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We all know that it costs money to hire. Recruiters have to advertise on job sites, conduct interviews, run background checks and, of course, dispense and retrieve all of the paperwork associated with adding an employee.

But did you know that, according to a report by the Society for Human Resource Management (SHRM), the average cost per hire in the UK is an estimated £3,000?

That number will vary, depending on job level and on hiring practices, but every hiring manager can relate to the problem of inflated talent acquisition costs. Why does bringing on a new employee — which is supposed to be a business solution — drain so many resources? Why do accountants and financial executives pale at the notion of launching a candidate search?

If you look a little deeper, you may find that the issue has more to do with onboarding a new employee after the hiring decision than it does with recruiting. Many HR professionals have a blind spot for this part of the process.

There are several factors that can silently, insidiously hike the cost of employee onboarding:

How to Calculate the Cost of Onboarding a New Employee

Onboarding Paperwork and Administrative Time

Onboarding requires a lot of paperwork — benefits enrolment, tax forms, employee handbooks, NDAs, arbitration agreements and so on. But you probably don’t spend enough on paper and ink to make a significant dent in your budget. The real cost sink comes from the time it takes to manage the completion of that paperwork and other administrative aspects of onboarding. Let’s say a recruiter makes £25 an hour, and you hire 50 new employees per year, and it takes 10 hours of administrative time to process their documents. That adds up to £12,500 per year — probably a conservative estimate for larger companies.

There are a few ways you can minimise this time. First, digitize your onboarding paperwork. There are plenty of HR software solutions on the market that can bring all of the hiring process’s administrative tasks into one system, with self-service access for employees. Second, you can ask your new hires to complete all of their paperwork before day one on the job. That way, they won’t waste paid time filling out forms; they’ll spend it learning the job. According to Aberdeen, “best-in-class” companies are 53 percent more likely to begin the onboarding process before day one.

[Related: 5 Ways to Save Time & Money After Hiring a New Employee]

Early Turnover of New Hires

If you invest weeks of time and effort into onboarding only to see an employee quit six months later, you’ve essentially wasted all of those resources. If this happens multiple times per year, the financial impact can be devastating.

Research shows that being more intentional and structured during the onboarding process can help stave off early turnover. A case study by Corning Glass Works, for example, found that employees who attended a structured orientation programme were 69 percent more likely to stay with the company for three years. That’s probably because good onboarding sets clear expectations for employees and equips them for success, which means they’re less likely to encounter surprises.

Deferred Productivity For New Employees

Another hidden cost of onboarding comes from the reduced productivity that is typical of ramp-up periods, the time during which a new hire is still learning their role and getting acclimated to the work environment — i.e. “learning the ropes”.

New employees get less work done because they’re still figuring out how to execute their responsibilities, navigate new communication workflows and establish relationships. For example, they might have to do research on an account and get up to speed before they start working with decision-makers on that account. Some sources suggest it can take as long as eight months for an employee to become fully productive.

The answer here is to expand your onboarding process further into the “probationary” period. Don’t just cover the paperwork and administrative portion; make a plan for each employee to receive the training and mentoring they need to succeed. Sit down with them on a regular basis and see how things are going. Do they have the resources they need? Have they encountered any problems with processes or co-workers?

[Related: 5 Ways to Encourage Professional Development]

Provisioning During Onboarding

Every new employee will need to get set up with a certain array of “stuff”. That stuff could include anything from a laptop and headset to software credentials, key fobs, ergonomic chairs, monitors, parking permits and branded clothing. All of this stuff costs money.

Most of it you won’t be able to eliminate, especially if it’s required for the employee to function. But there are ways to be responsible with provisioning that can reduce costs in the long run. For starters, keep track of everything you give out to new employees, and try to standardise the process as much as possible. An inventory system for hardware and equipment isn’t a bad idea. This is especially important for large enterprises that might hire 100+ people every year.

On the IT side, you should also consider the impact of technology on your ability to scale. If your company is still working from a collection of desktop-based systems, you’ll need to purchase a new license and run multiple installs every time you add a team member, not to mention the expense of doing this for remote workers (vs. the ease of adding users to a web-based platform).

Even as you try to cut costs associated with hiring new employees, remember that one of the most expensive recruiting mistakes is a slipshod hiring process that yields uncommitted workers. When those employees quit in nine months, you’ll pay the ultimate price. Be smart and efficient where you can, but don’t cut out crucial steps just to save a few bucks.

Aleks Peterson is the editor at TechnologyAdvice, a B2B marketing company that connects buyers and sellers of business technology.

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New Hire Onboarding Checklist

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One of the most critical aspects of a successful business is staying in alignment from the top down. As such, it’s critical that team leaders meet with employees at the end of each quarter and ask the right questions to assess whether they’re on track with goals, struggling within their role or feel strongly about an issue within the organisation.

“Asking good questions gives you the power to solicit quality employee feedback, spark innovation, avoid fire drills and help employees show-up as their best selves”, says Dave Hassell, business writer for HuffPost.

If you’re not sure what to ask your employees, consider these six questions. Ask at the end of the quarter to make sure everyone is on track — and if they’re not, this will be your chance to change course.

1. What’s working and what’s not?

This question seems obvious, but it’s easy to miss when focusing on more specific, high-level concerns. Start here, allowing you to open the door for conversation. The key is listening to employees’ responses and making sure they know it. The best way to do that is to repeat back to them what you have heard them say, suggests Minda Zetlin, co-author of The Geek Gap.

[Related: The A-Z of Feedback]

2. Have you left a review on Glassdoor?

Reviews for products on Amazon drive sales; reviews for employers on Glassdoor drive applications. Knowing how employees find the experience of working for your organisation is critical. While you can’t require employees to leave a review, you can let them know their opinion is valued and invite them to do so. The key: don’t make it a one-time thing.

“Here at Glassdoor, we ask new hires to leave reviews of their hiring experience during their first day of training! Pro tip: After 90 days, new hires should also be invited to follow up and reflect upon their first three months on the job”, according to Glassdoor’s Employee Engagement Feedback Do’s and Don’ts.

What’s more, the same Glassdoor article suggests that recent reviews on your profile improve search relevancy and keep you at the top of search results, making it a win-win for everyone.

3. Are you satisfied with your current responsibilities?

This question allows you to gauge whether the employee wants to grow in their role or is feeling the beginning stages of employee burnout.

“If you’re a small business owner, or if your company’s strategies and focus are often shifting, your employees may be asked to pick up unexpected roles or switch hats. And while this can be a good thing, every once in a while, especially if I see a particular employee isn’t producing high-quality work, I’ll check in to see whether people are feeling satisfied and fulfilled in their current positions”, suggests Jim Belosic, CEO of Shortstack.

If employees aren’t satisfied, take it a step further to find out what would make it better. A new role? Less work on their plate? A different focus in the same position? Your action-item is then to find a way to help them be their best self and highlight their strengths.

4. What could our organisation do differently over the next 12 months?

During this meeting, it’s important to not only reflect on how employees can do their job well, but to determine how the company can improve alongside them. This is a tough question, because often employees will feel like they can’t suggest a change or point out flaws. It’s your job to remind them this isn’t the case:

“Ask your team to be honest and critical without judgment. Only by sharing failures can you learn from your mistakes and identify hard-won lessons you’d be wise not to repeat”, according to Raelene Morey.

If you feel they have something to say, but are too nervous to do so, suggest they send an email after the meeting. This can be as simple as saying, “Don’t hesitate to send a follow-up email with anything that comes to mind when we’re done here”. This may be what they need to share this type of feedback.

5. Which part of your job do you like best?

This is a simple and effective way to evaluate the strengths and interests of your employees. When you match up an employee with the things that they enjoy and do well, you’ll have a higher rate of employee satisfaction and a better chance of keeping that employee around — people who use their strengths every day are more than three times more likely to report having an excellent quality of life and six times more likely to be engaged at work, according to Gallup.

[Related: What Is Employee Engagement & Why Does It Matter?]

6. What process can be fixed or improved?

This may be another challenging question for employees to answer, so encouraging them to be honest and emphasising that nothing negative will come of their feedback, is critical.

Ultimately, asking this question empowers employees to be involved in improving the organisation. Not to mention, when they know they’ll be asked this at their next one-on-one feedback session, they’re more likely to be thinking about ways to improve throughout the course of the quarter. Their suggestions will be invaluable, especially if they’re willing to head-up new initiatives and projects.

This Quarter, Ask the Right Questions

Take time to sit down with your team members at the end of the quarter and assess how they’re feeling about their job, how they feel about their goals and what they think the company can do to improve. Employees will feel heard and you’ll likely come away with a wide variety of ideas for how you, the business and how each employee can improve in the next quarter.

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Customisable Employee Engagement Kit

The post 6 Questions to Ask Every Employee at the End of the Quarter appeared first on ROW | Glassdoor for Employers.

“Your brand is what people say about you when you’re not in the room,” said Amazon.com founder Jeff Bezos.

In other words, your company already has an employer brand, whether or not it has made any efforts to define it and communicate it.

The importance of brand

In today’s candidate-driven market, a positive, well-defined employer brand is essential to attracting and retaining top talent. According to Glassdoor research, 69% of active job seekers are likely to apply to a job if the employer actively manages its employer brand.(Glassdoor U.S. Site Survey, January 2016)

If the concept of employer branding is new to your company, getting started building and refining yours is probably easier than you think. The basic ingredients of your employer brand are already in place; it’s just a matter of shaping them into a coherent whole and communicating (and promoting) the results.

Ready, set, brand!

For each of the following steps, you’ll want to consider your employer brand from an internal and external perspective.

Research. What does your current employer brand say about your company? Internally, find out by checking employee satisfaction surveys, focus groups and feedback from hiring managers. Exit interviews and candidate feedback will provide additional clues into how the culture of your company is perceived.

Your external employer brand includes content on review sites, press and word of mouth. The Edelman Trust Barometer notes that people trust an “average employee” or “a person like yourself” more than the CEO as sources of information about a company. Evaluate all the external sources of information and identify themes. It’s also useful to do competitive research to see how you compare against other employers in your area.

After gathering this intelligence, create a document that identifies key internal and external themes. You may find strengths that you can emphasize and weaknesses that need to be addressed.

Strategize. What are your company’s goals and how can your employer brand help you achieve them? An internally focused goal might be to increase retention rates or employee satisfaction, while an externally focused goal might be to increase candidate quality.

A technique commonly used in branding is establishing a brand value proposition, which identifies a brand’s key benefits for its customers. Meanwhile, an employer value proposition (EVP) does the same for your employees. It incorporates your company’s core values and unique elements of your workplace culture.

Assemble a team to come up with an EVP that works to move your company forward.

Communicate. Where should you communicate your employer brand? Internally, your EVP comes into play through your company’s choice of benefits and perks, employee development opportunities and team events. Externally, your EVP can show up across your careers website, job descriptions, social media and employer profiles on sites like Glassdoor.

Create a plan to both reinforce regular communication with employees as well as upgrade externally facing communications.

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Evaluate. No branding effort is complete without a plan to measure its effectiveness. By tracking key metrics like cost-per-hire, employee satisfaction, social media sentiment and visits to your employer profile on Glassdoor, you’ll learn how well your efforts are working what needs adjustment.

Remember, measuring your employer brand is an ongoing process of reinforcement and optimization, not a one-time exercise.

Employer branding helper

As you get deeper into identifying, communicating and managing your employer brand, you’ll probably have a lot of questions. Luckily, you can follow the paths and guidance of experts who’ve gone before. Our popular eBook Employer Branding For Dummies®, Glassdoor Special Edition gathers many of their insights into a comprehensive manual for creating a top-notch employer brand. Download it today!

The post How to Create an Employer Brand From Scratch appeared first on ROW | Glassdoor for Employers.

The case for creating a great candidate experience for your job applicants isn’t all that hard to make. We are hiring in an increasingly talent-driven market, and great talent will always have options of where they want to work. How you treat your job applicants may make the difference between whether they accept a job offer or decline it. How you treat job applicants also says a great deal about your organisational culture; it is a window into your company. And of course, candidates might just be customers too.

The experience of a candidate throughout the recruitment and selection process is the beginning of the employee’s entire journey with an organisation. Providing a great candidate experience can be a differentiator between you and another company. It has the power to engage, or disengage. Get it right, and even an unsuccessful candidate might be an advocate for your brand or other roles– or simply be happy to make another application in the future. Get it wrong, and you might disengage a future customer, find that your preferred candidate turns you down, or see your shortcomings displayed on Glassdoor for all to see. When people have a bad experience, they tell other people – in person, or increasingly, via social media.

Your candidate experience is also your company reputation. Despite this, many companies still get it so wrong when it comes to the candidate experience.

Unacknowledged applications. Overly automated processes. Complex application requirements. Poor communication. A lack of useful information or feedback. Long, slow hiring processes. A lack of basic human interaction. Ask around a little, and you will find that many people have a hiring horror story from the last time they were seeking a new role. Here are a few practical tips you can implement to ensure you’re providing a great candidate experience:

Review your current candidate experience

How do you do this? Walk a mile in the candidate’s shoes! Have you ever applied for a job at your own organisation, and put yourself through the same process as your job applicants? If not, do it! Ask yourself this important question when you have finished: how did the application process make me feel?

A truly great candidate experience rests on three things; simplicity, effective communication and creating a connection.

Giving candidates what they want and need isn’t all that difficult. A simple, straightforward application process, with all the relevant information provided about the job, the company, and the process is all you really need. No one wants to spend hours completing an online application that contains all the information on their CV. And in our social world in which people blog, tweet and create online, a CV isn’t all they want to be able to submit either; allow aspects of their social profile too.

Communicate frequently

When it comes to communication, ensure that there is plenty of it and make it as personal as possible. Always acknowledge applications. Avoid at all costs automated emails that tell people ‘if you haven’t heard anything in 14-days assume you have been unsuccessful’. If someone has taken the time to put together an application, then the least a company can do is send a communication explaining that the applicant hasn’t made the interview short list.

Offer feedback

Then, offer feedback to candidates and make it as meaningful and specific as possible. Sometimes, there is a better candidate for the post, but you can usually find much more useful feedback to give someone than that, if you try. Finally, never leave a candidate wondering what is happening. Keep them up to date, and often.

Next, make use of the opportunities that social media provides you. A good candidate experience is human, and so is the best social media. Get your hiring managers involved in the process too – it can’t just be about the recruitment team.

Social media matters

Ensure that your careers page is social. Social media gives you the opportunity to share plenty about your organisation, your people, your culture. Provide links to your corporate social feeds. Use blogs, photos and videos. Create targeted content that candidates will enjoy and will be useful to them throughout their journey with you. Use social media to showcase who you are and tell your story. Begin the connection that will also lead into induction for your successful hire. Make sure that there is an actual, real person that candidates can connect with socially, for questions or more information.

A social connection provides a personal and richer depth to your candidate experience, and create that important emotional connection with your organisation. Put all of these tips together, and you have the key to a truly great candidate experience.

The post How to Create a Great Candidate Experience appeared first on ROW | Glassdoor for Employers.

It is clear that candidate behaviours have changed over the last few years: the days of companies having the pick of the talent have gone and it really is a candidate-driven market as we see an increasing skills shortage across hard-to-fill roles. It paints a pretty bleak picture for an internal resourcing function, but this is where sites such as Glassdoor can really add value to your resourcing strategy.

We have seen an increase in candidates citing Glassdoor as a reference point for their decision-making process (what we are calling “informed candidates”) when choosing a company to work for, and not only with the dreaded millennial candidate but also increasingly at a senior level. Only last month, we had an Associate Director join our business and fed back that our Glassdoor reviews helped to separate us from our competitors. While that is a positive story, I am sure there are plenty of candidates who go on to Glassdoor and will see a negative review, or a moan about our performance review process or something that generally says Grant Thornton is not the agile, flexible and enterprising environment that our resourcing team believe it to be. So what can we do about this? The answer: engage and embrace it.

We appreciate that we don’t always get it right for all people, and actually, that acknowledgment on sites such as Glassdoor is often enough to turn one person’s negative experience of working here, into a positive for a potential candidate. We open ourselves up to people’s opinion and then start a dialogue. This is real-time, unfiltered feedback…it is so valuable. We have taken examples of negative feedback around issues such as speed of process and shown this to our hiring managers to refine a process and improve it. It isn’t rocket science but the simple fact is that the candidate marketplace has become a customer market, and we need to engage and listen to what our customers want.

Equally, we have seen benefit to those candidates that have used Glassdoor to help them with their research around a company. These informed candidates are the recruiter’s dream…they are already bought into the values of the organisation, they are aligned to our purpose of shaping a vibrant economy and are in general well prepared. Put simply, the time that our recruiters need to invest in the informed candidate is less than that of candidates sourced from elsewhere.

When you have a candidate like this, the interview process tends to be better, not just for the candidate but also for the hiring manager. The interviews are of course about technical ability, but hiring managers are finding that they are having better quality conversations around the non-technical things that makes for a successful career at Grant Thornton.

So the cynic may say that Glassdoor is giving rise to some sort of “super millennial” that can ‘blag’ through an interview and come across as engaged and bought in and everything a hiring manager could ever want, when we all know that the reality is that a millennial candidate won’t stick around and be a nightmare to manage (we read this rhetoric everywhere, so it must be fact!). Well, our reality is that the “informed” candidate is having the opposite effect – they are sticking around longer, they are obtaining above average performance reviews, they are connecting with our purpose and ultimately having a bigger impact on our business.

We are investing in advertising on Glassdoor for exactly this reason, we want to ensure that our resourcing strategy focuses on bringing in the highest possible quality candidate in the most commercial way.

Sam Harrison is a Resourcing Team Manager at Grant Thornton UK LLP. This article was originally published on LinkedIn Pulse. Reprinted with permission.

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How to Recruit the Informed Candidate

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I first heard about Glassdoorback in 2015, when I was still very new to SAP’s Global Employer Branding team. After it was explained to me what Glassdoor was, and how it was not only a jobs site, but essentially “like TripAdvisor for candidates in their job search”, I saw the immense potential SAP could have on this channel. We had a completely blank slate in front us where we could build SAP's presenceand strategy on Glassdoor from scratch.

Branding our pages on Glassdoor was easy. We had tons of materials to showcase including office & employee photos, Life at SAP videos, awards and links to our social mediaand open jobs. Furthermore, we made use of the additional global pages that Glassdoor offers, so we customised each one for each location available. Once our pages looked ready for us to share, it was time to spread the message internally to request employee reviews. Getting as many reviews as possible from as many different locations and departments is vital to a best-in-class Glassdoor strategy because only then will you be able to get the most accurate portrayal of what it’s like to work at your company. Having 5 reviews from one location, for example, isn’t enough to give candidates a realistic picture of what they can expect working there, nor is it enough for management to gain useful insight into employee sentiment.

A platform like Glassdoor fits perfectly in line with SAP’s global “tell it like it is” behavioural strategy. But with almost 90,000 employees comprised of over 130 nationalities worldwide, we had a large audience to communicate to about this platform. We knew many employees and managers around the world had never heard about Glassdoor and we would be sure to encounter some resistance when persuading some locations to encourage their employees to log on and leave a review. Therefore, we needed to be smart at how we communicated the message and show them what the benefits of using Glassdoor are for all stakeholders.

• For candidates: Glassdoor offers candidates a chance to look for jobs and read authentic and transparent reviews from employees currently and formerly employed in an organisation. Years ago, candidates could only find out what it was like to work at a company if they happened to know someone there. Through Glassdoor, candidates suddenly have hundreds or thousands of reviews they can read.
• For employees: Staying in line with SAP’s global “tell it like it is” behavioural strategy, employees are encouraged to leave a review on Glassdoor so they have a permanent channel to voice their opinions. We take all reviews seriously and are open to hearing what our employees have to say throughout the year regardless of when our Employee Survey is released. Employees also feel empowered that their voice has the potential to be heard by thousands of viewers and can make the difference in a candidate’s journey whether or not SAP is the place for them.
• For HR & Management: An involved HR and management department who regularly monitors the company’s performance on Glassdoor is setting itself up for success. Glassdoor allows employees to provide ratings and feedback for career opportunities, learning & development, senior management, compensation & benefits, and company culture. Glassdoor allows HR and management to understand employee sentiment and what employees are saying in their locations so they can always be on the lookout for opportunities for improvement.
• For Recruiters: Recruiters can post jobsand should regularly read interview reviews so they can gain some valuable feedback from the candidates’ experience and be open for tips to improve.
• For Branding: The Glassdoor Employer Centredisplays deep and beneficial statistics for each country, such as amount of reviews, number of visits and what the ratings are for Glassdoor’s various categories. Branding departments can come up with customised strategies based on internal and external needs.

Once our Glassdoor strategy at SAP was ready to get going, we only had to begin reaching out across our company to spread awareness of this initiative. Working with HR, management, communications and other departments around the world over the course of two and a half years, SAP increased its score on Glassdoor from a 3.7 to 4.4, doubled its amount of reviews, doubled the amount of page views, tripled its followers and placed on 5/5 Glassdoor “2018 Best Places to Work” lists, making it one of the most successful companies on Glassdoor. Throughout the whole campaign, which is still ongoing and developing, these five “best practices” have always kept our focus and are tips I would recommend to any company thinking of starting their own campaign on Glassdoor:

1. Think Globally

Think Glassdoor is just a US or North American platform? Think again! Nearly half of our traffic to the SAP page on Glassdoor comes from outside North America. Once SAP offices around the world learn this, they are suddenly very eager to begin promoting Glassdoor as a tool to encourage employees in their countries to leave reviews. Make use of all the country pages Glassdoor offers and be sure to customise them accordingly. Include photos and videos of the location, post company updates in the local language and engage your offices in those countries to ensure your content is culturally appropriate.

2. Manage Your Statistics Closely

Following on to “thinking globally”, keep a record of all the statistics Glassdoor provides you for each country. Glassdoor provides information in the Employer Centre on a local level about senior management, work-life balance, culture & values, career opportunities and what percentage of employees would recommend the company. Filter them by country on a monthly basis and keep track of how many new reviews you’re getting and the local analytics. If you start seeing any discrepancies, you’ll know how to target a tailored plan of action for a certain location.

3. Take Reviews Seriously

Look at every review as a personalised email and respond. Thank the reviewer for their feedback, answer their question(s) if they have any, point them in the right direction for tools and further engagement and ensure management is regularly updated on employee reviews.

4. Make Use of All Media Opportunities on the Site

Regularly update your header banners and include an embedded video to showcase your company. Rotate your banners on a regular basis and always add new photos and content to keep your pages fresh. If your company wins awards, you have space to showcase them on your Glassdoor page. Include embedded photos and videos in your “Why Work For Us” sections too.

5. Keep a Steady Flow of “Company Updates”

Like a Facebook wall or Twitter feed, Glassdoor lets you post “Company Updates”, where you can share news, link to blogs and other media or share something special with your audience. Your followers are hungry for content from you so by regularly posting “Company Updates”, such as weekly, for example, they’ll be updated as soon as you release it and you’ll see your follower base grow.

Don’t think though that just by implementing these best practices your company’s rating will skyrocket. If employees are consistently leaving you negative reviews, don’t look at it like a “Glassdoor problem”. Rather, investigate where is the disconnect in your company’s career opportunities, culture, senior management, etc. Glassdoor is a transparent platform for employee reviews, so by listening to the employees and improving upon what is missing in their eyes, only then will you see your overall scores begin to rise.

Most importantly, don’t forget about the incredible staff at Glassdoor. Your account managers, client service managers and technical support managers are there for you. They are a competent and helpful team of amazing individuals who want to see your success. Schedule trainings with them, initiate a monthly call to stay up-to-date on the latest features of the platform, ask them questions. Make sure you know the Glassdoor platform inside and out. Working together, you too can achieve incredible things on Glassdoor.

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Glassdoor for Dummies

Everything you need to know about Glassdoor and how to leverage it to gain a competitive edge.

The post Why and How You Should Be Using Glassdoor appeared first on ROW | Glassdoor for Employers.

People are always giving advice on what job applicants need to keep in mind when they go to an interview. However, hiring managers should also be prepared before they interview a potential candidate. It’s important that hiring managers customise their interview based on the applicant and job position, as this will help both you and the person interviewing get the most out of the process.

In this article, we will share six things hiring managers need to keep in mind to help them prepare for their next interview.

1.) Get to know the applicant before the interview.

One of the most common mistakes HR managers make is going to an interview without sufficient knowledge of the person they are about to meet. If it’s your first time meeting an applicant, do your due diligence of familiarising yourself with their professional background and credentials.

Apart from knowing their qualifications, try to check out their social media pages as well to get a glimpse of the candidates outside their CV. You can get a sense of whether they will be a good fit within the company based on their posts, and social media is also a way of looking at other skills such as their creativity on Instagram, if the job requires creative skills, or their work ethic through LinkedIn recommendations.

2.) Think of your questions beforehand.

Every interview with an applicant is critical to the evaluation process so make sure that you maximise each one of them. Apart from asking the obvious questions on topics such as career background, skills and credentials, also assess whether an applicant is qualified for the job by asking them behavioural questions.

Behavioural questionsare based on work-related situations such as handling difficult customers, working with a difficult boss, or managing stubborn subordinates. Asking behavioural questions provides the interviewer an idea of how a candidate will perform or make decisions when they are already on the job. This questioning technique prompts interviewees to share insights drawn from their own experiences and how they were able to handle such situations, giving the hiring manager an opportunity to assess their soft skills on top of the usual technical qualifications needed for the job.

Learn more about what it takes to conduct a behavioural interview with Glassdoor’s step-by-step guide, which includes questions and templates.

3.) Remember that some interview questions – though seemingly harmless – are illegal.

Always be mindful of avoiding illegal questions by familiarising yourself with prohibited topics to ask about during interviews. Some HR managers might ask them unknowingly but questions that fall under protected categories such as national origin, age, marital status, disabilities, race or gender are considered against UK Discrimination Laws and are therefore illegal, especially if they don’t have a direct relation to the qualifications needed for the job.

4.) Give the applicant enough time to talk during the interview.

Provide necessary information about the open position but avoid delivering monologues about the job and the company. Remember to give the applicant enough time to talk about their background and work experiences and try to follow an 80/20 split with 80% of the interview time spent listening to what the applicant has to say. Furthermore, give them ample time to process information, and avoid rushing them to answer your questions.

5.) Spell out the next steps of the application process.

After the interview, provide clear next steps to the applicant to manage the expectations of both parties by giving them a timeframe on when to expect feedback from the company.

If an applicant is not qualified for the position, make sure to send them a thank you note and a letter of regret as soon as possible. One of the things that hiring managers tend to forget is to treat an applicant the same way they would treat a valued customer.

Remember to end an application process properly to avoid giving them a bad experience with your hiring process. This will also minimise chances of an applicant voicing out negative feedback about your company to their friends and colleagues.

6.) Don’t make rushed judgements and assessments after the first interview.

Hiring decisions shouldn’t be based on a single interview and shouldn’t depend on one person’s judgement. Solely basing an assessment on a first impression might lead to hasty hiring decisions that can lead to wrong hires or dismissal of promising candidates.

Involve and gather feedback from different team members to determine whether an applicant is qualified for the job or not. Do this by letting other team members interview an applicant using a structured interviewing technique, an interview style where interviewers ask the same set of predetermined questions to evaluate an applicant in a similar way and avoid hiring biases.

Bottom Line

While conducting regular interviews makes a hiring manager well-versed with the process, it is still advisable to revisit these simple reminders every once in awhile. What we advise is to conduct a regular review of your interview process to make sure that you’re on track with your hiring practices and not missing out on anything important.

Marc Prosser is the co-founder and managing partner ofFit Small Business, a site that provides reviews and articles for small business owners. Prior to starting Fit Small Business, Marc was the CMO of FXCM for ten years. He joined as FXCM’s first employee and grew the company to more than 700 employees.

The post 6 Things to Remember When Interviewing a Potential Candidate appeared first on ROW | Glassdoor for Employers.

In an effort to stretch recruiting budgets these days without sacrificing candidate quality, employers of all sizes are going online to look for places where they can post jobs for free. From social networking sites to niche job boards and online communities, there are plenty of ways to get your jobs advertised at no cost.

Advantages to free online job postings include no out-of pocket costs, exposure to new audiences, and a potentially lower cost per hire. When evaluating the effectiveness of free online job postings, however, it’s important to consider the time spent listing, managing, and tracking success, the size of the audience, and the type of job seekers and potential candidates they attract. At the end of the day, no one wants to waste time promoting jobs – free or not – to the wrong talent pool and sifting through a sea of CVs from unqualified candidates. High applicant to hire ratios don’t help anyone!

Here are a few ideas on where you can go online to post jobs for free.

Where to Post Jobs Online for Free

On Glassdoor
Glassdoor’s job postings help you easily recruit more informed, engaged candidates. Glassdoor delivers 2x better applicant quality at an average 30% lower cost per hire.

Our unique company reviews and insights help 57 million job seekers find the perfect job. Job seekers on Glassdoor have over 35 million reviews and insights at their disposal, and they read at least 7 of them before forming an opinion on a company. This means the right candidates self-select for your jobs, delivering higher quality candidates and reducing turnover.

You may be thinking, “We have a careers section on our website and all the job aggregators are posting your job openings. So why should I advertise your jobs with Glassdoor?” Glassdoor helps significantly reduce recruitment costs and turnover by putting your jobs in front of the most informed candidates.

On your career site

Clean house first before advertising your jobs outside of your own career site. Work with hiring managers to update the content, and then make sure you’re leveraging tips to optimise your job descriptions for online search. If your job descriptions aren’t up-to-date or SEO optimised, listing them on different free job posting sites is a waste of your time.

On Facebook & other social media sites

Use the power of social media to spread the word about your job openings. Post job opportunities on your Facebook business Page for free. Job posts appear on and link to your Facebook business Page. Potential employees have the chance to learn more about your business and the job opportunity before applying, ensuring you get informed job applicants. People can apply on desktop or on their mobile device. After posting a job, you will be able to track and review applications, contact applicants and schedule interviews through Messenger.

Just remember to keep your posts fresh and frequently updated or risk your social presence looking stale.

University and alumni community job boards

Most colleges and universities offer students and alumni the opportunity to post jobs for free. If you’re looking for a summer marketing intern, a newly minted MBA, or a scientist, this might be a great place to advertise your open positions. The alumni networks of larger institutions offer an additional talent pool which typically extends far beyond the city or region where the campus is located. Know of a few local schools where you’d love to advertise your jobs but you’re not alumni? Not to worry! Reach out to career services and request guest access if you don’t see it promoted on the site.

Gumtree and Craigslist

From their earliest days, online classified advertisem*nt and community websites, Gumtree and Craigslist, have offered an easy way to post jobs online. Depending on the city, you might be able to post a job for free on Craigslist. Gumtree charges around £46 for a standard job posting, which is still significantly cheaper than most online job posting sites available. Remember, however, that if something seems too good to be true, it probably is. Due to the ease through which candidates can apply for jobs posted and the wide net audience it attracts, many employers have found that the cheap or free cost to post jobs on community websites isn’t worth the time required to screen the massive flood of CVs from often-unqualified applicants.

Even though it doesn’t involve any out of pocket costs, it’s up to you to determine if using free online job posting sites are a worthy use of your time, depending on how easy it is to list your jobs, the size of the audience and the candidate quality and fit.

Pros and cons of free job boards

So if all of these unpaid avenues are available, why should anyone pay for a listing? What are the pros and cons of free job sites?

If you’re not paying for a job to be specifically targeted to qualified candidates, you may not be reaching anyone of value or quality. This means that the time you’ve spent crafting a recruiting message has gone to waste if there is a meager response or wave of unqualified candidates bombarding you with applications.

You also have no way of tracking your metrics – making your money work for you using real-time data – so you’d have no way of knowing which avenues and regions are the most fruitful for your efforts. Lastly, while you do not spend money, you spend time, energy and creativity on a post that does not promise any positive results that can be measured or replicated. That’s where Glassdoor steps in.

3 reasons why you should advertise your jobs on Glassdoor:

1. Since Glassdoor aggregates job postings, yours may already be listed. But sponsored posts get 13x more clicks and 11x more apply starts than non-sponsored job posts, so you’ll get more qualified candidates faster.

2. With Glassdoor, you can monitor how your job advertisem*nts are. performing. See exactly who is engaging with your jobs, and measure clicks and apply starts to your jobs so you can make data-driven adjustments to your approach.

3. On Glassdoor, you can advertise your jobs on your competitors’ profiles and prevent them from advertising on yours. The best and most relevant candidates always see your job post, no matter where they look.

The post Where To Post Jobs Online for Free appeared first on ROW | Glassdoor for Employers.

Top global telecommunications giant, Nokia, takes workplace diversity extremely seriously. Their purpose is to create technology that is connecting the world, but what you don’t know is how they are connecting employees and giving them a platform in which to speak up, be heard and become role models within the company.

Their Glassdoor ratings stacks up pretty well too. Nokia’s overall rating of 4.0 is well above the average site rating at 3.4/5. Their CEO, Rajeev Suri, has an approval rating of 90 per cent (at time of writing) which is, again, well above the site average of 68 per cent.

To find out more, we managed to gain an exclusive interview with Pascale Thorre, Nokia’s Head of Global Diversity and Inclusion to discuss game-changing diversity strategies, caring about employees and how they want to extend that duty of care to family members.

Glassdoor: In terms of gender balance, you say you are short of your long-term aspiration. What is that?

Pascale Thorre: Whereas some companies talk about wanting 30 percent of their employees to be women, we talk about reflecting the world we live in, which ultimately is approximately 50 percent men and 50 percent women. Unfortunately, that is not something that we can make happen tomorrow, but it remains our long-term vision.

Glassdoor: 'Respecting People' is an important pillar of your business. What initiatives have you launched around this?

Pascale Thorre: Respect for people is one of Nokia’s core values and it is built in the DNA of who we are and what we do: Nokia’s purpose is to create the technology to connect the world. This means that we keep a constant eye towards how our technology impacts people.

Respecting People is also built into the environment we create for our employees where they can speak up. We have deployed an internal social network where every employee can create communities, join existing communities, participate into worldwide exchanges and conversations. We also encourage an open environment in town hall meetings, staff calls. We arrange what we call the Coffee & Connect Sessions at Nokia locations for the employees to voice out their ideas and questions about Nokia Values and Culture.

The Nokia values are the foundation of the Nokia Culture. These values work together with our Nokia Way which encourages specific ‘Drive, Dave and Care’ behaviors which make Nokia a great place to work and achieve our strategic objectives. Caring for the teams, employees and even their families is closely linked to Nokia’s view of ‘Respecting People’.

Glassdoor: You're seen as one of the tech powerhouses with a globally renowned name. However, do you still feel as if you struggle to fill certain roles with women? Why is that?

Pascale Thorre: We face the reality of the talent market where the available female tech talent represent, globally, between 20 percent and 30 percent of the total tech talent pool. Therefore, our tech jobs reflect that mix. According to UNESCO data mining, the tech gender balance is increasing in several geographies. The pace of this increase is slow and it will take time before the new market entrants will be at gender parity.

We are committed to play our part, and Nokia is globally working with greenlight for girls (g4g) and other local organizations and schools to inspire the future generation of young women in STEM (Science, Technology, Engineering and Mathematics) fields.

Glassdoor: How do you change perceptions in order to attract more talented women into certain roles?

Pascale Thorre: The World Economic Forum identifies the following as main barriers to hiring and promoting women across industries: work-life balance, unconscious bias among managers, and women’s perceived readiness for leadership roles. In Nokia, we are working holistically on each of these three barriers, notably by helping to make sure that our managers, whatever their gender, are equipped to manage and grow diverse teams.

Nokia’s employees are also engaged and acting towards greater gender balance: they created a game-changing approach to diversity, the StrongHer network, an inclusive, worldwide, award-winning, employee-driven program contributing to women’s empowerment, helping them unleash their potential and magnify their business contribution.

In 2016 and 2017, we celebrated our Nokia Role Models, as a source of inspiration for all, through International Women’s Day, the Girls in ICT Day, and Ada Lovelace Day and will keep on doing so.

Glassdoor: What is Nokia committing to in 2018 to really make a difference in this space?

Pascale Thorre: Nokia is executing on a 5-year strategy on gender balance, empowered by our leaders’ conviction and actions. Awareness is a first major step we have been taking very seriously, training our leaders, managers and employees on gender balance best practices. Also, we are leveling the playfield for women in leadership development, and we are making sure that our leaders/experts/employees, whatever their gender, whatever their gender identity and/or sexual orientation, whatever their cultural background, have a voice in our company, and are representing Nokia.

Learn More & Download

Employee Engagement Checklist & Calendar

Everything you need to create an employee engagement programme – guaranteed not only to improve employee productivity and retention but also your bottom line.

The post Nokia's Head of Diversity: How We Leveled The Playing Field For Women in STEM appeared first on ROW | Glassdoor for Employers.

It’s 2015 planning time. It’s time to figure out your 2015 recruiting goals, strategies and tactics. It’s also time to nail down what budget and resources you need to hit those goals. And of course, you aren’t done until you’ve convinced your boss that your budget requests are reasonable!

One thing that I’ve always done in my career is to ask peers at other companies if they are comfortable sharing their budget spreadsheets and key strategies for the next year in a hope to understand:

1. How their spend level correlates to the goals they are expected to achieve (e.g. # of hires, types of hires, cost per hire, # of hires per recruiter, % growth vs. previous year)
2. If they are spending on new, innovative ideas or tools that I hadn’t yet considered
3. How they allocate their spend between people, systems, programmes
4. How they organise and track the budget categories

Many times these peers are unable to share their documents outside their company. Sometimes, the best they can do is to share the shell of their budget planning spreadsheet, but zero out the line items. It’s a reasonable compromise.

The result, however, is that it is common to go into budget planning with just your own historical data and planning models, and realise after the fact that youmay have missed some opportunities. When we started ramping our recruiting effort this year, I spent a few hours searching Google and Slideshare to see if anyone had shared their budget frameworks, but came up empty-handed. It’s a bummer when you miss something in planning and have to wait another whole year to invest in a high-impact programme that your peers are already doing.

Thus, I decided to share Glassdoor’s internal recruiting budget with you. If you run recruiting for a massive company, it probably won’t help you much and you may find it “cute.” But, in case you run recruiting for a rapidly growing small company with similar challenges, I hope it may help you both with your planning as well as help you with developing a compelling case with your boss for sufficient budget to hit your 2015 objectives.

By sharing this info, you may be able to poke holes in our budget allocation, tool selection and planning process - that’s ok with us - if there is a better way, we want to know.

A little context first on how we arrived at our 2014 recruiting budget.

Challenge #1: We needed to hire more than 200 people. And we had both high-volume and hard-to-fill positions.

We needed to hire roughly 50 software engineers, product managers, data scientists, and UI designers. These are typically the hardest-to-fill and most competitive positions in the SF bay area.

We needed to hire a CFO, Chief People Officer, and several sales leaders. These talented folks are also not easy to find.

All the while, we needed to scale our Glassdoor for Employers business and hire over 120 sales, marketing and service pros; the sheer volume of hiring was daunting.

Below is what we needed to accomplish, and so far we are on track!

Challenge #2: 2014 was a building year for Glassdoor’s Recruiting team.

In prior years, Glassdoor had relied on small number of contract recruiters and thirdparty contingent search firms to assist the hiring managers. But given the constant hiring volume expected for 2014, we concluded that the best thing to do was bring on full-time recruiters for key job categories like Engineering, Sales, and G&A. We needed sourcers to support the recruiters and we needed recruiting operations folks to fine-tune our systems and processes. We needed to “walk the walk” and deliver a great candidate experience and hire a rockstar for Employer Branding to showcase our vibrant employer brand. We weren’t starting from scratch, but we had big, audacious goals and a huge amount of hiring to do each month. Thus, we had to build our foundation and deliver results to the hiring managers at the same time.

The Talent Acquisition Team – Before and After:

From a budget perspective, here is how our resourcing plan for Recruiting team resulted in “fully burdened” personnel costs. As we built out our internal team between February and October, you will see that the investment in personnel costs did grow substantially from Q1 to Q4.

Challenge #3: It had to happen fast. We didn’t have the luxury to first build our team and systems for a few months before starting hiring. We needed to build and execute. Thus, we needed amplify our brand and turn on all promising recruiting channels.

We needed a high quality candidate pipeline… and fast. We needed employee referrals, active candidates, passive candidates, re-lo candidates, pink unicorns - we needed them all. We needed some programmes that were “always on” – filling our candidate pipeline. We needed to let the world know that we had a lot of openings. We tested a bunch of different sources to see what would work best. We’re fortunate to be able to advertise all our jobs for free on our own site and it is our number one source of hire. Full disclosure: to tap into different talent pools, we also post some of our jobs on LinkedIn, Indeed, craigslist and niche job boards. We test a variety of things - some work, some don’t. Our goal is always to increase our investment in the things that work, and turn off those with a weak ROI.

As recruiters and hiring managers, we are also fortunate to have an amazing company culture. But, we needed to go further to amplify its impact. Post interview, we would hear from candidates that they loved the energy and vibe of the office environment and for the first time had been convinced that working north of the Golden Gate Bridge was a good idea. We thought to ourselves “if we can only get them to come into our office, they’ll see how great the culture is and want to join us.” So, we needed to have candidates’ “first moment of truth” and initial impression of Glassdoor to accelerate to the moment when they first become aware of our opening. We needed to invest in our employer brand and start sharing the inside scoop of what exactly it felt like to work at Glassdoor. For groups like Engineering and Sales, we decided to tailor the message via videos to better resonate with the target audience. There was a bunch we needed to do to achieve this, and it took a concentrated effort and investment. It wasn’t going to happen on its own.

Note: in this budget, we included the cost of advertising on Glassdoor to give a fair depiction of a normal cost-per-hire (CPH).

As a result of those programme investments, here are our “Source of Hire” metrics. You’ll see that Job Advertising and Employee Referral Programmes have been highly cost-efficient and have been strong contributors to our hiring results. For small, growing companies whose relative awareness with job seekers is minimal vs household names like Google and Facebook, it makes a great deal of sense to raise your awareness by promoting both your employer brand and jobs.

There was a great deal of hustle required by all of the hiring managers as well as our growing recruiting team. When it came to Sales hiring, we knew that a delay in the start of any Sales hiring class would have an adverse affect on our top line revenue for 2014. We couldn’t let that happen. Our sales managers and sales recruiters wouldn’t let it happen and moved mountains to hit our hiring goals. In addition to tightly managing our sales candidate pipeline, we also added some sales recruiting events to create a spike in candidate flow. In general, the strategies worked and we are pretty happy with our time-to-hire. See our time-to-fill by department below.

Challenge #4: Candidate use of mobile devices was taking off. Each month our mobile traffic was growing by 2% and eventually surpassed 50%.

We needed to invest in our recruiting systems to make our recruiting team as productive as possible. We wanted candidates coming from mobile devices to have a good experience and be able to apply for jobs with as little friction as possible. We wanted them to be able to read our employer branding content from any mobile device without having to “pinch and zoom.” We wanted all the candidate flow we could get and didn’t want 50% of our candidates to face a roadblock in the apply process. We implemented both a mobile optimised career site and “mobile apply” in mid-2014 to improve the candidate experience and applicant flow.

To help our sourcers, we also invested in a new breed of sourcing tools like Connectifier and extended our investment in the Jobvite platform by purchasing their CRM/Engage product.

Challenge #5: Glassdoor’s HQ is in a beautiful waterfront location just north of San Francisco, but if you live in the South San Jose, it won’t be your “dream commute.”

To hit our hiring goals, we needed to increase our addressable talent pool and needed SF/North Bay residents to know that Glassdoor is an up-and-coming employer that is close to home!

The good news is that Glassdoor is an amazing place to work. Our office environment is phenomenal and directly on the water in Sausalito. If you live in the SF bay area, it’s those two blue-roofed buildings on the water when you get off the Stinson Beach/Muir Woods exit on 101. It’s a dream commute if you live in the North Bay or in Pacific Heights/Marina. However, one of the recruiting challenges is that Sausalito isn’t exactly convenient if you are a software engineer in San Jose.

To help us attract talent, our Facilities team was able to get permission from our building to add a Glassdoor sign to the front of our building. Because we are right next to 101 freeway, candidates who commute to downtown SF and drive right by our office everyday will see our sign and should begin to consider Glassdoor. Our recruiting team also came up with a guerilla marketing tactic – they setup a free “coffee cart” next to the park-n-ride bus stop across from our building that takes commuters into SF.

Our engineers came up with another great idea to expand our talent pool outside the highly competitive SF Bay Area. They came up with a way to allow our jobs to show up in job search results for other cities in the USA. See the example below. They also set up our jobs to highlight to job seekers on Glassdoor that relocation assistance was provided for certain jobs. This allowed us to tap into talent pools all across the country. Note: Because this was part of our strategy, we did include candidate travel and relocation costs in our overall budget.

Summary 2014 Recruiting Budget & Goals:

All in all, it wasn’t an easy task, but with the total budget of £1.1M, we were able to hit our hiring goals and scale our Recruiting operations. While companies outside the SF Bay Area may look at a £4,600 CPH and not be impressed at all, it is a good target to shoot for if you are a startup in hyper-growth mode that is recruiting “hard-to-fill” positions. Do you want to learnmore about building a recruiting budget? Watch our webinar,How We Built our 2014 Budget.

I hope this information about our budget, team size, and recruiting tools is useful. If you have comments (or suggestions), feel free to contact me at steve.roop@glassdoor.com. Want the full Excel document? Download the full 2015 Recruiting Budget Template for Small & Mid-Sized Businesses now! It will help you set hiring goals, organise and track budget categories and model potential spending plan efforts.

I’d love to see others share their format and categories of their budget with the larger community as well. If you are willing to share it on the Glassdoor blog, please let me know and we’ll help you format the blog post.

The post Glassdoor's 2014 Recruiting Budget: Revealed appeared first on ROW | Glassdoor for Employers.

Employer branding has become top of mind for many organizations looking to attract and build trust with quality candidates, increase retention rates and improve workplace productivity.

You may have taken steps such as defining your employer value proposition (EVP), building out a careers website, and managing your profile on Glassdoor, yet you still don’t know if it’s working. As the old adage goes, “You can’t manage what you don’t measure.” So it’s essential to build measurement into your employer branding program.

Here’s how to get started:

Gather baseline data

Your company probably already captures metrics related to employment and recruiting. Typical measures include:

• Cost-per-hire
• Time-to-hire
• Candidate quality (ratio of qualified applicants to total applicants)
• Retention rate
• Employee engagement
• Employee satisfaction
• Quality-of-hire

In addition to these internal metrics, consider the metrics available on your Glassdoor account that reflect your company’s reputation. These include:

• Overall company rating
• CEO approval rating (% that approve)
• Business outlook (% positive)
• Recommend to a friend (% yes)
• Profile views over time
• Demographics

Numerical measures and quantitative data are not the only way to measure your employer brand. You’ll also want to track anecdotal feedback from employees and candidates via Glassdoor reviews, employee surveys and/or focus groups. Make sure you document key issues on a regular basis so you can monitor trends over time.

Consider your goals

As you examine your metrics, consider the overall goals of your employer branding program.

For example, if your goal includes improving culture by offering development opportunities, pay close attention to retention rates and employee engagement. Also consider adding a metric specific to that goal, such as time-to-promotion. All these metrics can work in conjunction with your Glassdoor ratings and review sentiment; ideally, as you work on improving your culture, you’ll notice an upward trend of employee satisfaction.

If your goals are primarily recruiting-based, such as reducing hiring costs or making many hires to fill out a specific team, you’ll want to track metrics like cost-per-hire, time-to-hire and quality-of-hire. Then carefully monitor your Glassdoor profile views and demographics to see if you’re attracting more candidates to your profile and if they match your hiring targets. Finally, don’t forget to check how your company ratings fare against the competition.

Set a reporting schedule

Without a time-based plan, you may forget to monitor your employer brand and miss out on key successes or opportunities for improvement. We suggest the following schedule:

• Weekly: candidate quality.

• Monthly: Cost-per-hire, time-to-hire, applicant-to-hire, candidate demographics, recommendations, ratings against competitors.
• Quarterly/annually: Overall themes and sentiment, retention rate, quality-of-hire, employee engagement, ratings trends, CEO rating.

With a clear picture of the metrics to track based on your goals, and a schedule for monitoring, you’ll learn what efforts worked, and how well. Best of all, you’ll have real-world data to inform and build the case for next year’s employer branding programs (and budget).

[recommended_posts]

Learn more

For an up-close look on managing all the data associated with your employer brand, download our eBook Talent Analytics for Dummies®, Glassdoor Special EditionTalent Analytics for Dummies®,Glassdoor Special EditionTalent Analytics for Dummies®,Glassdoor Special EditionTalent Analytics for Dummies®,Glassdoor Special Editionand flip to Chapter 5, “Employer Brand Analytics 101.”

The post How to Measure Your Employment Brand appeared first on ROW | Glassdoor for Employers.

We’ve heard from recruiters over and over again that determining the right recruitment budget can be difficult. There are so many factors at play, such as company size, job openings and budget allocations. This raises the question: Is there an easy way to create a recruiting budget in Excel? The answer: Yes! We’ll show you how.

How to Build a Recruiting Budget

Here are five simple steps that will help you build a recruiting budget:

1. Determine Your Personnel Budget

Employers often ask Glassdoor if they should factor in personnel cost into their cost-per-hire. This is entirely up to each company’s discretion, but I want to warn you that it can significantly impact cost-per-hire calculations. Whether you factor this into your cost-per-hire ratio or not, you must list out each job title needed on the team, include hiring dates and track salary impact per headcount by quarter to determine an appropriate personnel budget. To accurately forecast total cost, be sure to add 30 percent to total to fully account for benefits, taxes, T&E, etc. Also, include any contractor or part-time employees that you plan to bring on during the year.

[Related: Post Jobs for Free]

2. Factor in Programme and Systems Fees

With so many factors, your recruiting budget can easily balloon. Elements include implementing a CRM system, managing social accounts, posting jobs online, running employee referral programmes, revamping your career site, adding photos and videos that reflect your culture, installing recruiting analytics tools and investing in your employer brand. You will need to account for the fees involved with each system and ensure you keep track of campaign lengths. According to a recent Harris survey of employers, an employer brand alone can typically amount to a $129,000 (£100,000) annual investment. Ensuring that you have enough budget to cover recruiting tools and fees is important to win the war for talent!

3. Estimate an Annual Expected Number of Hires

Coming up with your recruiting budget breakdown by programme requires estimating the number of job openings per year. Break this down by quarter to see what budget needs to be spent on each channel when. At Glassdoor, we look at every channel we use for our job ads and determine what we will spend on each by quarter based on our open number of positions.

4. Track the Cost of Events

On the Glassdoor marketing team, we know that staging events is time-consuming and definitely not cheap. Whether you are a small business looking to build awareness via career fairs or an enterprise looking to host meet-ups that help candidates become familiar with your brand, it can be an expensive initiative. Be sure to consider all the events that you will be hosting or attending during the year to come up with an accurate budget.

[Related: Snaps, Texts & Tests, Oh My! The Coolest Recruiting Strategies to Try This Year]

5. Include an Employee Referral Bonus Programme

Last, be sure you consider your spend on employee referral bonus programmes. At some companies, 50 percent or more of hires can come through employee referrals. Having a strong programme in place ensures success and rewards your employees for introducing you to new candidates. Be sure to factor in fees that you will pay for hard-to-fill positions then multiply that by half the openings that you will have throughout the year, depending on the ratio of employees that you receive through word of mouth.

Learn More & Download:

Recruiting Budget Template

The post How to Create a Recruiting Budget (Template Included!) appeared first on ROW | Glassdoor for Employers.