest that if you are notlage making at least 50 percent of your hires through referrals, it is time to step up your game. The problem is that many companies still rely on decade-old practices to promote their referral programs. Because of these outdated, ineffective tactics, employee referrals account for less than 25 percentof total hires in most organizations. However, comp anies with successful referral programs make up to 60 percent of their hires through referrals.If your company is having trouble generating the level of employee referrals it need, it is time to put the old recruiting strategies aside and think outside the box.Three Reasons Why Employee Referral Programs Dont Scale 1. Employees Are Not Aware of Job OpeningsMany employees are not even aware of all the current job opportunities available at their organization. At best, a typical employee only knows about openings in their own department. If employees dont know about jobs available across the organization, it is impossible for a referral program to work on a large scale. 2. The Referral Process Is TediousAnother obstacle that prevents employees from referring quality candidates is that many companies create long and tedious referral process?es. In order to make a referral, do your employees need to log into an employee portal, search for the job, find the job ID number, contact the fri end they wish to refer, get their friends resume, and then upload that resume?Employees may be willing to do this for a family member or close friend, but they probably arent going to go through all this trouble for every qualified candidate they know. 3. Large Social NetworksCan you name every one of your Facebook friends off the top of your head? How about all your LinkedIn connections? Email contacts?The truth is that most people cant even recall all their smartphone contacts without scrolling through them and neither can your employees.The average person may have hundreds of contacts in their personal and professional networks, but they can only recall a small fraction when asked. This doesnt mean they couldnt determine whether the members of their networks would be good job candidates just that the majority of their connections are not in their inner circles and, therefore, not top of mind at all times.About60 percent of employees have referred a friend, colleague, or family member for a job before. This suggests that your employeeswant to make referrals. The real question is, Will your employees search through their connections on multiple networks just to make a referral? Probably not. As a result, your employee referral program is limited to just your employees inner circles. Your company is losing out on hundreds maybe even thousands of prospective referrals because your employees cant connect their wider networks to your jobs.The Google Experiment Google tried many techniques to boost its referral program. The company tried to incentivize referrals by doubling the bonus employees received, but it wasnt enough. So Google tried something different aided recall.In his book, Googles former head of hiring Laszlo Bock writes that employees responded better and made more referrals when Google broke big questions down into smaller, more manageable ones. Instead of asking employees to provide general referrals (Do you know anyone we should hire?), Google made more specific requests e.g., Who is the best finance person you ever worked with? This use of aided recall helped to increase employee referrals at Google by 30 percent.Help Your Employees ReferIf you want to increase the number of referrals your employees make, you need to think outside the box like Google did. Since your employees are unlikely to recall every one of their social and professional network connections when new jobs open, you need to jog their memories.The good berichterstattung is that making this connection for your employees is now easier than ever. Todays best employee referral technologies can instantly scan your employees networks and look for certain skills, education, and experience that your company requires for a specific position. Once a match is found, your employees are notified of the connection and given the opportunity to make a referral if theyd like to.Make the Process Super EasyYour employees want to help you make better hires, but they are bu sy. They dont have time to go through a complicated referral process. It is crucial that you make it as easy as possible for all employees, at all levels, to refer qualified candidates. In addition, you need to maintain transparency throughout the process.If you arent getting enough employee referrals?, stop using standard recruiting tactics. Change the way the process works by investing in top-tier employee referral software. An effective and efficient employee referral technology should help your employees identify top talent within their own personal and professional networks. It should also streamline the entire referral process.Armed with the right tech, your company should see a significant increase in the number of qualified referrals it receives.A version of this article originally appeared on Medium.Rachna Singh, is the founder ofHachi, a data-driven, one-click referral hiring solution.

Learn About USMC Enlisted Infantry Occupational Field

Learn About USMC Enlisted Infantry Occupational FieldLearn About USMC Enlisted Infantry Occupational FieldThe 03 Occupational Career Field in the U.S. Marine Corps are combat arms related in the Infantry. The USMC Infantry are ground forces that are trained to locate, close with and destroy the enemy by fire and maneuver, or repel the enemys assault by fire and close combat. Riflemen (0311) serve as mounted or dismounted troops and act primarily as scouts, assault troops, and close combat forces within each infantry unit.The Infantry are amphibious warriors who provide versatility in chaotic and uncertain conditions of crisis and conflict. They employ a variety of weapons and systems. Through communications links, supporting arms, (artillery, naval gunfire, and close air support sea-based) the USMC Infantry are capable of combat onto vital littorals in any climate or place, day or night, against opposing forces. The Infantry is capable of projecting a full spectrum of combat, includi ng NBC using maneuver warfare to locate, close with, and destroy the enemy by fire and maneuvering either on foot or mounted on trucks, assault vehicles, assault craft, or vertical assault aircraft. The USMC infantry MOSs can secure and defend self and vital terrain by repelling the enemys assault by fire, maneuver, and close combat. They are cultivated in a leadership continuum that develops the basic warrior through experience and coaching into a fully qualified non-commissioned officer and staff non-commissioned officer.A combat leader of Marines trains and directs the actions of Marines in teams, sections, squads, and platoons, while coordinating with higher and adjacent units and supporting units. Specific Marine Corps Enlisted Military Occupation Specialties (MOS) Below are the Marine Corps Enlisted Military Occupation Specialties which are organized under this occupational field 0311 Rifleman 0312 Riverine Assault Craft 0313 LAV Crewman 0314 Rigid Raiding Craft 0316 Combat Rubber Reconnaissance Craft 0317 Scout Sniper 0321 Reconnaissance Man 0323 Reconnaissance Man, Parachute Qualified 0324 Reconnaissance Man, Combatant Diver Qualified 0326 Reconnaissance Man, Parachute, and Combatant Diver Qualified 0331 Machine Gunner 0341 Mortarman 0351 Infantry Assaultman 0352 Anti-tank Missileman 0369 Infantry Unit Leader 0372 - Marine Special Operations Command (MarSOC) Critical Skills Operator (CSO) Not just everyone in the Marine Corps can do these combat professions.All require a higher level of physical fitness, mental toughness, and tactical skills that will be tested during boot camp, advanced training, and selection and assessment programs. unterstellung types of professions require your level of fitness to be above average prior to you attending the Marine Corps Recruit Depot - or Boot Camp/Basic Recruit Training. Often hailed as the toughest boot camp/basic training in the U.S. Military, your arrival in top condition will help you avoi d injury, learn your basic Marine Corps function, and help you reach your occupational specialty goals (if Infantry/RECON/other).The advanced opportunities in military combat specialties are many within the Marine Corps. Your performance and desire at Basic Recruit Training will determine your future occupation.Infantry Occupational Career Fields are competitive but vast enough to fit most peoples combat specialty wishes.

Rose-Hulman and Missouri ST Win Top Human Powered Vehicle Honors

Rose-Hulman and Missouri ST Win Top menschenfreundlich Powered Vehicle Honors Rose-Hulman and Missouri ST Win Top Human Powered Vehicle Honors Rose-Hulman and Missouri S&T Win Top Human Powered Vehicle HonorsThe entry from Rose-Hulman Institute of Technology, pictured here at the ASME Human Powered Vehicle Challenge West in San Jose, Calif., welches the overall winner of the event. The team also placed first in the mens speed race, and second in the design, innovation and womens speed categories.Engineering students from universities located across North America competed in two Human Powered Vehicle Challenge (HPVC) events that were sponsored by ASME during the past several weeks. The first meet, HPVC West, was hosted by the ASME Santa Clara Valley Senior Section and took place from April 24 to 26 in San Jose, Calif. The HPVC East event was hosted by the University of Florida in Gainesville from May 8 to 10.Rose-Hulman Institute of Technology, one of 29 teams competing at HPVC West, took top overall honors at the event, as it did last year and in many previous competitions. In addition to placing first overall, the perennial favorite finished first in the mens speed race, and second in the design, innovation and womens speed categories.Missouri University of Science and Technology (Missouri ST), another major force each year at the Human Powered Vehicle Challenges, placed second overall with its human powered prototype, as well as first in the womens speed category and third in design. The University of Hawaii at Manoa, which was new to the competition this year, took third overall, in addition to placing first in the endurance event, and third in the mens speed competition. The entry from the University of Hawaii at Manoa placed third overall at HPVC West, as well as first in the endurance event and third in the mens speed competition.Although it was the overall runner-up at HPVC West, the Missouri ST team went on to become the overall winn er at the HPVC East competition two weeks later. One of 31 schools competing at the event, Missouri ST, finished first in four categories - womens speed, mens speed, endurance and innovation - and placed third in design. The University of Alabama, meanwhile, took second place in the overall competition, having placed second in both the womens speed and endurance events. The University of Akron finished third overall and second in the mens speed category.For complete results from the ASME Human Powered Vehicle East and West Challenges, visit https//community.asme.org/hpvc/w/wiki/11346.results.aspx.