Get More Candidates from Indeed

Get More Candidates from Indeed

 

Chances are that you are spending most of your recruitment advertising budget with Indeed.

Indeed is a wonderful platform but … It is very easy to get lost in the sauce. From getting your job ad seen, to managing the best way to reach out to candidates. In this blog we will go over some indeed best practices to help you understand Indeed a little better.

Is there a difference between a job description and a job ad?

Job descriptions are not job ads and job ads are not job descriptions. Descriptions are straight forward. They show the functions of the job, the requirements, and the benefits. On the other hand, a job ad sells candidates to the job. Job ads have 2 audiences: The job seeker ( we’re trying to get them to click on the job post and complete the application ) and the job board search engine ( we want the search engine to index the ad and show it to as many job applicants as possible ).

In the hyper-competitive candidate market, job ads are more important than ever. If your ad fails to sell the candidate on the opportunity, get them to click and apply, it doesn’t matter where you place the ad or how much money you spend, you’ll lose the vast majority of great candidates.

Job Post Content, What really matters in my job posts?

  • Keywords always help. If you’re with an agency, ask for a market report for your jobs and that will include a keyword report with the most searched terms.
  • One trick is to add job titles from jobs that people could transition from easily into the job body.
  • Change up your job titles to use what other competitors are using. For example, we changed one job from “Electrical Instrument Assembler” to “Electrical Manufacturing Technician.”
  • Keep descriptions short and make sure the first paragraph is clear. A Job Description is NOT a job ad.
  • Salaries in the ad… do it or not? YES

How much should I be spending on Indeed?

Start from the end; keep the goal in mind. Too many recruiters think they have a gut feeling about what a budget should be. Take a look at your recruiting funnel and analyze it, from hire to apply.

Hires needed → Qualified Candidates to Interview → Applies → Cost per Apply

How many hires do you want to make? Think about how many people you need to interview to make those hires. How many people should apply to get the number of qualified candidates you need to interview? Finally, Indeed doesn’t sell you applications, they sell you clicks. How many clicks do you need to get a certain number of people to apply?

How do you find out what you are spending on indeed today?

Get in touch with your Indeed account manager, and see who is spending what across all your accounts. Go over the past 3-6 months: see how much you’ve spent and how many candidates you’ve received.

Organic ads… where do they work?

Organic is free traffic, so always make sure you have an organic job post going. They can be very effective.

Don’t duplicate jobs or you will lose organic traffic; there can only be one source of truth on Indeed, but duplicating an organic job post will always take your money for sponsored ads.

Refreshing jobs… myth or not?

Don’t do that if you’re sponsoring positions. It takes time for jobs to find their CPC bid ( cost per click ) and budgets to work themselves out. If you refresh jobs, you’re losing data that the job has been working to build up. Leave sponsored jobs alone but refresh organic jobs about once a month. If you refresh too often, Indeed’s quality team will flag those jobs and they might not get as much traffic.

Job Salaries

“If I don’t put a salary on a job, the candidate won’t have expectations and it’ll be easier on recruiting.”

The truth is that Indeed has an incentive to put a salary because it increases the click-through rate. If you don’t provide a salary, they’ll provide an estimate since job posts with salaries get 22-28% more clicks.

There’ll always be employers that pay more and those that pay less than the competition, you can always use a pay range even though it might be skewed to one end or the other.

Time to Hire!

The company’s timing to make a hire is not the same as a candidate’s timing.

Whereas a candidate might be looking to get a job within a week or a month, according to a new Talroo report, the average time to fill an entry level position is around 44 days. Candidates, however, are not waiting 44 days to get hired.

Want to hear more best practices for Indeeds? Check out the is episode of Pivot 2 First

Learn More

Dominic Antonio 

Dominic is PivotCX’s Recruiting Marketing Manager. He has been a core part of the team for 6 years.
He’s skilled in digital ad buys, technical recruiting, content marketing, email marketing, website management, CRM management, social media, ad copy writing.

Favorite Business book: Stephen Covey’s 7 Habits of Highly Effective People
Favorite Fiction book: John Steinbeck’s East of Eden

Favorite Movie: Lord of the Rings Trilogy

Final Thoughts: Good recruiting is relational, not transactional; it’s a conversation.

Mike and PivotCX:

Mike’s LinkedIn: https://www.linkedin.com/in/indymike/ 

Pivot2First Podcast: https://pivot2first.com/

PivotCX: https://pivotcx.io

Workforce: Rethinking Talent Models

Workforce: Rethinking Talent Models

Originally published by

Deloitte Insights 

Not only have workforce demographics changed over the last 30 years—collectively making the workforce older and more diverse—but the very social contract between employers and employees has altered dramatically as well. Organizations now have a broad continuum of options for finding workers, from hiring traditional full-time employees to availing themselves of managed services and outsourcing, independent contractors, gig workers, and crowdsourcing. These newer workforce types are available to solve problems, get work done, and help leaders build more flexible and nimble organizations (figure 2). Alternative workers are growing in number; currently, 35 percent of the US workforce is in supplemental, temporary, project, or contract-based work. This percentage is growing as well—for example, the freelance workforce is growing faster than the total workforce, up 8.1 percent compared to 2.6 percent of all employees.

As labor-sourcing options increase, it opens up the possibility for more efficiency and creativity in composing an organization’s workforce. But with more options often comes more complexity. Employers should not only consider how roles are crafted when pairing humans with machines, but also the arrangement of their human workforce and what type(s) of employment are best suited to obtain the creativity, passion, and skill sets needed for the work at hand. Orchestrating this complex use of different workforce segments might require new models. It could fundamentally change our view of the employee life cycle from the traditional “attract, develop, and retain” model to one where the key questions are how organizations should access, curate, and engage workforces of all types (see the sidebar, “Beyond the employee life cycle”).

Organizations have an opportunity to optimize the organizational benefits of each type of talent relationship while also providing meaningful and engaging options for a wide variety of worker needs and motivations. However, making the most of the opportunity could require a complete rethinking of talent models in a way that allows organizations to carefully match people’s motivations and skills with the organization’s work needs.

Access. How do you tap into capabilities and skills across your enterprise and the broader ecosystem? This includes sourcing from internal and external talent marketplaces and leveraging and mobilizing on- and off-balance sheet talent.

Curate. How do you provide employees—ecosystem talent—and teams with the broadest and most meaningful range of development? This includes work experiences that are integrated into the flow of their work, careers, and personal lives.

Engage. How do you interact with and support your workforces, business teams, and partners to build compelling relationships? This includes multidirectional careers in, across, and outside of the enterprise; and for business leaders and teams, providing insights to improve productivity and impact while taking advantage of new ways of teaming and working.

Deloitte Consulting LLP – © 2021

Imagine being able to engage your applicants within five minutes of application, then engaged in human-to-human interaction starting in seconds. PivotCX can make this process happen. See our 90-second video explaining how PivotCX can help you get to the right talent fast so you can Pick First.

The 5 Problems that Keep CEOs Up at Night

The 5 Problems that Keep CEOs Up at Night

Originally published by Industry Week 

 Ten years ago, we surveyed manufacturing CEOs to determine what kept them up at night. Coming on the heels of the Great Recession, concerns about another economic downturn were naturally top of mind. Worries about supply chain challenges—in the aftermath of the first significant global supply chain disruption and the Tohoku earthquake and tsunami of March 2011—were second. 

We informally surveyed CEOs again this October to gauge their current pain points. Following is a snapshot of top-ranked concerns facing U.S. manufacturing leaders toward the end of 2021.

  1. Talent recruitment and retention. No surprise here—unless you were expecting No. 1 to be supply chain disruptions. What was once a concern is now a crisis. Not only were there almost 900,000 job openings in manufacturing in the latest U.S. Bureau of Labor Statistics report, or about 9% of all private openings, but more than 300,000 manufacturing employees quit their jobs each month this summer. The Great Resignation is altering the global work landscape. On top of the struggle to attract younger workers—those with STEM skills and a general interest in mechanical and technical careers—manufacturers now have to deal with changing generational perceptions of work overall. Millennials and Gen Z are predicted to make up 30% of total employment by 2030.   

     

  2. Global supply chain disruptions. Hiccups in the production and distribution of materials, components and products have become the norm with the rise of global value chains. But today’s crisis, of course, is no hiccup: Jammed ports and supply bottlenecks have been the rule rather than the exception for a year. IHS Markit says that suppliers’ delivery times in the United States and the EU have hit record lengths due to surging demand. Consumer spending on durable goods is up more than 20% in the past year, and widespread supply constraints, including component and labor shortages, exacerbate the issue. In fact, shipping prices from China are up 400% since last year, and wait times for ocean freight up 45%. While some analysts believe that as COVID recedes, capacity constraints and labor shortages will also diminish, IHS Markit says the crunch could last for another 12 months—if not longer.
  3. Commodity and raw material prices. At the heart of much of today’s supply challenge is the shortage of commodities and raw materials, which have driven producer prices up dramatically. It’s hard for manufacturers to plan for growth in the face of unrelenting price spikes. The Federal Reserve’s Global Price Index for All Commodities stands at 167, the highest level in seven years. Moreover, Bloomberg’s index on raw-material spot prices is at a 10-year high. Oil prices are at their highest level since 2014, while according to the Fed, iron and steel prices are at their highest levels ever on the producer price index. Like so many other challenges, this one is not expected to resolve itself any time soon.
  4. Cyber threats. There is one dramatic difference between our CEO survey of 2011 and 2021: rapidly rising concern over cyber-attacks, especially regarding ransomware and malware, that can lead to equipment sabotage and system shutdowns. The Internet of Things has proven to be a dual-edged sword: Networking with the outside world means exposing yourself to the outside world. According to Statista Research and Analysis, there are 10 billion interconnected devices in the world today, which will climb to more than 25 billion by 2030. At least 4 billion are in use across all industries as well as government. This means unless manufacturers turn the clock back to 1990—restricting their employees’ access to email and cell phones and canceling plans to create smart factories and supply chains—their systems are at risk.
  5. General economic and global volatility. Economies across the globe are slowing considerably as the impact of the continuing pandemic (which wave is it now?) continues to plague businesses and consumers worldwide. On top of supply chain disruptions and labor shortages, there’s the specter of inflation. The federal government’s Consumer Price Index for All Urban consumers (CPI-U) is up 5.4% year over year, and according to the United Nations, global food prices are up 33% in the last 12 months. Adjusted for inflation and annualized, food prices around the world are at their highest level since 1960.

And yet … according to the Bureau of Economic Analysis, after declining 5% in 2020, corporate profits were up 5% in the first quarter and more than 10% in the second quarter of 2021. Not too shabby considering the growing list of business concerns.   

Stephen Gold is president and CEO, Manufacturers Alliance

Engage for Success Radio: Employee Engagement at PivotCX

Engage for Success Radio: Employee Engagement at PivotCX

PivotCX learned a huge lesson about business when COVID-19 hit and they lost 85% of their business in March 2020. What was the surviving 15%? It corresponded to clients using the software to engage job applicants with a live person, right after they applied. Consequently, they pivoted. They rebuilt their business on the proposition that every job applicant should get to talk to a live human, every time, within minutes of applying. 

Mike and his team spent most of 2020 building new software, and a new way to recruit that puts candidate engagement front and center. They built it by working closely with the interns doing live chat for the customers that stayed on board, and by listening carefully to their customers. 

In short the Pivot worked.

The new software launched in January  2021, and PivotCX grew 183% that year. 

So far this year, fueled by the great resignation, in January and February, they’ve already beat 2021.

But… growth creates new challenges, and employee engagement at PivotCX has become crucial. Now their team shifted to growth mode. This means that the company leaders challenge employees to “give their job away” every few weeks as they scale up. Making sure every team member knows what is going on, feels valued, and important is crucial. 

Mike is a serial entrepreneur and software developer with deep experience in HR Tech. He heads up product operations and product development for PivotCX. 

Host: Jo Dodds

Webinar: Reactivating Passive Candidates

Webinar: Reactivating Passive Candidates

Overview

Many employers are experiencing a labor shortage. The previously inexhaustible pools of active candidates have been drying up. Now is the time for many of them to tap into their reserves to reactivate passive candidates.

Mike and Ric will talk about tapping into employers’ hidden market of previous applicants and reactivating passive candidates. Life happens and  the timing might not have been right when they first applied, but right now could be the right time! Refresh your talent pipeline and spark new interest in your previous applicants to fill your current openings.

Our Moderators

Mike Seidle is a serial entrepreneur and software developer with deep experience in HR Tech. Mike heads up product operations and product development for PivotCX. He brings over 30 years of experience in marketing, software development, product and user experience design, and a proven track record of leading technology-driven teams.

Ric Basso has over 30 years of professional sales management experience, 13 of which have been in the HR Tech space as one of the first 50 employees at Monster.com. As Vice President of Business Development, Ric is a passionate sales and partnerships leader with the personal mission of bringing people together to advance their lives.