The Williamson Difference: HR Answers That Work

What Are Some Tips To Prevent Candidates From Ghosting?

September 11, 2018

By Strategic Human Resources, Inc


Potential employees are continuing to disappear while we’re in the middle of our recruiting process – what can I do about this ghosting phenomenon?


Great question, and one that doesn’t have just one answer. For the various reasons that potential employees are ghosting, many of them may point to the image that you’re portraying as an employer online. In a world where we are inundated with different messages and forms of communication, what can you be doing to help yourself stand out from the crowd of employers on Indeed or ZipRecruiter? Try following a few of the steps below.

  1. Make Social Media Your Friend: Perhaps you are one of the employers who isn’t sure social media is for them. Maybe your industry or services don’t lend well to social media, or you’re just not comfortable dedicating what could be 40 hours a week to your followers on Facebook, Snapchat, Twitter or Instagram. However, consider this: 18.2% of referral makers ages 25-34 won’t refer a provider (or in this case, an employer) if they are not on social media. If you’re in the process of trying to catch the next wave of employees, consumers, or influences, you’re going to be caught in the surf without some form of active social media presence.

  2. Create an Encouraging Culture of Communication: By remaining in consistent communication with your candidates, you can begin to build relationships that create a sense of responsibility in the candidate to reach out if they’ve changed their mind. But this responsibility goes both ways. When surveyed by CareerArc, over nearly 60% of candidates reported a poor experience with an employer or recruiter. Imagine the impact on that 60% if those responsible for the direct recruiting remained in contact with their candidates, keeping them updated on where they stood in the process. In the same study, 72% percent of those respondents said they shared their negative experience online or with someone directly. By cultivating a culture of communication between the employer and the potential employee, you can present an attractive image to candidates – one candidates want to be involved with.

  3. Don’t Hide: Similar to the fact that you should be active and involved in the public eye of social media, you should be actively approaching negative comments that may come out from behind a far-away keyboard. In a world that revolves around constant and instant communication, bad news can travel fast, and negative reviews can have a quick impact. In fact, USA Today recently reviewed a case where won a lawsuit against a local law firm that had received a negative and harsh review by a Yelp user, damaging their business reputation. When dealing with negativity in your web presence, a quick, factual and polite response will show potential employees (and potential customers) that you are an outstanding partner in the whole process.

Strategic Human Resources Inc. is a national full-service HR management firm based in Cincinnati, Ohio. Its president and founder, Robin Throckmorton, can be reached at

Why AI Will Never Fully Take Over HR

September 11, 2018

By Allie Kelly

Artificial Intelligence (AI) is coming to HR, but there’s no need to panic. Here’s an overview of what AI will change about HR and what will remain firmly in the scope of human work:

What AI will change about HR

Few industries will remain untouched by the powerful force of artificial intelligence. HR is no exception, but that doesn’t mean today’s HR professionals have to worry about their jobs. As it exists today, AI is far from a replacement for human intelligence. Rather than take the place of human capital, AI will serve as a tool to augment the abilities of human workers.

Think of all the repetitive tasks that crop up each day. Scheduling interviews, sourcing resumes and soliciting feedback from candidates are just a few examples of administrative tasks that AI can do more efficiently than a human. By reducing the administrative burden on HR stakeholders, there will be more opportunity to make each candidate interaction meaningful.

According to recruiter Sherry Martin, AI has the capability to reduce the unconscious bias of human staff. Martin believes that AI algorithms can reduce bias by auditing descriptions for biased language and helping human recruiters to make decisions based on quantifiable evidence.

In other words, AI will make HR more efficient and productive by easing the constraints of time and resources. When recruiters have tools that support the completion of complex tasks, they will be able to do more each day. When AI becomes systematized, it can reduce the time candidates spend in the pipeline.

What AI can't change about HR

An AI algorithm may be able to sort candidates based on their skills and experience, but can they spot a lie on a resume? Can they meet with senior leaders to discuss how the candidate will perform in a new position? Not likely.

For the foreseeable future, there will continue to be many aspects of HR that can’t be completed by a machine. Soft skills will always be important. An AI can augment a human’s ability to fully understand the context of a candidate, but it’s up to the human to make the final decision.

As noted by HR Daily Advisor, AI lacks many of the skills that make HR professionals so valuable. Humans are simply better at communicating, collaborating, negotiating and empathizing. These skills are vital to the HR department and can not be done away with.

Humans are also much better at creating personalized experiences. If an AI examines the preferences of one person, it may be able to anticipate future preferences, but only for that same person, and only for scenarios that are similar to the training data. A human, on the other hand, can notice a preference and extrapolate from that data a myriad of conclusions.


In summary, AI will improve HR, but it won’t replace humans. AI can benefit HR by:

  • Automating repetitive tasks.

  • Reducing human bias.

  • Optimizing resource costs.

However, AI can’t do the following:

  • Express empathy.

  • Negotiate like a human.

  • Collaborate effectively.

The world of HR is constantly changing. To stay up to date with the latest trends and breakthroughs, check out our resource center.

Allie Kelly is the vice president of marketing at JazzHR (, where they’re on a mission to make recruiting and hiring easy, effective, and scalable no matter what growth looks like at your company. The Jazz Performer Platform doesn't just help your company grow, it can help your recruiting process grow up, putting you on the path to hiring “Performers Only.”

4 Reasons to Start an HR Lab

September 11, 2018

By Sharlyn Lauby

I was at a conference recently where a speaker used the term “HR Lab”. I thought it was pretty cool. My vision of a lab is a place where you test out new things. Or you take existing things and tweak them a little. When I think back on my HR career, I know there have been times when I would have loved to spend more time thinking through a policy or procedure. And lots of times when I wanted to test out a new idea on a small group before implementing it company-wide. What a perfect time for an HR Lab!

Now of course, when we’re talking about creating an HR Lab it goes without saying – but I’m going to say it anyway – that this isn’t a place to try out things that are unethical, immoral, or illegal. Here are four situations where I could see this kind of lab being helpful:

An HR Lab could be used as a focus group for new ideas. I’m thinking about all those times when senior management has said to me, “What do you think about this...?” or “I wonder what employees would think if we did this...”. Instead of having a focus group, why not bring employees together in an HR Lab conversation. Using an HR Lab brand could set the level of expectation that the group can talk about anything, but that doesn’t mean that the discussed ideas will be implemented.

Human resources could test out a policy change in the HR Lab. How many times have you wondered, “Do we need to create a policy about this?” or “This procedure is five years old, should we update it?” While policy and procedure changes never make everyone happy, is it possible to test out potential changes in the HR Lab? It would be necessary to give employees total freedom without repercussions to share feedback about the considered change.

The company’s HR Lab could be the pilot group for new programs. We have a tendency to think of pilot groups for training programs, why not use the HR Lab for any kind of change? HR wants to roll out a new program? Let the lab test drive it for a few weeks and provide feedback before the program is finalized. This would also mean that companies have to ensure employees don’t lose pay or benefits while they’re helping out the Lab.

The HR Lab could be the first group in phased implementations. Let’s face it, there are times when organizations don’t have the time or resources to do a pilot as well as a phased implementation. The HR Lab could serve as an initial place for policies or procedures to be implemented. Like the other reasons, employees need to feel free to offer unfiltered feedback and not lose anything in the process of helping the organization out.

I think one of the reasons that I like the HR Lab concept is because it can be branded as this place to experiment and be curious. As human resources professionals, we don’t get to do that very often. Instead of saying “no” to a request, the lab could be a place where senior management and employees say, “Hey! Can we try this out in the HR Lab?”.

In fact, as I’m writing this it occurs to me, maybe instead of having an HR Lab, companies should just have a Lab. A place where all departments can test drive new ideas, policies, procedures, etc. Not only could it be fun, but it could be profitable. Think of all the great ideas to try!

Sharlyn Lauby is the author of HR Bartender (, a friendly place to discuss workplace issues. When not tending bar, she is president of ITM Group Inc., which specializes in training solutions to help clients retain and engage talent. She can be contacted on Twitter at @HRBartender.

Employee Engagement Outside of the Office

September 11, 2018

By O.C. Tanner

Too often companies fall short with engaging their employees because they forget that, in many ways, it is external influences that affect their performance. Instead of creating employee models centered on the work experience, employers should be focusing on the employees themselves.

What happens before and after the workday should be equally important to employers as they consider what happens during the day, as behaviors outside of the office strongly impact what happens at work. For example, if employees rarely spend time in collaborative activities outside of their families, perhaps that is why your group-minded activities may have fallen short–it’s just not something that employees are ordinarily asked to adopt.

Working to better understand what goes on outside of the office will enable you to better address the problems that arise within the office. If your group initiatives, recruiting strategies, and office perks seem to not be sticking, take the time to better understand how employees truly enjoy spending their time. Do they prefer a more casual setting? Are they comfortable in collaborative environments? Would they prefer not merging their work lives with their personal lives?

A Holistic Approach

To be successful, it is critical that you undertake a holistic approach to your engagement efforts. Doing so ensures that you consider the whole employee and not simply their work selves. Fortunately, this does not have to be an expensive undertaking.

First, dig deeper into the why behind the data you already have. Perhaps your early morning meetings are failing to measure up because employees have particularly long commutes, or maybe some individuals are choosing to forego vacation time because of other demanding expenses like childcare or medical needs. Then, find ways to adopt work values and a culture that is conducive to meeting the needs of the entire employee (not just the one you experience from 9 to 5).

Just as a shopper’s decisions about his or her wardrobe do not start and end in the clothing store, an employee’s decision to actively engage with his or her work is not confined to the workspace. Put in the time necessary now to uncover insights into the employee experience, and make the needed course corrections to improve.

O.C. Tanner helps organizations inspire and appreciate great work. Thousands of clients globally use our cloud-based technology, tools, and awards to provide meaningful recognition for their employees. Learn more at

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