Team Hiring: When Everyone Plays, HR Wins

Webinar
Team Hiring
Transcript:

Melissa:        My name is Melissa. We are SmartRecruiters Demand Generation Manager and I will be your host for today. A little housekeeping before we get started. All lines are on mute during the presentation. There will be a live Q&A session at the end of the presentation, but feel free to enter in your questions at any time via the chat feature on the GoToWebinar control panel.

This presentation is being recorded and you will receive a link to the replay at the end of the session. We encourage you to engage in the conversation with our presenters and other participants via Twitter using @smartrecruiters and the hashtag, #hiringsuccess.

We are very excited to have with us today Lisa Maynard, Director of People and Process at The Springs Living; and Jason Buss, Recruiting Innovation Officer at SmartRecruiters. Now, I’ll turn it over to our panelists so they can further introduce themselves.

Jason:             Thanks, Melissa. Again, my name is Jason Buss. I’m the Recruiting Innovation Officer at SmartRecruiters. After spending the last 18 years leading enterprise talent acquisition functions, I made the decision to join SmartRecruiters and put an end to the [ATS 00:01:14] hell that so many of you are familiar with.

I’m very excited about my co-host today, Lisa Maynard, from The Springs Living. We’re going to talk about hiring collaboration and hiring teams. Lisa, I’ll turn it over to you to provide an introduction for our attendees.

Lisa:                My name is Lisa Maynard and my background is in healthcare administration, primarily, in senior housing. I spent 12 years … 13 years in the arena of administration for healthcare. I spent the last five years in HR for our company primarily working on strategic planning to help [guide 00:01:52] the workforces into our community quicker, faster and being great employees at our locations.

Jason:             Lisa, before we move on, could you share some facts about The Springs Living. Obviously, we have attendees from different industries and size of organization, so I think it’d be helpful if you just share some of the facts about The Springs Living.

Lisa:                The Springs Living is about 15 years old for a company. We’ve had some pretty major growth in the last five years. About five years ago, we have 300 staff. Currently, we are at 1,100 staff members. We have locations in two states. We are primarily in Oregon, but have some locations in Montano too as well.

Our home office is in McMinville, Oregon. We have a very small home office that supports our location. We, from the HR perspective, spend most of our time supporting the hiring managers that are in our remote locations throughout Oregon and Montana.

Jason:             We’re thrilled to have you on our webinar today to talk about some of the hiring successes that The Springs has achieved. Here’s an overview of our agenda for attendees.

We’re going to be talking about three main focus areas. The first is the concept of team hiring, the personas and stakeholders and then the shift of team hiring from traditional practices. Then, as Melissa mentioned, we’ll end the webinar with Q&A overall.

One of the reasons our attendees will appreciate your perspective, Lisa, is that used to be a hiring manager. Before moving into HR in 2010, can you talk a little bit about what your life was like as a hiring manager?

Lisa:                Sure. Healthcare is a very dynamic industry which is known for a lot of turnover. We were always in a phase of posting for positions and interviewing and hiring. It was one of the main elements of my position. Having about 120 staff members at the location I worked at, I spent most of my time trying to find the talent that we needed for our residents.

One of the things that was really frustrating for me at the time was it was left upon my shoulders to write the ads, find the place to recruit candidates. Then, when I receive all those applications I would have to screen them myself, try to guess who would be the best fit for the position.

It was … oftentimes I was also left with having to pay for the recruiting myself because we … at the time we’re a small company. We didn’t have credit cards or any way to process the online request for postings. I spent most of the time funding recruiting out of my own pocket.

Really when I had an open position, one of the things that … what I now … what I know now is that it took me a long time from open position to receiving applications to post … write the ad, post the ad, get the ad out on different job boards or even getting it in the newspaper … the old format of the newspaper. It was only published on Sundays, and so, you had to write your ads and if you miss your deadline by Wednesday you really wouldn’t make the job postings for that weekend, so you were even out further to even get candidates to come in. How we use to recruit five, seven years ago was drastically changed to how we recruit today and even in the last 12 months.

Jason:             Could you share what your recruiting and hiring process looked like before you implemented SmartRecruiters, how your organization reports recruiting? It sounds like the managers were left up to do most of the recruiting on their own?

Lisa:                Yes. Managers really were left to recruit completely on their own and hire on their own. Most managers were writing their own job application or job postings as well too. Even from position to position or location to location, our job postings were very different. They may be something as simple as, “Now taking applications”, to something very elaborate. There were a team of one and which was responsible for the entire process for recruiting.

Jason:             You’ve made a lot of progress [inaudible 00:06:29]. Can you talk about how you approach the implementation of moving towards the concept of hiring teams and leveraging SmartRecruiters’ hiring success platform overall?

Lisa:                Sure. We, a couple of years ago, found that we were starting to see the economy through its ups and downs. We wanted to find a better way to find the talent that was best for our residents. We’re healthcare, and so, the … our industry’s success is based on the relationship between our front-line staff and our residents. We wanted to make sure we were getting the right people in.

Roughly about 18 months ago, we started looking at various options. We also knew that the workforce was changing to be more electronic and we weren’t there at all remotely. Our … we were based primarily on heavy traffic of walk-ins. We were on a busy road and just guessed that we would get applicant coming in and we’re at the whim on who came in from a traffic.

We started posting postings on … using SmartRecruiters and it really is growing organically. It became very simple. The first thing that I noticed was we could write the ad and then it was out on job boards within a matter of minutes. That lag time that used to be my frustration, we were seeing the posting going out even within the same hour. You would see applications come in that same day. Our confidence in our recruiting went up and we started seeing applications come in right away.

We’ve spent the last 9 to 12 months working with SmartRecruiters’ platform across the board for all of our locations with the different managers. The platform is very Facebook-like for us. When we’re bringing on new managers, the time for that new manager to get up and running to post physicians within SmartRecruiters is very, very minimal. Most of our employees are reporting back to us that, “It’s very intuitive. I really don’t need any training. I already figured it out.”

Currently, how we use SmartRecruiters is that we have … now we have this library of job templates which is phenomenal because our managers aren’t left to have to write the job ads. The job ads are already there for them and they’re already proven to be successful and that candidates are coming in.

We have tne person that receives our job requests. Then, she will go ahead and post those job requests out to the hiring team. I love the option within SmartRecruiters so that when we do have varying positions across the board we can customize where we’re sending those job postings out on the job boards or out in the marketplace.

Previously, we were limited to … for instance, Craigslist was the primary site that we put in most of our postings or the paper. We didn’t know of any specialty boards that we could then go out and find talent that was specific to their work experience.

Some of the things that we have found success for currently within SmartRecruiters is the ability to adapt to job applications and posting mid-cycle. Sometimes we have a challenge with one specific position. We’re either not seeing the number of applications coming in or we would like to see more.

One of the things that we love within the platform is I can work with a hiring manager’s data location, specifically, maybe in Montana. We can go in and we can tweak something in the job posting or in the job board and then we will then start to see applications start to come in as well too. Previously, under the old system, it was the wait-and-see type of approach to recruiting where we can really be dynamic and we can jump in and tweak things as we go to get the candidates that we would like to see. Those are just some examples of how we are using SmartRecruiters now.

Jason:             It sounds like you’ve obviously made a lot of progress over the last year or so. Can we shift a little bit? Let’s about the concept of hiring teams and the personas of the stakeholders. Depending on the size of companies, the personas can obviously change. In some organizations, there’s a dedicated recruiting function and, in others, maybe an HR generalist plays a larger role throughout HR or has various support roles. Can you talk about the individuals that make up hiring teams at The Springs?

Lisa:                Sure. This is a really good example of where … initially, when we started with SmartRecruiters, we were very limited in how we used hiring teams. As we’ve developed using SmartRecruiters, we’ve become very involved and collaboration with its hiring tames have become more important. Really this is a function that has grown organically for us.

For us, we have … the candidates are coming in to SmartRecruiters to a hiring team and usually that’s a hiring manager and maybe one or two other stakeholders that are involved in this position, maybe the manager or a consultant who’s helping with orientation.

The hiring manager really comes … takes the candidate. It’s super simple. We use the star system where we rank the stars based on how each of the candidates see their … or how the hiring manager see the candidate and if they would like to interview that applicant.

Then, we take those … the applicants that rank the highest based on the star profile. The hiring manager then sets up interviews with the hiring team and it might be a collaborative phone conference, it might be just various interviews. We want two interviews at least for every candidate. The hiring manager will take that first interview and then someone on the hiring team will take that second interview.

It helps specifically in our workforce where we have locations in Oregon and in Montana where a stakeholder might be in Montana for a position that’s in Oregon. It helps us for any of the location issues that we currently have. Really … we went from a system that was very dependent solely on that hiring manager to a system that really is collaborative in using hiring teams.

What we’ve seen is an overall success in that candidate coming in. We had the classic statement of, “Who hired this person” to really we’re hearing more people say, “We hired a great person.” We went from “who hired” to “we” and it’s been phenomenal to see the success of these candidates grow faster because there’s more ownership in who they hired.

From an HR perspective, we play an oversight. We help in the support as far as do they have enough candidates coming in, do we need to tweak anything. We went from playing a key role in the actual hiring to a support role for these hiring teams because, at the end of the day, the person that the properties or our communities or our locations hire, it’s important for those relationships to be built than the relationship between the HR manager and the candidate or the employee.

We’ve really grown with this concept. It started out really small, but as we used SmartRecruiters it’s becoming … every position, especially key positions, always have a hiring team. It’s just been phenomenal from our perspective. It just takes a little time to have those relationships grow across the board. That’s how we use hiring teams within the The Springs Living.

Jason:             Would you say … it sounds like, obviously, the hiring manager played a key role before and you’ve shifted to teams and how big of impact would you say the technology played on that shift versus it just happening or how you transitioned to that?

Lisa:                The technology was really the backbone because the … we had the concept before. We had the concept that it takes two interviews to hire somebody. What we found is that managers are busy and they are not always on someone else’s schedule. For instance, if we have … we have a time difference between Oregon and Montana granted it’s only an hour, but then an example was we were having a hard time getting collaboration between those two managers.

It’s allowed … the platform, the technology has allowed the managers to operate on the schedule that works best for them. I have one manager who called me one day and say, “I really appreciate that candidate coming in on my phone. I know that I have the vacant position that’s critical that I fill and I can see those applications coming in real time, so I have more confidence in moving forward with filling that position.”

The technology has actually increased the manager’s confidence versus the concepts that when I was a hiring manager, it was a wait and see. I would show up the next morning. Do I have any applications for … to fill this real critical role? It’s really the basis of everything we do now and we’re seeing the workforces becoming much more technical. It’s easier for us when we have a lot of other staff work platform that are [inaudible 00:16:24], employees having a technology base. We’re also seeing employees come in that already have a basis of computer knowledge, so it’s helpful in other aspects as well. It’s really the backbone of what we do for recruiting.

Jason:             As I mentioned, each company is going to have different personas based on the makeup of their hiring team. I want to take a look in a little more detail of that candidate persona and how they interact with the company.

From our perspective, anyone on a hiring team without a marketing degree or IT skills should be able to quickly build a landing page or a microsite that gives candidates a real feel for a company’s opportunities overall. They’re not playing blind and randomly applying to jobs. This helps people … the right people self-selecting the cultures. Obviously, the wrong candidates realize on their own that they’d be wasting their time for applying.

Here’s an example of a career page builder inside of SmartBuilders. Lisa, I’m wondering if you could share your thoughts on the importance of your career site at The Springs Living. What features have mattered most to your team, as well as candidates as they’re looking for opportunities?

Lisa:                I think one of the things that we realized is we significantly underestimated the impact that a career web site would have for us. Prior to using SmartRecruiters, everything that we had was paper-based. We didn’t have any way to electronically track any type of candidate. It was a very manual process.

As we started using SmartRecruiters and a side benefit of SmartRecruiters was we were able to build a career web site, so that we could then post out our positions within our company. What we found was, in using … in looking at some of the analytics is that most candidates now will go out to your web site to do recruit to look at your culture, look at the benefits that you have to offer and that was the piece that we didn’t have before. For us, it was simple to build. I do not have a technology background, so it was a plug-in-play concept to come up with a career web site for us.

The thing that we’ve also started to venture into is using video across our company. We have some video links that we’ve been able to upload into the site. One day, just out of the blue I was able to embed the video link into our career web site and that day we also saw applicant tips and applications grow too as well, so for us the element of story to our company which was great.

Now, really we’re seeing our candidates that are coming in 50% are going … are finding our posting, but they are actually applying to our career web site. They’re doing some pre-research into who we are before they apply. Ultimately, at the end of the day, that’s a better candidate or more engaged employee when they really know what kind of company you are and the philosophy [would match 00:19:26]. That’s where we’ve seen the benefits.

Jason:             After a candidate visits the career site, our goal is to convert them into an applicant and it should be as simple as enabling a one-click apply process on a mobile device. Candidates don’t fill out long forms; they don’t want to sign up for an account anymore. Those days are over. Marketers know this and we also need to embrace this in recruiting, so here’s an example.

These are one of your jobs published by The Springs Living. You’ve shared an example earlier about how tweaking a job posting with a manager results in various increases in response rates. Can you share some more insights into that or an example of how you’ve been able to look at a current posting and make it more effective for candidates?

Lisa:                Sure. We’re in a business in healthcare and we all sorts of different titles that could be different industry to industry. For instance, we have positions called project managers that are very generic titles or they may be more of a construction-based job title.

We have been able to go in and if we’re not seeing the candidates come in with a work experience that we want for that position, we then can, in real time, tweak the ad so that we can further explain what that position is in detail and drive the work experience that we really want to see when we go to interview. The ability to real-time change applications has been phenomenal. We don’t change it too often, but when we do, it’s been nice to be able to do it right away. It’s one of my favorite features.

Jason:             After a candidate applies, we’re going to move through the process. Here’s an example of a conversation that lives on a candidate’s profile inside of the SmartRecruiters’ platform. The entire hiring team, whether you have a coordinator, a recruiter, HR generalist, hiring manager or even an executive leader above the hiring manager; everyone think literally on the same page all on one place, so there’s no opportunity for miscommunication.

Key decisions like whether or not to move forward with an over-qualified candidate or whether or not the [inaudible 00:21:47] could be adjusted … all of this can be done quickly and eliminates the need for dozens of e-mails and weeks of back-and-forth conversations

More importantly, to get synchronized as a hiring team, the team upfront must be defined and ensure that everyone’s on the same page. Talking about requirements and what are we screening and assessing talent against, this is obviously the foundation we believe for hiring collaboration as you can see here how that’s done in SmartRecruiters.

Lisa, could you share your approach to ensuring hiring teams are set up for success and how they approach interviewing and assessing candidates? What you … what work do you do upfront to make sure that that’s set up once a [rack 00:22:35] is opened?

Lisa:                Sure. This has really been something that we had to learn, just that goal, ahead of time with the hiring team because when it was just the manager doing the hiring by themselves, they would have a set of goals that were relevant, may be applied to them specifically.

For example, I can use a nurse’s position in which we have collaboration for different individual ownership into filling that position. Right from the get-go we talk about what are the elements for this nursing position that is key across the board.

When a candidate is interviewed by one position, they may interview very well. Then, what we found is maybe that candidate interviews with somebody else and [that trade 00:23:19] isn’t ranked as high. Then, the hiring team comes together and talks about, “Well, across the board, we interviewed three candidates and the [talk 00:23:28] that was most important to us was” … we have a lot of conversations in our company about culture fit.

When they’re coming together just [as a side 00:23:38] who would offer the position, we then have the same criteria that the person is measured upon. Everyone can collaboratively discuss that element because that is a key element in showing that position. It really brought us together on shared goals for filling that position.

Jason:             You can see here’s an example of a comparative scorecard where the entire hiring team’s feedback is featured side by side. It leaves a little question on how to move forward and takes away some of the feeling of risk for a hiring manager and it gives the recruiter or HR team admonition to make recommendations with whole transparency across the entire hiring team leveraging all of the data that was inputted from the interview process overall.

Having insights into the pipeline, that’s one of the most basic and key pieces of insights that an HR rep or recruiter or hiring manager needs to be effective. Instead of having to create a customer reporter dashboard, SmartRecruiters believes that the pipeline insight should be automatically generated and [leave 00:24:47] on the screen right out of the box. You can see an example of that on your screen.

Again, instead of generating reports after the fact of having the live dashboard for every single job we feel is vital for success. Having the insights right in front of you to know which sources are producing … asking questions like, “Where should I be spending more of my time?” For example, this screen tells me that I have no referrals yet for this job, so thinking about what can I do to increase referrals; what managers can I talk to employees; how can I help them share jobs on their LinkedIn network, etc.

Recruiters and HR generalists are too busy generating reports for every job. The data should bubble up live real time automatically for every single job and we presented it in a very simple straightforward way so the hiring team can react and make the next move into the hiring process.

In thinking about the concept of hiring teams, can you talk about how The Springs Living has used this type of information to become more competitive in your reports to recruiting and allowed you to adjust your strategy on the fly?

Lisa:                Absolutely. This is one of the dashboards that I look at frequently. Time to hire some positions or time to fill some positions are more critical than others. We use this dashboard to really give us a feel for where we’re at. Across the board, it was easy to see if I have a lot of candidates coming in, but my hiring managers are not working those leads. That tells me I need to go back to them and just cue them to say, “You have 30 candidates in there. Let’s start working those leads so that we can get those jobs filled,” because we have managers also have other tasks that they need to do too as well.

I like to see how long a job has been open. Sometimes jobs get stagnant. We want to close a job, refresh it, rewrite it and repost it and we’ll also see candidates come in there too as well.

One of the other features at the bottom is … that I look at all the time too as well is when managers are saying, “My … I’m seeing any applications coming in,” or the candidates have slowed down. I can come in and look at how long ago was this job posted out to job boards. In this day and age, something like Craigslist, it’s really only good for three or four days because there could be so many postings that then the application or the job posting gets lost.

This consists a lot of information in a really short period of time and I can really turn around and support the hiring manager or even the hiring team to really give them the tools to succeed. This is critical to the backbone of my recruiters for us.

Jason:             As you can see here, there’s access to deeper insights into things like cost per hire, spend per interview, spend per candidate across all sources, all channels and it’s very easily accessible. This has been considered the holy grail of recruiting. Many vendors exist entirely to adding on solutions on top of the APS to try to compute this type of information, but the data is rarely accurate. Recruiters have to go through a lot of effort to integrate with multiple systems and generate something as simple as the cost-per-hire report.

We feel the hiring success demand of these insights be generated automatically, again, in real time and that’s how our hiring success platform has been designed. Lisa, let’s wrap the thought around insights and how this impacts hiring teams. Can you share how you leverage the insights provided by SmartRecruiters and how it helps you drive some decisions around recruiting?

Lisa:                Sure. This has been an interesting data points that we weren’t used to having before. It was really looking at how do we best use these data points that we now have. What we would do is we would turn around and have a meeting with the hiring team or maybe the executive leadership team at a certain location and talk through the number of candidates coming in.

I think the [inaudible 00:29:00] I have is we have a location that the candidates … the managers were saying they were not receiving a lot of applications. At the end day, we could come in and look at this and say … compare locations and see by their location they were receiving candidates … really it was twofold to the other locations. We knew that there was something hot in this market as far as the workforce wanting to work in this market. We just needed to tweak the profile and the hiring teams got the candidates that they wanted to fill their positions.

We can use the data to make further decisions in workforce planning by various locations and really kind of use this for future planning than actually what we were using maybe the analytics was how do we solve that specific position. This also is helpful to find out the cost per interview because managers oftentimes don’t really think about the time and effort that goes into interviewing.

We actually had one interviewing we were chuckling. It costs us $200 for that interview. At the end of the day, you put a value on how important the interviewing time is and it refocused the managers to really realize that there’s a cost to interview, something they hadn’t really thought about in the past.

This is also the spot where it showed us … a few person and [a number of 00:30:28] applications were coming in via our career web site. It really made us [go 00:30:34] back to our marketing team and we’ve been able to tweak our marketing strategy based on the information we received out of SmartRecruiters that we needed to be from our career web site and make it more dynamic. It’s helped us more on that forward-facing strategy side to tweak our recruiting efforts. It’s been very helpful in lots of different ways.

Jason:             We talk a lot about helping clients achieve hiring success through enabling marketing collaboration and insights and the collaboration and insights piece are two areas that we’ve focused on today. The impact is very clear if we all implement the formula around marketing times collaboration times insights. We attract more of the best-fitting candidates, we stop resumes from piling and lessen the burden on hiring teams and make better decisions in real time.

I want to close out this section, Lisa, and ask how you feel the shift to team hiring and the platform has helped The Springs Living become more successful in hiring than you were previously.

Lisa:                The platform has really changed every element of what we do to be very different. We previously were what I would call a one-man band as far as hiring into the team effort. We saw a heavier focus on candidates … hiring managers working together to find somebody that would be the best fit for the position.

We also saw that the element of what we were marketing for our positions has a very limited radius, maybe it was within a small area of the location of our community. By being able to have a larger reach of where we recruit for candidates, we’ve been able to attract candidates from other areas.

It’s very unusual for us to fill executive director positions out of our location, but, recently, we were able to broaden our scope and actually recruited someone from Utah to move to Oregon and, now, we have the best talent in that position. I … previously, that wouldn’t have been something that we would have been able to succeed in recruiting out of state.

It’s broadened our area and ability to recruit. We have seen ownership imposition and getting people in from hiring to orientation faster because the candidates had also met other individuals on the hiring team and so the candidates also felt much more comfortable with their first day because faces or names weren’t so foreign.

We’ve been able to become more strategic and I think that was something that we didn’t realize the impact of what SmartRecruiters would bring to the table for us. Originally, it was just this, “We can post jobs faster and get candidates in through our e-mail.”

What we’ve seen with SmartRecruiters and the platform is … on the analytics side is being able to be more strategic and more focused in what we do and how we approach recruiting. It’s really changed every element of what we do to be more successful for getting the right fit, the right talent and the right culture into our business. At the end of the day, our [inaudible 00:33:54] and our customers are seeing the fruit of the labor of getting good candidates in. It’s just phenomenal on all levels for us.

Jason:             That’s excellent. How would you say the confidence has increased overall of leaders throughout the company since the shift to hiring teams?

Lisa:                Their confidence has drastically increased. For managers who were limited to just to fill the positions themselves, they then now can reach out to colleagues and have them help fill positions. What they’re finding is … for instance, I just ran into somebody yesterday. She was super excited about the new hire that she had. A new nurse just came on board and she was running around bragging to everybody about the … this person that she had hired. At the end of the day, she also had confidence in her hire because she had the backing of other … of her colleagues that had the ownership in filling this position.

She felt more confident in the hire. She wasn’t just … sometimes I think recruiting can be I guess as far as is this person going to be a good fit? At the end of the day, the hiring manager that I talked to even just as recent as yesterday, she was really excited and confident in the candidate that she brought in. It’s helped out on a lot of levels for them.

Jason:             I’m actually going to turn it over to Melissa. I think we’ve got about eight minutes left, so we’ll open it up for Q&A, so, Melissa?

Melissa:        Thank you so much, Jason and Lisa, for your … sharing your experiences and expertise and walking us through. We’re going to open up the session to a live Q&A, so feel free to enter in your questions via that chat function on the GoToWebinar control panel. We already have a couple flowing in, so I’m going to go ahead and get started, but feel free to continue to write them in.

Our first question is for Lisa. Now, with your [advanced 00:35:56] team hiring structure and SmartRecruiters, how much influence does a hiring manager have into where positions are advertised now with all the functionality?

Lisa:                That’s a good question. We … when a job application comes in to be posted, we actually will [refine 00:36:14] and ask them more questions about where would they like to have their job posted.

We have our standard postings, but we’re willing to go outside those postings based on what the hiring managers see or, for instance, we talked about a little earlier, in real time, we can go … we can tweak where those job postings are placed based on the candidates coming in.

When looking at the dashboard earlier, I look at that dashboard. If a position has been open for a couple of weeks and we’re not seeing candidates come in, we now actually can go back to the hiring and recommend to the hiring manager to change some of the job posting. It goes both ways, but, yes, you have to have some dialogue in regards to what you think will do the best job posting boards.

Melissa:        Then, we have another follow-up question actually. When … how important is it to you to not only conceptually define, but then within the product define and create personas in the hiring team so everyone knows their role?

Jason:             I can … Lisa, I can answer the first part around the philosophy of persona, then, if you want to talk about the example of making that shift. I think it’s important to, at a very basic level, understand the different stakeholders and characteristics of the individuals that are on a hiring team, what their needs are.

For example, if you think about a candidate, they have many needs. We walk through the career site and the mobile job application, but they have a lot more than just that that was just two basic examples. You talk about the differences between someone who’s actively looking for a job versus someone who is not. Their needs are even different.

I think their … it is important to understand throughout the hiring team concept who are the stakeholders; what their needs are; and, again, you can break it down using the candidate example even further. We believe fundamentally and as a foundation to understand what the needs of a hiring team are and how you set them up for success are really key characteristics and very important. Lisa, I’ll ask if you have anything to add on to that.

Lisa:                I think from a practical standpoint, the concept of hiring teams was … grew organically for us. What we found [were 00:38:39] you would have two people on a hiring team and then what we found is people started asking to be on hiring teams and wanting to be involved hiring processes.

Previously, we would hear managers, “I don’t want to be involved. You just pick somebody in the list [with them 00:38:55].” As time has evolved, we hear, “Can I get added to that hiring team? I want to see what’s coming in.” Some of our locations can actually share candidates, and so, what they’ve asked to say is, “Can I be on the hiring team and see what kind of candidates are coming in, and then, when you’re doing picking, can I go through your candidates and take something to fill my position?”

We’ve seen the concept of hiring teams grow organically almost by their own request, not by something that we have really, from an HR perspective, pushed. It’s … they’ve driven it more than we have.

Melissa:        That’s perfect. Thank you both so much for sharing your insights in that question. This is from someone who’s looking to implement a recruiting software. Just, Lisa, from your perspective previously and now, how hard was it to get a hiring manager to use more of an applicant-tracking system versus something like a hiring success platform?

Lisa:                It was actually really, really easy. I was intimidated at first and we just picked one location to work with so that we could get a feel for how the flow of information was going to come in. We targeted a few positions just to recruit this way for.

What we found was we started to see success position by position. Then, we were getting ready to post another position, we would go to that manager and say, “We’ve got this new platform. Would you be interested in trying it?” Pretty soon it evolved really, really quickly and the feedback became really positive in the fact that real-time applications were coming in and they were more confident in the software just by the fact that they were seeing resumes come in.

We started small just real targeted, but as we started seeing success, it … the word of mouth grew really quickly and then everybody really wanted to be on it. Start small, it grows fast.

Jason:             I’ll … let me just add one quick piece. As far as managers, this … the … excuse me, the app and the software is designed as much for hiring managers as it is for everyone involved in the hiring team concept from a recruiter to a candidate. We all know that software, for the most part, that is made and sold to HR organizations is not only horrible every way when you look at the user experience, the technical stack integrations configuration, but the design principles are not always focused on the right end user. That’s the premise of the whole concept around hiring teams and how you take everyone’s needs and put it into one simple place.

Melissa:        I think that’s all the time we have for today. There are a few more questions in queue and we’ll definitely have someone reach out to you regarding any of your inquiries. We thank you so much for joining us. Thank you, Lisa and Jason, again, for sharing your experiences and expertise.

You will receive a replay of the webinar in the conclusion. We thank you and we hope you have a great day and we hope to speak with you soon.

Regardless of their role, every employee in your company is a Recruiter. From hiring managers and recruiters, to interview teams and peers. Talent leaders and recruiters who have adopted a new approach to hiring teams are quickly realizing the benefits and are building internal confidence. If you are interested in transforming your recruiting process and building influence for your organization, you must be prepared to define, build, implement and measure hiring success.
Join Jason Buss, Recruiting Innovation Officer at SmartRecruiters will be joined with Lisa Maynard, Director of People and Process at Springs Living to discuss how she’s led the recruiting transformation and delivered hiring success for her organization.

During this interactive webinar, Lisa and Jason will:

1. Discuss the concept of team hiring and provide success criteria
2. Define the personas, stakeholders and makeup of hiring teams
3. Share insights on how to shift to a team-based, modern hiring process
4. Provide a brief overview of hiring team capabilities and SmartRecruiters hiring success platform

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