We tend to see a lot of negative connotations and stereotypes surrounding “Millennials” in the workplace. Even though they aren’t the newest generation to enter the workforce, there is still a lot to be assumed about their work ethic and lifestyle choices from their coworkers. Recently there is a new term to describe this generation that is rather fitting. Due to their unconventional and multi-faceted career paths, Millennials have been defined as the “Slash Generation”. Not every Millennial identifies with having a ‘slash’ career, but it is becoming a very prominent trend among this generation.

As an employer, it is your job to choose the top candidates for open positions within your organization. Part of this process is attracting the best possible applicant pool for the position. Although a favorable applicant pool could take some time to curate, you may find a way to expedite the process for the future in an unlikely place—your rejected candidates. Giving rejected candidates feedback (when they request it) after their interview process may be advantageous to your organization (and other organizations in their path) for multiple reasons.

Two-thirds of organizations participating in this year’s ERC/NOCHE Intern & Recent Graduate Pay Rates & Practices Survey have a structured/formal internship program in place. Internships can come in all shapes and sizes depending on the specific industry, the needs of the employer, and the skill set of the students applying for the program.

Behavioral interviewing can be a powerful tool in the hiring process when used properly. Unfortunately behavioral interviewing is being used incorrectly every day. Whether it's not having identified skills-needed, not evaluating properly, or not asking the right questions, the misuse of behavioral interviewing can effect your ability to place the right candidate in the right position. 

According to the Ohio Veterans Talent Index, Ohio meets or exceeds many of the national measurements when it comes to the overall jobs outlook for veterans in the state. However, with the sixth largest veteran population in the country, approximately 843,000 veterans as of 2013, helping 9% of Ohio’s 9.1 million working age residents find/hold jobs in the state is no small task.

According to the Harvard Business Review, 35% of employers reported difficulty filling jobs due to lack of available talent. This statistic illustrates the disconnect between the opportunities available and the talent pool.

While nearly all (98%) Northeast Ohio organizations conduct interviews as a means of evaluating job candidates for both exempt and non-exempt positions, data from the 2015 ERC Hiring Trends & Practices Survey reveals interesting differences among those that utilize other methods of selection.  

The 2015 ERC Hiring Trends & Practices Survey, which assesses the responses of 102 Northeast Ohio organizations, shows that well over a half (66%) of local employers are currently not using a formal applicant tracking system in their recruitment and hiring efforts. The most common reason, as cited by 45% of employers, is that their existing internal process is sufficient. In addition, nearly one-fourth of participating organizations also acknowledge a lack of resources as a reason for not implementing a formal applicant tracking system.

To hire and retain top talent, it’s important to keep up with the ever-changing methods of recruiting, onboarding and hiring.