Call centers across America are training so-called “super agents.” These are call center representatives who are able to deal with any and all customer problems that come through the line. In an effort to reduce industry-high rates of turnover, call center recruiters are investing in hiring candidates who can go the distance.
The role of a call center representative is one of the few positions where assessment metrics during the interview process can reliably predict on-the-job success. Super agents need to have high achievement in things like communication skills, multi-tasking abilities, analytical skills, and more. As more companies begin to hire these super reps, the hiring process can begin to quantify the skills necessary to rise to the challenge.
Employee referrals have been around forever – arguably since ancient Rome, when Julius Caesar offered money to any soldier who recruited another soldier into the Roman army. Over the last decade, employee referrals have been the go-to source for recruiters searching for the “best” candidates. Data shows that candidates who have been recommended by existing employees have high applicant-to-hire conversion rates. And once they come on board, referral candidates tend to stay longer: 46% stay over 1 year, 45% over 2 years and 47% over 3 years.
However, as sourcing tools and recruitment management platforms get more sophisticated, do employee referrals still carry the same weight? Julius Caesar was definitely on to something. But, are employee referrals going the way of the toga now that new tools are changing the way recruiters work?
Job seekers will spend an average of 11 hours a week looking for a new job. That’s a lot of time spent reading job descriptions, and eventually, the endless lists of preferred qualifications and responsibilities start to look the same.
Just to get an interview, applicants need to submit a resume that caters to the open listing; personalize a cover letter; provide references; and more. However, many companies don’t go the distance to give their job descriptions the same level of attention they ask of a job seeker.
In the world of hiring, soft skills have recently become the holy grail of recruiting. Soft skills – emotional intelligence and interpersonal skills like communication and empathy – are among the most in-demand qualifications a candidate can bring to the table.
Why are soft skills the best predictor of success? How can hiring managers design a recruitment process that takes these skills into account?
For most businesses, recruitment proves to be a real challenge. With so many companies out there vying for the same jobseekers, what strategies can a business can implement to establish itself as the organization that everyone is dying to work for?
Hiring managers nowadays are increasingly turning to inbound hiring to automate processes that once ate up their schedules, but this innovation is just the first step in a larger trend toward enhancing your company’s recruiting efforts.
Offering the best salaries and ample opportunity for advancement simply isn’t enough to win the attention of today’s workers. Since people spend a significant percentage of their lives on the job, they want to work somewhere they can be proud of. That’s where employer branding — which focuses on a company’s values and culture — comes into play.