Webinar will help organizations position themselves to reach broader audiences
NAS Interactive, a division of NAS Recruitment Communications will team up with LinkedIn to present “Using Social Networking as Part of Your Talent Sourcing Strategy,” a special webinar to be hosted May 5th at 2:00 p.m. EST.
Kevin Hawkins, National Internet Strategist for NAS, and Brandon Salom, Partner Relationship Sales Manager for LinkedIn, will co-host the hour-long presentation. Those attending the session will learn how many HR organizations are already successfully using these powerful Web 2.0 environments to reach candidates, as well as how to use LinkedIn’s platforms and solutions.
This webinar will also explore how proactive organizations use Social Networks to coordinate recruiter activities in order to find and engage quality talent. Participants will learn how job listings are virally promoted to reach “perfect fit” candidates; why personalized, network-driven connections increase quality lead generation; and how Social Networks allow candidates to learn about you as an employer without feeling like they’re being marketed to.
“Social networking is a necessary component for today’s employee recruitment strategies,” said Kevin Hawkins, “particularly when you need to reach out to people with highly specialized skills. Professional and social communities like LinkedIn are where HR goes to look for top talent. NAS Interactive helps clients to build their own niche community and extend their brand presence in unique ways within the SNS space.”
In fact, social networking sites, such as LinkedIn, Facebook, MySpace, Twitter and Tagged, have become a cultural phenomenon that transcends age or computer proficiency. Today, college students, working parents, seniors, executives, professionals...57% of all active online users—over 130 million people—are members of at least one social network. And that makes these sites fertile ground for recruiters.
To learn how NAS and LinkedIn can help you develop a social network strategy and engage talent in a uniquely effective manner, or to register for the May 5th webinar presentation, please contact Patty Van Leer at pvanleer@nasrecruitment.com.
NAS Recruitment Communications, part of McCann Worldgroup, delivers best-of-class HR strategy solutions for online and offline candidate engagement and specialized expertise in career websites, onboarding, employee communication and HR metrics. Creating Demand. Delivering Talent. Changing Lives.
Monday, April 27, 2009
Thursday, April 16, 2009
NAS Improves Online Job Board Return on Investment For Clients
NAS Recruitment Communications continues to improve online job board return on investment for client partners ranging from small organizations to Fortune 100 companies.
NAS’ solution encompasses a customized and highly tailored suite of services that can be applied to online contracts ranging in value from $5,000 up to multi-million-dollar investments. “These services become even more important given the current state of the business climate,” said Brianna Lamb, Director of Business Development for NAS. “We have seen clients realize up to a 400% increase in the number of qualified applications, and a significant decrease in wasted investment, with just a few simple adjustments to their strategy.”
NAS’ online contract management activities include historical performance reviews, monthly quality and brand audits, custom reporting, job board performance comparisons, product fit assessments, realistic job previews, online branding, and media analytics complete with tracking from source to application. These services provide NAS customers with a true picture of success and performance with each of the job boards. Investment levels and product mixes are then adjusted based on the success metrics, ultimately delivering the organization a better applicant at a lower cost per hire. Monthly reports and audits also provide best practices tips to deploy and strengthen the candidate experience, particularly when NAS identifies brand inconsistencies, broken links, tedious application processes, unsearchable titles, poorly written postings and formatting errors.
To receive a copy of NAS’ article “Ten Tips To Improve Your Online Job Postings,” which includes posting best practices and strategy tips, or to learn more about how NAS can assist you with your online media investment, please email info@nasrecruitment.com.
NAS Recruitment Communications, part of McCann Worldgroup, delivers best-of-class HR strategy solutions for online and offline candidate engagement and specialized expertise in career websites, onboarding, employee communication and HR metrics. Creating Demand. Delivering Talent. Changing Lives.
NAS’ solution encompasses a customized and highly tailored suite of services that can be applied to online contracts ranging in value from $5,000 up to multi-million-dollar investments. “These services become even more important given the current state of the business climate,” said Brianna Lamb, Director of Business Development for NAS. “We have seen clients realize up to a 400% increase in the number of qualified applications, and a significant decrease in wasted investment, with just a few simple adjustments to their strategy.”
NAS’ online contract management activities include historical performance reviews, monthly quality and brand audits, custom reporting, job board performance comparisons, product fit assessments, realistic job previews, online branding, and media analytics complete with tracking from source to application. These services provide NAS customers with a true picture of success and performance with each of the job boards. Investment levels and product mixes are then adjusted based on the success metrics, ultimately delivering the organization a better applicant at a lower cost per hire. Monthly reports and audits also provide best practices tips to deploy and strengthen the candidate experience, particularly when NAS identifies brand inconsistencies, broken links, tedious application processes, unsearchable titles, poorly written postings and formatting errors.
To receive a copy of NAS’ article “Ten Tips To Improve Your Online Job Postings,” which includes posting best practices and strategy tips, or to learn more about how NAS can assist you with your online media investment, please email info@nasrecruitment.com.
NAS Recruitment Communications, part of McCann Worldgroup, delivers best-of-class HR strategy solutions for online and offline candidate engagement and specialized expertise in career websites, onboarding, employee communication and HR metrics. Creating Demand. Delivering Talent. Changing Lives.
Wednesday, April 15, 2009
People Power: Internships Speak to the Future
A well-organized internship program can benefit both the intern and the company.
By C.T. Trivella, Director and Branch Manager, NAS Recruitment Communications
Internships are not the cumbersome programs some employers believe them to be. In actuality, they are beneficial both to the student longing for some workplace experience, and to the employer seeking a fresh perspective from an outside source.
Well-managed internship programs should: be an accepted part of an organization’s culture, have a regular presence (consistency), be planned with an objective in mind for what is expected from the student, as well as from the managers responsible for overseeing the intern’s workload, and, above all, be taken seriously by the company bringing interns into the program.
Company leaders need to have a clear thought process for why an internship program would benefit the organization. They also need to think about what the organization has to offer a student. Will there be an equitable benefit to both parties? Does the organization have meaningful work to offer someone eager to develop the needed skills to be competitive in an increasingly tough job market? If the answer is “yes” to both of these questions, an internship program may be the right choice.
Keep in mind that a physical presence will provide campus recruiters with an opportunity for building relationships with students. Also consider that well-defined internship program information posted on your Web site, that outlines expectations and clearly explains the application process will encourage applications.
Internship programs can be large or small. Understand what your organization can manage well, rather than making the internship program more robust than is manageable for the person overseeing the program. Internships can run either in conjunction with a college semester or during the summer break. A well-organized program will have a defined start and finish date. There is no hard and fast rule on length of time; this is purely subjective by the employer, as is the choice to offer a paid or unpaid internship. Are unpaid internships legal? It depends on the net gain to the company. The decision is governed by the Fair Labor Standards Act. It’s recommended that employers consult an attorney to decide if an intern should be paid.
Day One:
Prepare for and treat a new intern as you would any new hire, beginning with a new-employee orientation. Interns should understand what is and is not acceptable company protocol. Thoroughly explain expectations of the position and provide a job description. In addition, provide:
Touchpoints
These are the assessments that help guide and shape the performance of the intern. Assessments should be done at regular intervals (i.e., end of week one, 30 days, last day of internship, etc.) Stay with a predetermined schedule for the assessments, and provide objective critiques to the intern for making adjustments in work performance or to affirm that his or her performance is on track with expectations. The touchpoints should also allow for the intern to provide feedback on the internship experience from his or her perspective. The intern should be allowed to discuss successes, as well as short-comings of the program.
Last Day
Just as on day one, treat the intern as you would any departing employee. How does your organization handle the employee exit strategy? Organizations that find value in the comments of employees leaving under amicable terms also should find worth in final comments from interns. Present the option to provide feedback as a non-threatening condition, and assure the exiting intern that all feedback is welcome and will be treated with privacy and respect. A gift or token of appreciation also can be provided to the intern as a sign of encouragement for providing feedback.
Show appreciation. Acknowledgement can go a long way toward reinforcing your presence as an employer of choice and providing the goodwill and word of mouth that will increase your pool of potential interns and talented employees.
C.T. Trivella is the director and branch manager for NAS Recruitment Communications in Kansas City. (913) 663-2244 ctrivella@nasrecruitment.com
This article was originally published in KC Small Business monthly newsletter.
By C.T. Trivella, Director and Branch Manager, NAS Recruitment Communications
Internships are not the cumbersome programs some employers believe them to be. In actuality, they are beneficial both to the student longing for some workplace experience, and to the employer seeking a fresh perspective from an outside source.
Well-managed internship programs should: be an accepted part of an organization’s culture, have a regular presence (consistency), be planned with an objective in mind for what is expected from the student, as well as from the managers responsible for overseeing the intern’s workload, and, above all, be taken seriously by the company bringing interns into the program.
Company leaders need to have a clear thought process for why an internship program would benefit the organization. They also need to think about what the organization has to offer a student. Will there be an equitable benefit to both parties? Does the organization have meaningful work to offer someone eager to develop the needed skills to be competitive in an increasingly tough job market? If the answer is “yes” to both of these questions, an internship program may be the right choice.
Keep in mind that a physical presence will provide campus recruiters with an opportunity for building relationships with students. Also consider that well-defined internship program information posted on your Web site, that outlines expectations and clearly explains the application process will encourage applications.
Internship programs can be large or small. Understand what your organization can manage well, rather than making the internship program more robust than is manageable for the person overseeing the program. Internships can run either in conjunction with a college semester or during the summer break. A well-organized program will have a defined start and finish date. There is no hard and fast rule on length of time; this is purely subjective by the employer, as is the choice to offer a paid or unpaid internship. Are unpaid internships legal? It depends on the net gain to the company. The decision is governed by the Fair Labor Standards Act. It’s recommended that employers consult an attorney to decide if an intern should be paid.
Day One:
Prepare for and treat a new intern as you would any new hire, beginning with a new-employee orientation. Interns should understand what is and is not acceptable company protocol. Thoroughly explain expectations of the position and provide a job description. In addition, provide:
• A “rules book” on what the intern will have access to within the facility, and provide a guided tour if applicable.
• A description of where pertinent office equipment can be found.
• Direction for who will serve as a point of contact for questions (preferably this will be an assigned mentor).
• The criteria on how the intern will be evaluated, who will conduct the assessment and at what touchpoints the assessments will take place.
• An introduction to the assigned manager and fellow coworkers.
• Training on office equipment, computers, phones and any other items found at the intern’s work station.
Touchpoints
These are the assessments that help guide and shape the performance of the intern. Assessments should be done at regular intervals (i.e., end of week one, 30 days, last day of internship, etc.) Stay with a predetermined schedule for the assessments, and provide objective critiques to the intern for making adjustments in work performance or to affirm that his or her performance is on track with expectations. The touchpoints should also allow for the intern to provide feedback on the internship experience from his or her perspective. The intern should be allowed to discuss successes, as well as short-comings of the program.
Last Day
Just as on day one, treat the intern as you would any departing employee. How does your organization handle the employee exit strategy? Organizations that find value in the comments of employees leaving under amicable terms also should find worth in final comments from interns. Present the option to provide feedback as a non-threatening condition, and assure the exiting intern that all feedback is welcome and will be treated with privacy and respect. A gift or token of appreciation also can be provided to the intern as a sign of encouragement for providing feedback.
Show appreciation. Acknowledgement can go a long way toward reinforcing your presence as an employer of choice and providing the goodwill and word of mouth that will increase your pool of potential interns and talented employees.
C.T. Trivella is the director and branch manager for NAS Recruitment Communications in Kansas City. (913) 663-2244 ctrivella@nasrecruitment.com
This article was originally published in KC Small Business monthly newsletter.
Thursday, April 2, 2009
New Search Engine Optimization Service Now Part of NAS Interactive
NAS Interactive, a division of NAS Recruitment Communications, launches a new Search Engine Optimization (SEO) service that will help clients optimize their career site for better search engine results.
NAS Interactive’s SEO website review helps organizations improve their website visibility on the major search engines, including Google, Yahoo! and MSN Live Search. NAS Interactive’s certified search engine specialists will provide a comprehensive, page-by-page review of the technical design aspects of the site that can impact the site’s marketing success. The SEO review also provides a detailed report of the company’s viability with search engines, a competitive assessment and specific recommendations on how to improve the website’s ranking on Google, Yahoo! and MSN Live Search. This report is used to set a baseline for how the website is currently designed and marketed.
“The SEO review is the first step in creating a comprehensive Internet marketing plan,” said Dave Goebel, Sr. Interactive Marketing Analyst. “The competitive assessment and actionable recommendations we include will assist any organization in exceeding their website goals and drive more talent to their career site.”
Patty Van Leer, SVP of Interactive, noted that “Search engines behave like people. They like websites which contain substantive information about a certain topic, and for HR, that topic is career content. The best sites usually appear first in search engines because people like them and because search engines ‘like them,’ too. Search Engine Optimization does not only generate traffic - it helps to maintain that traffic.”
To find out more about this SEO offering, please contact NAS Interactive Sr. Vice President Patty Van Leer at pvanleer@nasrecruitment.com.
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