With Google for Jobs and Google Hire, Google has formally staked their place in the recruitment industry and it looks like they’re here to stay. It’s one of the biggest bombshells to hit the recruitment space in recent times, so how big of an impact will they have?
Will Google Hire revolutionize how small to medium-sized enterprises attract talent? Will Google for Jobs completely disrupt the $200 billion recruiting industry? Let’s ask our panel of experts.
If I were Indeed, I would be scared. If I were an Applicant Tracking System that focuses on small to medium sized businesses, I would be scared. If I were a Talent Acquisition enthusiast, I would be excited that such a large organization is taking interest in helping innovate within the space.
Jonathan Kestenbaum, Executive Director, Talent Tech Labs
Google Hire is going to transform the use of algorithms in the recruitment space – faster data and faster matching of talent to employer is going to make Google Hire a major competitor in the recruitment space.
Cheryl Cran, CEO & Future of Work Expert, Synthesis at Work Inc
Whilst it’s too early to tell for sure, it’s a potential game changer. With Google for Jobs (their search engine job board-style user experience) it could have a major impact on the future of job boards and aggregators. Although, the EU’s European Commissioner for Competition may have an issue with its rollout in Europe. With the Google Jobs API (job search for career sites), the benefits are easy to see – better user experience, greater relevancy, happier candidates. Cost could prove a barrier to some though. And lastly, Google’s ATS offering (‘Hire’) could disrupt the SME space, but not the enterprise market just yet.
Nathan Perrott, Director of Digital Marketing Strategy, AIA Worldwide
No doubt that it will be disruptive. I frankly don’t believe Google’s initial approach with organic searches will last, and can’t imagine that they won’t monetize their recruitment solutions. Think what that could mean as they charge companies directly for a suite of products, including Google ads, SEM, Google Jobs, Google Hire, etc. Imagine what that will do to the likes of Indeed, CareerBuilder, Snagajob, Monster, etc. If priced affordably, it could be a huge benefit to companies as the candidate data will be robust and coordinated (FYI – Google will know a hell of a lot about our candidates). But what will it cost? And who will be their new competitors?
Adam Glassman, Recruitment Strategies Manager, Alorica
It’s as big a deal as it sounds. Both of Google for Jobs and Google Hire are potentially marketing changing for the job ads and ATS space respectively. Google for Jobs is going to mean problems for Indeed, job boards and job aggregators. Anyone who sells traffic and job discovery are in line to be disintermediated. Conversely, original content makers – employers with career sites – stand to benefit as Google for Jobs prioritise their job content over duplicates or aggregated data. In the ATS space, Google Hire is obviously a problem for all the ATS players out there – a direct competitor that can offer the unique advantage of seamless integration with GSuite, and presumably with the aforementioned Google for Jobs product in the near future.
Hung Lee, CEO, WorkShape.io
Firstly I think its a huge validation for other players in the space. It means that they see their is money to be made and problems to solve. It also means that they think the current vendors need to do a better job of creating a simplified user experience. More competition will weed out the vendors and products that fail to keep up with the new way to attract and retain talent.
Chris Russell, Managing Director, RecTech Media
When there are more companies trying to solve a recruiting problem, the world gets a lot smaller. Increased competition makes us all think more creatively to push limits. If you can help people get the right jobs faster and easier, then the job seeker gets a better experience and we as employers and recruiters, all win.
Bryan Chaney, Director of Employer Brand, Indeed
Sponsored by Workopolis: If done properly, performance reviews can be a fantastic way to boost employee engagement and productivity, both of which go a long way towards addressing retention issues.
Of course, this is all easier said than done. Giving a performance review, especially for an under-performing employee, can be uncomfortable and challenging. It’s often, however, just the thing that’s needed to resolve issues and improve performance.
Here are eight tips to help you give negative feedback.
1. Use self-assessments
A good first step to providing great performance reviews is to ask your employees to complete a self-assessment before you meet with them. This is the easiest way to see how they perceive their own work, and if that perception aligns with your own. Are there any differences? A difference in perception (and performance) might be coming down to expectations.
But also look for the spots where you both overlap. Use these overlaps to start the conversation, and then segue into finding areas of improvement.
2. Be open to change
In talking to your employee might discover a few things: are there challenges to the role that you were unaware of? Are issues with other members of staff hampering performance?
If you find that this is the case, show some humility and adaptability, and amend your review. You should also be ready and willing to suggest potential changes to workflow and internal processes. Remember, the idea is to find solutions.
3. Focus on business
This is the key thing to remember: no matter how uncomfortable or worried you may be about giving a bad review, you have a business (or team) to run. Your main objective is getting the best possible performance out of your employee (and, in turn, helping them get the most out of their career).
If giving a bad review helps, then it’s what you should do. Do what you can to remove personal emotions, and say what needs to be said. That said, be careful about being overly aggressive or offensive. You can be constructive and critical without being mean or hostile.
4. Highlight strengths
You might think that a negative performance review would focus on weaknesses, but it’s actually a good idea to focus on developing strengths.
Coaching an employee to hone in and develop key skills can absolutely help them to perform at a higher level (and give them the confidence to do so).
5. Back up feedback with examples
As we covered in a recent eGuide on performance reviews, data and evidence are crucial to delivering feedback. In fact, every issue you raise should be supported by at least two specific examples.
Don’t dwell on that one time your employee dropped the ball, or a personal issue (e.g. divorce, a death in the family, etc.); it can be unproductive.
If these issues are re-occurring, however, then the performance review is the opportunity to come up with a solution.
6. Use their job description
Before meeting your employee, go back to look at their most recent job description. It can serve as the foundation of your performance review.
Are they keeping up with the tasks and responsibilities? Has the job changed? Discuss this with your employee and figure out a way to move forward with expectations that are aligned.
7. Come up with a plan of attack
So, you just gave your employee a terrible review. What are they supposed to do now?
It’s your responsibility to work with them to come up with the action plan of specific steps to take. Create a list of measurable goals for the short and long term.
8. Continue to provide feedback
When you and your report have developed the plan, be sure to follow up regularly to ensure they stay on track.
Remember, it takes time and the appropriate coaching for an employee to course-correct certain habits and attitudes. Be patient and supportive, and the change will come.
If you were unlucky enough to give your employee a negative review this year, it’s probably a good idea to start taking steps to prevent the same thing from happening next year. An ounce of prevention, as they say, is worth a pound of cure.
For more on performance reviews, check out this episode of Safe for Work, the Workopolis podcast: