PCRecruiter Web offers a complete solution for management of contacts and applicant flow. The combination of applicant tracking and contact management creates a powerful center for your entire process, facilitating your entire process from requisition submittal, to req approval, through to on-line job inquiries and hire logging. All of this, plus potent administrative metrics and dynamic candidate questionnaires and assessments. PCRecruiter has the features you'd expect of an enterprise class solution, including bulk email, automated resume parsing, document storage, and diversity tracking.
Key features
The items listed here are just a few of the convenient tools you'll have at your command in PCRecruiter. Our software is not a 'modular' system sold by the feature - you'll get all of these powerful functions, standard. - An easy drag-and-drop interface for moving applicants from one stage to the next, with automated form letters and complete history tracking.
- Customizable, searchable forms that can be completed online by any contact in the database for self-entered data collection or internal data standardization.
- Use the broadly applicable Rollup List function to group Names and Reqs for sorting, emailing and other group actions.
- Create requisitions in 'pending' status for processing through approver email chains.
- Collect self-identification data from applicants to meet your compliance requirements.
- Locate keywords and phrases in job descriptions, notes, resumes and applicant profiles with familiar AND / OR search constructs.
- Search resumes on CareerBuilder.com and download them directly to your database
Monday, December 1, 2008
Human Resource Software
Sunday, November 30, 2008
New Technology and Human Resource
How the marriage of new technology and Human Resources should be a natural occurrence in spite of some built-in impediments. For example, technology is the perfect solution to ease the enormous amount of record keeping relating to vacation schedules and other benefit-related information. And since HR is the conduit between employee and the company, the opportunity to create an intranet - an internal private network to communicate with staff members - is a natural application of new technology.
But many managers have learned that logic doesn't always apply when the fears and sensitivities of human beings are involved. They've learned that employees are accustomed to having a real person, not an on-line representative, hold their hand to inform and counsel them. In addition, while technology is increasingly prevalent in companies of all types and sizes, many employees a) are still not technically proficient to access relevant information, b) question the privacy of on-line communication and c) continue to resist technological enhancements because they are simply creatures of habit.
But it's only a matter of time when HR practitioners and the employees they serve overcome these impediments. In fact, it's already happening in several critical areas of personnel affairs. One of the hottest developments in HR is on-line recruiting. While the days of advertising for and finding new employees through help-wanted columns in the newspaper aren't over, the sheer dimension of on-line recruiting is overwhelming.
With experts predicting a 14% increase in total employment by the end of the decade, it's not surprising that there are approximately 25 million resumes on-line, either on company web sites or central on-line sites such as Monster.com where recruiters post openings. Applicant tracking services, on which the average life span of a desirable resume is seventy-two hours, are best friends of HR managers who are looking for qualified applicants. On-line recruiting is projected to become a $7 billion business by the end of the decade.
Another critical application of new technology is in the area of web-based training. While not every function within a company lends itself to the new instructional medium of cyberspace - machinery operations, for example -- HR managers have found on-line training to be both economical and convenient. They can update materials more quickly on-line than when presented in paper form; can utilize audio, video and interactivity as part of the learning process; can accommodate employees whose schedule may not allow them time to take an instructor-led course; and can reach every employee at his or her desk.
Two other on-line applications that HR managers are finding increasingly helpful are administering company incentive programs and resolving workplace disputes. The former application encourages greater productivity and rewards employees for outstanding performance. On-line programs ease the administrative burden because keeping records for such things as performance, anniversary awards, or something as simple as acknowledging an employee's birthday is automated. A report cited in a recent issue of Workforce magazine states that the corporate incentive market has grown from nearly $23 billion in 1996 to $30 billion last year. This suggests the importance that companies are placing on motivational tools to retain qualified employees.In situations concerning conflict resolution, research shows that managers spend up to 30% of their time dealing with personnel issues such labor negotiations, sexual harassment or discrimination charges and failed partnership agreements. Third-party on-line mediators can bring the two disputants together on their respective computers where they can review relevant documents and proposed agreements, free from the face-to-face tensions that can often occur during in-room negotiations. Cost is also an important consideration. On-line mediators are often considerably less expensive than lawyers when a trial goes to court.
While new technology can't solve every problem, HR managers are finding increasing value in using the fast-growing resources of cyberspace to accomplish their mission. They are most successful, however, when they are sensitive enough to realize that their new-found reliance on technology must be tempered with the knowledge that their "clients" - the employees - are individuals who do not want to feel that their relationship with the company has lost the human touch.
By- by Carol Conway
Source:http://www.crsonline.net/techarticles/tech_column-15.htm
Use of technology in HR management
In view of the fact that HRM centres on an organisation’s unique human and “inimitable” component, whereas technology is more standard and replicable, incorporating technology into HRM introduces some interesting and relevant concerns for practitioners. For example, to what extent is it productive to invest in technology relative to investments in employee development, mentoring, or career management? Or can technology actually support or accelerate management? Or can technology actually support or accelerate positive outcomes in these areas? Does success depend less on how firms manage their technology than on how they manage their human assets?
In short, the contrast between “content” concerns and “process” concerns confronting HRM are intriguing issues to explore, as these contribute uniquely to the way organisations manage and develop their members.
Increase in productivity
The use of technology in performance management has the potential to increase productivity and enhance competitiveness. We believe that appraisal satisfaction is a key concept that is central to any discussion of technology and performance management. Clearly, gains technology makes are Pyrrhic victories if appraisal satisfaction does not improve as well. Contemporary attention to psychological variables such as appraisal satisfaction that underlie the appraisal process and user reaction to the performance management system have supplanted previous preoccupations with appraisal instrument format and rater accuracy (Cardy & Dobbins, 1994; Judge & Ferris, 1993; Waldman, 1997). In view of the uniqueness and competitive advantage that human resources provide, it is appropriate that organisations pay greater attention to questions of employee satisfaction and with how firms evaluate their performance.
We believe that appraisal satisfaction will remain a relevant concern, even when technology is a primary mechanism for the feedback process. Beyond this, appraisal satisfaction is also a critical concern when technology actually becomes the appraisal process. This is because an important link exists between satisfaction with appraisal processes and technology’s potential as an effective force for change and improved performance.
Performance feedback
Given that high-quality performance feedback should be one factor that helps organisations retain, motivate, and develop their employees, these outcomes are more likely to occur if employees are satisfied with the performance appraisal process, feel they are treated fairly, and support the system. Conversely, if ratees are dissatisfied or perceive a system as unfair, they have diminished motivation to use evaluation information to improve performance . In the extreme, dissatisfaction with appraisal procedures may be responsible for feelings of inequity, decreased motivation, and increased employee turnover.
Furthermore, from a reward standpoint, linking performance to compensation is difficult when employees are dissatisfied with the appraisal process. Noting this difficulty, Lawler (1967) suggested that employee opinions of an appraisal system might actually be as important as the system’s psychometric validity and reliability. The question of appraisal satisfaction is a relevant concern in discussions of how technology interacts with performance management systems since absent user satisfaction and support, technological enhancements are likely to be unsuccessful.
Technology as content
Technology may contribute to performance management and thus to appraisal satisfaction in two primary ways. First, technology may facilitate measuring an individual’s performance via computer monitoring activities. This frequently occurs as an unobtrusive and rote mechanical process that relies on minimal input from individuals beyond their task performance. Jobs that incorporate this type of appraisal technology are frequently scripted or repetitious and involve little personal judgment or discretion. Working in a call centre or performing data entry are examples. In this instance, the very act of performing a job simultaneously becomes the measure of how well a jobholder accomplishes it. Keystrokes, time on task, or numbers of calls made are recorded and at once become both job content and appraisal content.
A second approach to technology and performance management changes the emphasis so that technology becomes a tool to facilitate the process of writing reviews or generating performance feedback. Exa-mples here include multi-rater appraisals that supervisors or team members generate online, as well as off-the-shelf appraisal software packages that actually construct an evaluation for a manager. This particular technological approach occurs more often in the context of jobs that involve personal judgement, high discretion, and open-ended tasks for which real-time performance monitoring is not an option.
Source:-http://www.expresscomputeronline.com/20070312/technologylife02.shtml
Friday, November 28, 2008
5 Interviewing Mistakes That Can Lead To Hiring The Wrong Person
Are you in the process of hiring employees? The following article gives you an overview of 5 of the most common interviewing mistakes that you need to avoid, so that you don`t hire the wrong person...
5 Interviewing Mistakes That Can Lead To Hiring The Wrong Person
Mistake #1: Going with the flow
Inexperienced interviewers sometimes fall into the trap of letting the interview become "free form", spending different amounts of time on different questions, basing follow-up questions on on how the candidates answer.
This can result in a candidate taking control of the interview and leading you where he or she wants to go, rather than where you can get the information you need.
Solution: Ask everyone the same questions.
Prepare a list in advance, based on the information you need, and use it as a guide throughout the interview. Put each question on a separate sheet of paper and prepare one set for each candidate.
As you move through the questions, use the appropriate sheets to make notes of the answers and your own observations and impressions. You can vary the follow up questions as necessary, but keep your notes on the main question page.
When you have followed this structure with all the candidates, you`ll be able to compare them on an "apples to apples" basis.
Mistake #2: Asking predictable questions
Job applicants have many sources of help for interviewing, and it`s easy to learn acceptable answers to the standard questions.
That means even the wrong candidate for your position could answer the questions in a way that fools you into thinking he or she is a fit.
Solution: Ask candidates questions that force them to expand on their answers, illustrating their thinking skills as well as their attitudes and job competencies.
Such questions might include:
* If you could design your own job, what would it look like?
* What`s your favourite part of the work you do now? Why do you like that?
Ask questions like these and, instead of practised responses that tell you virtually nothing, you`ll get insights into who these people really are.
Mistake #3: Whitewashing the job
If you have a candidate in front of you who seems like a great choice, you obviously want that person to accept your job offer.
Sometimes, though, you know the job has inherent challenges or downsides, and you may be afraid if you talk about these thing you will lose a good employee.
The trouble is, if you hire them and they discover the negatives themselves, you may well lose them in the first week!
Solution: Be candid about challenges in the job or within the company.
Watch for candidates who embrace and relish the challenges, and who can see beyond the negatives. These can become your most valued employees.
Mistake #4: Ignoring the question of "fit"
Every organization has a culture.
It comes from a blend of the industry you are in, the ages of those who work there, the size of the company, the number of people, the geographic location and many other factors.
But that culture creates its own work environment, and if employees are not comfortable with that environment or do not work well within it, they don`t "fit". This person will never be an asset to your company, and may in fact leave very quickly.
Solution: Ask questions whose answers will demonstrate the candidate`s personality and character, their attitudes towards the workplace.
An example of that type of question might be: Do you prefer a structured environment or a more loose, easy-going one? Why?
Mistake #5: Letting a candidate`s one major positive blind you to the negatives
Sometimes a person might have one outstanding positive: worked for your major competitor, attended a university with a track record of successful graduates, or even just comes from your home town.
If you also instinctively like the individual, it is tempting to be overly influenced by this fact, and not pay enough attention to others that are not so attractive.
Solution: When recording your notes on each candidate (see solution to Mistake #1), be sure to record negatives as well as positives on the appropriate pages.
When you review your notes after the interview is over, you will be better able to balance the pros and cons impartially.
Candidates are often sophisticated job seekers, who are well prepared for the interview. To avoid costly hiring mistakes, hiring interviewers must be equally prepared for the process.
Source:
http://www.employment360.com/interviewing-mistakes.html
5 Interviewing Mistakes That Can Lead To Hiring The Wrong Person
Mistake #1: Going with the flow
Inexperienced interviewers sometimes fall into the trap of letting the interview become "free form", spending different amounts of time on different questions, basing follow-up questions on on how the candidates answer.
This can result in a candidate taking control of the interview and leading you where he or she wants to go, rather than where you can get the information you need.
Solution: Ask everyone the same questions.
Prepare a list in advance, based on the information you need, and use it as a guide throughout the interview. Put each question on a separate sheet of paper and prepare one set for each candidate.
As you move through the questions, use the appropriate sheets to make notes of the answers and your own observations and impressions. You can vary the follow up questions as necessary, but keep your notes on the main question page.
When you have followed this structure with all the candidates, you`ll be able to compare them on an "apples to apples" basis.
Mistake #2: Asking predictable questions
Job applicants have many sources of help for interviewing, and it`s easy to learn acceptable answers to the standard questions.
That means even the wrong candidate for your position could answer the questions in a way that fools you into thinking he or she is a fit.
Solution: Ask candidates questions that force them to expand on their answers, illustrating their thinking skills as well as their attitudes and job competencies.
Such questions might include:
* If you could design your own job, what would it look like?
* What`s your favourite part of the work you do now? Why do you like that?
Ask questions like these and, instead of practised responses that tell you virtually nothing, you`ll get insights into who these people really are.
Mistake #3: Whitewashing the job
If you have a candidate in front of you who seems like a great choice, you obviously want that person to accept your job offer.
Sometimes, though, you know the job has inherent challenges or downsides, and you may be afraid if you talk about these thing you will lose a good employee.
The trouble is, if you hire them and they discover the negatives themselves, you may well lose them in the first week!
Solution: Be candid about challenges in the job or within the company.
Watch for candidates who embrace and relish the challenges, and who can see beyond the negatives. These can become your most valued employees.
Mistake #4: Ignoring the question of "fit"
Every organization has a culture.
It comes from a blend of the industry you are in, the ages of those who work there, the size of the company, the number of people, the geographic location and many other factors.
But that culture creates its own work environment, and if employees are not comfortable with that environment or do not work well within it, they don`t "fit". This person will never be an asset to your company, and may in fact leave very quickly.
Solution: Ask questions whose answers will demonstrate the candidate`s personality and character, their attitudes towards the workplace.
An example of that type of question might be: Do you prefer a structured environment or a more loose, easy-going one? Why?
Mistake #5: Letting a candidate`s one major positive blind you to the negatives
Sometimes a person might have one outstanding positive: worked for your major competitor, attended a university with a track record of successful graduates, or even just comes from your home town.
If you also instinctively like the individual, it is tempting to be overly influenced by this fact, and not pay enough attention to others that are not so attractive.
Solution: When recording your notes on each candidate (see solution to Mistake #1), be sure to record negatives as well as positives on the appropriate pages.
When you review your notes after the interview is over, you will be better able to balance the pros and cons impartially.
Candidates are often sophisticated job seekers, who are well prepared for the interview. To avoid costly hiring mistakes, hiring interviewers must be equally prepared for the process.
Source:
http://www.employment360.com/interviewing-mistakes.html
Cyber Recruiter
Web Based Recruiting and Applicant Database Tracking Solution
Buy it or Rent it...
Cyber Recruiter Cyber Recruiter is a 100% web-based recruiting solution for organizations in any industry. More than just a database for tracking information, Cyber Recruiter is built with the entire recruiting process in mind. The developers of Cyber Recruiter recognize that the two most important aspects of recruiting are efficiency and communication and they have designed a system to make both easier. |
What is so unique about Cyber Recruiter?
- Fixed Fee implementation (you know what the whole project will cost before you sign the agreement, guarenteed)
- In-House or ASP / On-Demand implementation (most solutions are one or the other)
- Designed to be integrated into most mid-market HRIS
- Our clients rate it the highest in "Ease of Use" and "Functionality/Price"
- Solutions starting at $7k for software
Easy Job Posting to Career Centers
Customize an online career center to match your corporate Web site’s look and feel. Recruiting software allows applicants to easily view open positions, submit resumes, answer screening questions, and fill out applications online.
Job Board Integration
Integration with major job boards, like Monster.com, gives thousands of potential candidate’s access to your postings.
Online Resume Routing
Built-in e-mail workflows result in paperless recruiting. Automatically route requisitions for approval, post approved requisitions to the public career center, route applicants to recruiters for review, and much more.
Online Applications and Self-Service
Applicants fill out applications online via the public or internal career centers. Ensure more qualified candidates by filtering applicants for specific criteria.
Simple Requisition Management
Create new requisitions using templates or from scratch, automatically route them to approvers for review, and post to the Web.
Quick Candidate Search
Search the applicant database for a variety of requisition-specific criteria, including degree, major, referral source, position desired, and skills.
Source:http://www.hrtechpartners.com/cyber-recruiter-software.html
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