January 26, 2015

How to Find Top Talent without Being Inundated with Resumes

How to Find Top Talent

without Being Inundated with Resumes


Most corporate jobs receive 250 resumes per opening.

Everyone wants to cast their net wide and access all the best talent out there, but no one wants a tsunami of resumes flooding their desk and email inbox.

How can you access a wide array of talent but refrain from being accessed yourself non-stop by respondents?


There’s a lot of folks out there, actively and passively looking for their next job.

There are 25 million resumes on Indeed.
There are 332 million LinkedIn users, 107 million of them in the US.
The average number of daily LinkedIn mobile job applications is 44,000. (ExpandedRamblings.com)

There are 140 Million unique visitors on Indeed.com monthly. (Indeed.com)


There are a lot of folks sending resumes.

Google gets over a million job applications each year and the company only hires about 0.5% of applicants. (About.com)

Procter & Gamble Inc. got nearly a million applications last year for 2,000 open positions. (WSJ.com)

Most corporate jobs receive 250 resumes per opening. (Recruiterbox.com)


Post and pray – Is the answer a job board?

Sometimes the best way to get applications is using a job board. But you try Indeed.com or other large boards, you need to be prepared for the potential inpouring of resumes and have a way to handle them.

Sometimes a trickle of resumes is your best option. If you are seeking highly specialized candidates, pick a niche board that is appealing to the type of candidates you want. You still need to be prepared to sort through the responses.

The heavyweight generalist job boards Monster and CareerBuilder have lost traffic over the last years. And many niche boards have sprung up; these focus on specific types of jobs and industries. (CareerxRoads.com)

A lot of people using job boards take the shotgun approach to job submittals on line. Many don’t read directions or follow instructions. Many aren’t qualified for the position that is posted. This can waste a lot of time not only for the applicant but for the hiring company.


Is the answer an Applicant Tracking System?

The price tag for an ATS starts at $5,000 and depending on the size of the company these systems can cost into the millions of dollars. They are efficient for sure, but they are imperfect.

An ATS will search resumes for the right skills and experience using keywords. This screens out about ½ of applicants from the get go, which may be exactly what a company needs; depending on the position it may not be enough screening but the user can customize each search.

Unfortunately, an ATS may miss the most-qualified applicant if that person’s resume doesn’t include the same keywords as are used in the job description or by the user. All the information may be there, the perfect candidate may be there, but if user error or rote use of the technology inhibits finding him or her, it is wasted effort. It is estimated that 75% of resumes are never read by a human. (WSJ.com)


What of social recruiting?

There is no magic bullet, so signing up for the latest social job gimmick probably won’t save you any time. In fact it may take up more of your time; if you aren’t social enough it may come back to bite you.

But really social recruiting is about using today’s tools to network. Networking has always been a social activity. LinkedIn continues to grow as a social/professional networking site, as well as a job board, and perhaps soon a full-fledged ATS. More than half of companies surveyed said that LinkedIn was a critical component for their recruiters and sourcing groups (CareerxRoads.com). 96% of recruiter use LinkedIn to search for candidates, 92% to vet them (ERE.net).

Old fashioned networking, whether it is picking up the rolodex or searching contacts online comes down to the same thing: picking up the phone and connecting. This is a time consuming but worthwhile effort for all professionals, whether searching for a job or searching for a hire.


What about referrals and internal sourcing?

According to a Silkroad study, internal sources produce the most hires. Employee referrals result in the highest source of hire. (Silkroad.com) This certainly cuts down on many aspects of the recruiting process such as job ads, social widgets, piles of resumes, and typically the vetting of candidates is more assured as the employee referring the candidate is essentially vouching for him/her.

The 2014 Source of Hire Report reports that companies find their best candidates in their own backyards, filling more than 41% of their openings from current employees. This suggests that organizations are doing a better job of developing talent internally. (CareerxRoads.com)


Is the answer a recruiting specialist?

Recruiting is a specialized function. Recruiting new talent includes administrative and legal aspects, screening, logistics and coordination, qualifying and vetting – there are many steps requiring varying levels of skill.

All of these aspects take time. Even if only 25% of resumes get read by humans, those humans must efficiently review and understand the potential of each applicant.

Once a company is large enough, the human resources functions start to grow, addressing work policies, and corporate perks, and company culture, and on and on. So depending on your company’s size and what internal talent is there, some combination of internal and external recruiting specialization will streamline the process and produce a reasonable number of great quality candidates for the hiring manager and team to interview.


External versus Internal Recruiting?

External recruiters don’t have the corner on the market, but they are specialized in what they do. Internal recruiters typically have multiple HR hats they are wearing and their focus is not solely on the latest talent recruitment trends and pipeline building. In very large companies, this may not be the case as internal recruiters may be given very specialized duties.

In most cases startups do not have any recruiting function. Medium sized companies are focused on their own business, and the HR staff that are tasked with recruiting are juggling a wide array of responsibilities. These are ideal situations to partner with an external recruiter who can take the lead on recruiting the talent needed and facilitating the hiring process to whatever extent the internal resources require. Many companies have a mix of ATS, HR with internal recruiters, and external recruiting partners.

When internal hires and referrals don’t produce the needed talent, and time for networking or sorting through a ton of resumes is not available, try a specialist. Recruiters have the network and the sourcing skills to tap into talent wherever it is. Just as job seekers should be proactive in job searching, talent acquisition specialists should pull out all the stops to actively identify and pursue the right people.


So don’t get buried in resumes!

Take a look at what mix of recruiting tools will best serve you.



January 19, 2015

Rob Reeves named “Idaho Business Leader of the Year”

Filed under: Employer,PR / Company News,Recruiting, Staffing & Employment News — Redfish Technology @ 6:30 AM
Idaho Business Leader of the Year 2015: Rob Reeves, CEO Redfish Technology

Idaho Business Leader of the Year 2015:
Rob Reeves, CEO Redfish Technology

President and CEO of Redfish Technology is the 56th honoree.


Pocatello, Idaho (www.isu.edu/cob) – Rob Reeves, president and chief executive officer of Redfish Technology, Inc. in Hailey is the 2015 Idaho Business Leader of the Year. The professional business fraternity at Idaho State University, the Delta Upsilon chapter, of Alpha Kappa Psi, will recognize Reeves at a dinner in Pocatello on Thursday, April 9.


The award annually recognizes an Idaho business leader who has demonstrated outstanding business and professional ethics while contributing significant support to worthwhile community, civic and education activities. Awarded by ISU College of Business students since 1959, previous honorees have included a congressman, former governors, entrepreneurs, and leaders of some of Idaho’s largest companies. The recognition program is the longest-standing one of its kind in Idaho.


Reeves founded Redfish Technology, Inc. in 1996 as a predominately Silicon Valley-focused tech recruiting company. The company has become a full-service nationwide high tech recruiting and staffing company. Redfish Technology provides a progressive recruiting service by creating a partnership with their clients while upholding the highest standards of honesty, integrity, excellence, and performance.


Reeves has not only started a highly successful company, but has created programs to give back to the community, gives employees flextime and work hours to allow employees to donate their time as volunteers, and ensures the work place is a professional, yet fun work environment.


Reeves is dedicated to giving back to his community both personally and through his employees. He created an employee-driven program called One for One that gave $100 and at least one hour of volunteer time to a local community or charitable organization for every professional placement made by a Redfish recruiter. During its time One for One gave time and donations to such organizations at Higher Ground, the Animal Shelter, and The Sun Valley Ski Education Foundation.


Reeves’ One for One program was so successful it grew and became the Pay It Forward campaign. The Pay It Forward program still donates $100 for every successful placement by a Redfish recruiter into the Pay It Forward fund. The money is used by employees to anonymously spread acts of kindness throughout the community, such as paying for a random layaway, buying shoes for kids who need it on a soccer team, or paying for someone’s cup of coffee. When acts of kindness are given, a card is left asking to pay it forward to others in the community.


Reeves has also given back to his community by serving on the board of Company of Fools for two years, supporting The Mountain School and the new Waldorf-inspired charter school, Syringa Mountain school through volunteering his time and financial support, and giving to The Advocates, an organization that builds a community that is free from emotional and physical violence, and The Share Your Heart fundraiser for Camp Rainbow Gold, a camp for children diagnosed with cancer and their families.


Reeves is committed to giving back to his employees as well as his community. This commitment has proven successful and garnered him and his company the award for Best Places to Work in Idaho in the Micro Companies category in 2014 and 2013 from the Idaho Business Review and POPLUS and recognized as one of the 10 Most Dependable Staffing Firms by Goldline Research.


Reeves believes in unity in the workplace. Redfish has a slush fund where one percent of gross sales go towards team building events. In 2013, the funds went to pay for the entire team to train together and run the Rock ‘N’ Roll marathon in Las Vegas. They stayed together at a hotel for the weekend and celebrated their success completing their race of choice, either the half or full marathon, together as a team.


His focus on growing a sustainable business has been the work-life balance. Open communication about their office and objectives, working with individuals on their personal goals within team goals, and having fun events outside the office on a fairly regular basis has helped Reeves build teams with the right attitudes to sustain all kinds of market conditions.


Individual tickets to the April 9 banquet, as well as event sponsorships, are available. For more information, contact Jessy Rice, Alpha Kappa Psi Idaho Business Leader of the Year chair, by phone at (208) 339-2470 or by e-mail at ibloy.akpsi@gmail.com or K. Tyler Bodily, Alpha Kappa Psi Idaho Business Leader of the Year vice-chair, by phone at (208) 680-8301.


Idaho State University College of Business

Contact: Photina Haumschilt

(208) 524-0809 – haumphot@isu.edu


August 11, 2014

Saying ‘I Do’ to the Recruiting Process

Saying ‘I Do’ to the Recruiting Process

It’s a CommitmentSaying I Do to the Recruiting Process - It’s a Commitment


The hardest part of recruiting is not finding the specific purple squirrel. It is not sourcing and screening candidates. It is not communicating the corporate culture or the company mission. It is not coordinating telephone and onsite interviews. It’s not even negotiating the employment package. It’s getting the commitment of the hiring powers.


Funny how this should be the easy part. Once a decision to hire has been made, once the method by which that hiring process will be conducted has been decided, the company should be ready to roll. But it is not always the case.


“Companies and hiring managers need to understand and give themselves to the hiring process knowing it will take time away from everyday operations,” states Mike Curry, Tech Recruiter (more…)


July 28, 2014

What’s the Latest Emerging Code Your New Hire Better Know? By Meredith Dean, Executive Recruiter, IT Division

What’s the Latest Emerging Code Your New Hire Better Know?Meredith Dean, IT Recruiter

By Meredith Dean, Executive Recruiter, IT Division


Is Java the top code to know? C, C++, C# – ho hum. Python and Ruby are hot. What about R? Assembly, Scala or Shell? Picking a particular new “emerging” technology stack like Ruby on Rails, any of the MVC Javascript frameworks, Scala, or Solr, etc. means working with some cutting edge new coding.


But requiring the latest, emerging new code in terms of a hiring requirement definitely means that the talent pool available is going to be extremely small. And with quasi-fulltime employment, tech talent is already highly in-demand before you even start ‘stacking’ the technology deck against yourself. (more…)


June 16, 2014

Workforce Talent Survey By Monster Provides Fresh Insights

Insights from the Monster 2014 Employed/Passive Seekers Workforce Talent – Job Seeker Survey


Monster just published a new insights piece. This job seeker survey focuses on how job seekers view the current job market, their job satisfaction, and what will motivate their career decisions.


The top 1/3 of respondents were made up of: Information Technology/Internet Management (general), Clerical/Administrative, Management (executive level), and Healthcare professionals. The career level was 5% Executives, 33% Management, 50% professional, and 12% Entry. The majority had either a bachelor’s or a master’s degree. (more…)

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