Dive Brief:
- It is critical for college human resource strategies to align with institution goals to support the work of not only the HR department but to assure that employees are aware of the benefits of working for the institution and its mission, according to a report in University Business.
- Colleges that have enhanced their HR departments with new approaches and features have made a connection to the institution's larger strategic plan. Any awards the institution has received are being touted in job advertisements. Job descriptions have became more informal or conversational, and employee testimonials are featured on institutions' webpages.
- Colleges also are changing recruiting practices to attract more qualified candidates – and then developing better ways to retain them – from changing evaluation procedures to offering flex work schedules in one case that had the added benefit of expanding hours for some social services, which was part of that university’s mission.
Dive Insight:
Inside Higher Education compiled a detailed list of key tips for higher education human resource departments, including the idea of promoting the university and its mission rather just specific jobs in ads, in part to attract qualified people who might not be hunting for a job but attracted to other features. That also requires getting the information to such “passive candidates” and writing job descriptions with them in mind to create an immediate, positive impression.
The list also recommends that colleges use every method possible to advertise a job, including social media and online ad technology, and to make the landing page where the job is listed attractive and engaging. The recommendations also include having links to information about the best features of the institution and making the application process easy.
Another report highlights Princeton University’s upgraded HR website that says every employee plays a role in the university’s mission. It features testimonials by employees on YouTube and a narrative that describes the “opportunity to make a meaningful impact” and “realize your own personal goals, build strong relationships, be recognized for the work you do and enjoy the unique value only the Princeton Community can offer.” The Princeton HR department also adopted the theme “more impact than you can imagine.”
The report also highlighted the work done by Thomas Edison State University in New Jersey to leverage the institution's facilities and technology more effectively for its employees in and out of their jobs. It also points to its effort to develop human capital with telecommuting and flexible work schedules.
Other experts say that to retain employees, HR departments should consider new ways of evaluating workers and greater rewards for their efforts in their fields.
Meanwhile, another study showed that employee referrals were an effective and efficient method of hiring, ranking just above use of professional marketing networks such as LinkedIn and hiring from within as the best ways to get high-quality employees. Thomas Edison also does cross-functional training to help find employees who stand out as internal candidates.
In its Global Recruiting Trends 2018 report, LinkedIn reported the top trends identified by talent managers and recruiters shaping the future of recruiting and hiring. Having a diverse team, identified as a priority by 78% of the 9,000 respondents, was the top trend followed by implementing new interviewing tools and use of data. But experts warn that diversity is “more than a list of demographics and personality types to put a checkmark next to” and must involve including those workers in the culture of the institution.
Finally, another report states that about 70 percent of job seekers won’t apply to an institution that has a bad reputation, and experts say transparency about such issues is key.