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Use self-selection to find out who is interested

To help better separate the wheat from the chaff, one should try adding another layer between resume-submission and the one-on-one interview. One option is inviting all eligible applicants to an open group event, such as an Open House. In article for the Wall Street Journal, consulting startup I Love Rewards Inc. describes how, of the 1,200 applicants who were invited, only 400 actually came. The CEO tells WSJ, ""That's self-selection... It's so easy to apply for anything but 800 didn't take the first step. That lowered the screening process." The Open House strategy also enables hr managers to see how people interact in groups.

2. Arrange for group interaction


Interacting with potential candidates in a group setting is an excellent way to see their character, level of interest, working knowledge, and communication skills. It also lets hr managers see if they are a good fit with their corporate culture. Interactive interviews can be conducted in different ways, but the fundamental feature is inviting select candidates in for a group session current employees can engage with them. One could plan for "speed-dating"-style interviews with each of them, as I Love Rewards Inc. did. Or one could take a more creative approach, and set up various activities that will give them a better idea of each individual's knowledge and passion for the industry, as well as their personality.

3. Handpick dream candidates and show them you want them


Passive candidates (those who are already employed and not actively job hunting) are most likely to be dream hires, but you'll never attract them without letting them know how much you want them. Reaching out in a really personal manner demonstrates that you're willing to go out of your way to get their attention. An article in BusinessWeek cites the case of video game company Red 5 Studios, who handpicked 100 ideal candidates and got to "know" them by researching their social media profiles and past work. The startup then sent each one a personalized iPod equipped with a welcome from the CEO. "The flattery paid off: More than 90 recipients responded to the pitch, three left their jobs to come on board, and many more potential hires discovered the company through word-of-mouth buzz generated by the search," BusinessWeek says.

4. Look for talent in unlikely places

The Director of Talent Acquisition at Quicken Loans tells the New York Timeshow his company (which is regularly listed in Fortune's "100 best places to work") hires fast while maintaining its corporate culture standards: by looking for great people in unexpected places. For example, the company once conducted a "blitz" of local retail stores and restaurants, sending employees out to interact with workers and offer interviews to those who really stood out. "Too many companies focus on industry experience when they recruit... We can teach people about finance. We can't teach passion, urgency and a willingness to go the extra mile," Quicken tells the NYT.

5.Advertise in places frequented by your ideal candidate


A less expensive suggestion from an article in BusinessWeek: buy keywords you think potential candidates might be searching for online. "For instance, my company, Rapleaf, is always looking for people who are interested in Hadoop, an open-source software framework that supports applications running across multiple, distributed computers. So we purchase ads that will appear when people search for keywords associated with Hadoop," the author writes. Online communities, as opposed to all-inclusive job boards, are another good place to target your recruitment process at a specific demographic. For example, if you're looking for a developer, try searching for the terms "developer forum"; you'll find multiple places just for developers where you can publicize that you're hiring.

6. GAMIFICATION
Mitres Job of Honor
Mitre Corp., an engineering and technology services corporation, noticed its workforce was growing older and wanted to reach out to a younger talent pool. After determining that 90% of its target audience used video games as a top form of socializing, the company created a game to aid in recruitment efforts. In Job of Honor, players take a self-guided virtual tour of the companys workplace and spend a day in the life of a Mitre project manager, completing tasks that are typically assigned to the position. In addition to effectively recruiting talent, Job of Honor increased the companys reputation among young talent. Within the first three months of the games release, the Mitre site received more than 5,200 hits and accumulated over 600 registered players in 48 U.S. states and 25 countries worldwide.

7. GO UNDERCOVER
Volkswagens hidden job ad When Volkswagen needed talented new mechanics, the European car company sent undercover employees to drop off damaged cars at repair shops across Germany. On the undercarriage of each car was a job ad. The unique placement of the job ads branded Volkswagen as an innovative company and brought in a number of new talented mechanics. And recruiters interacted with each mechanic when they dropped off a car, giving them a feel for whether the worker would fit its company culture.

8. RISE TO THE CHALLENGE


Googles cryptic billboard In 2004, a billboard in Silicon Valley read {first 10-digit prime found in consecutive digits of e}.com. Brainiacs who calculated the answer to the mathematical puzzle knew the billboard directed them towww.7427466391.com. And when they visited the site, they were presented with another challenge. Only those who entered the correct answer were redirected to a page that said: Nice work. Well done. Mazel tov. Youve made it to Google Labs and were glad youre here. One thing we learned while building Google is that its easier to find what youre looking for if it comes looking for you. What were looking for are the best engineers in the world. And here you are.

The unconventional sourcing strategy is effective for several reasons. First, the billboard generated buzz on mathematics and engineering blogs and forums even before anyone knew the billboard was the work of search engine superstar Google. In addition to engaging the right audience, the puzzle worked as an effective filter for the applicant pool. Only those who could figure out the billboard riddle, were curious enough to visit the website, and continued on to correctly solve another puzzle were invited to apply. This left Google with a group of candidates that clearly enjoyed and excelled at solving complex puzzles.

9.CONTESTS
Department of Defences robotics race In 2003, the U.S. Department of Defence wanted to upgrade the ground vehicles used in the battlefield. At the time, unmanned vehicles were operated by remote control, and the Department of Defence dreamed of self-guided vehicles that required no human control. To find engineers with the talent and innovation required for the project, the Department of Defence sponsored a Grand Challenge contest. Each participating team created a 100% autonomous robot that could steer itself using computerized mapping systems. On the day of the contest, each teams robot competed in a 250 mile race over difficult terrain. Dozens of companies, universities and computer scientists participated all of whom fit the job description. In addition to creating contacts with qualified participants, the Department of Defence recruiters mingled with spectators, who presumably shared an interest in the specific type of engineering.

10.SOCIALIZE
Hard Rock Cafs Work for Us app

When The Hard Rock Caf faced the challenge of sourcing 120 serverand manager-level positions in four weeks, the company knew it needed an affordable way to rapidly attract applicants. Recruiters felt that many of its consumers were viable candidates, so Hard Rock turned to Facebook to both improve its brand and attract applicants. After creating a Facebook page and Work for Us app from scratch and attracting fans through innovative music-related content and rewards, Hard Rocks Facebook page went from 0 to 1,000 fans in less than 24 hours and up to 6,100 in four days. Hard Rocks viral movement was successful because the company recognized its audience and the type of content that audience typically shared and translated this into the creation of a strong employee brand. The viral campaign resulted in 1,000 interviews and 120 hires with a 95% acceptance rate. While Hard Rock typically spends ($25,000) on recruitment campaigns, this whole campaign only cost ($2,000,), resulting in an ultimate cost per hire of ($16.).

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