Executive Solution Overview
SEE ATTACHED – 2 years ago **files (4)** – ## GradDiscussionRubric.pdf – ## HRA549ARTICLE.01_29_2025.Pushingmoredutiestohiring.pdf – ## wk3hradisrinfofrom9.docx – APA_RequiredCoverPage_and_Template_7thed4.docx **## GradDiscussionRubric.pdf** TCOB Graduate Studies Discussion Rubric Criteria No …
Instant Solution Download
$6.99Immediate access to the full model answer, formatted citations, and rubric breakdown.
Need a Fresh Custom Paper?
Have this question answered from scratch according to your specific instructions and deadline.
Order on TutorsGallery →Assignment Prompt & Instructions
SEE ATTACHED
– 2 years ago
**files (4)**
– ## GradDiscussionRubric.pdf
– ## HRA549ARTICLE.01_29_2025.Pushingmoredutiestohiring.pdf
– ## wk3hradisrinfofrom9.docx
– APA_RequiredCoverPage_and_Template_7thed4.docx
**## GradDiscussionRubric.pdf**
TCOB Graduate Studies Discussion Rubric
Criteria No Submission
0 points
Novice
(Criterion is missing or not
in evidence)
1-13 points
Basic
(works towards meeting
expectations;
performance needs
improvement)
14-16 points
Proficient
(meets expectations;
performance is satisfactory)
17-18 points
Exemplary
(exceeds expectations;
performance is outstanding)
19-20 points
Support of
Week's Reading
No Student
Submission
(0 points)
Does not refer to the
readings to support postings
(1-13 points)
Alludes to the readings
to support postings
(14-16 points)
Refers to examples from the
readings to support postings
(17-18 points)
Provides concrete examples from
the readings to support postings;
integrates prior readings in
postings
(19-20 points)
Observations No Student
Submission
(0 points)
Does not integrate personal
observations or knowledge;
does not present new
observations
(1-13 points)
Integrates personal
observations and
knowledge in a cursory
manner; does not
present new
observations
(14-16 points)
Integrates personal
observations and knowledge
in an accurate way; presents
new observations
(17-18 points)
Integrates personal observations
and knowledge in an accurate and
highly insightful way; presents
new observations
(19-20 points)
Response to
Classmates
No Student
Submission
(0 points)
Responds in a cursory
manner to classmates’
postings
(1-13 points)
Constructively responds
to classmates’ postings
(14-16 points)
Constructively responds to
classmates’ postings; offers
insight that encourages other
students to think critically
about their own work.
(17-18 points)
Constructively responds to
classmates’ postings; masterfully
connects the material presented
in classmates’ postings to their
responses; encourages classmates
to think critically about their own
work.
(19-20 points)
Organization,
Word Choice,
and Sentence
Structure
No Student
Submission
(0 points)
Posts are disorganized and
information is not presented
in a logical sequence; word
choice and sentence
structure are not suitable
(1-13 points)
Posts are somewhat
disorganized, and
information is not
presented in a logical
sequence; word choice
and sentence structure
are not suitable
(14-16 points)
Posts are organized, and
information is presented in a
logical sequence; word
choice and sentence
structure are suitable; there
are a few errors; however,
errors do not affect
readability.
(17-18 points)
Posts are organized and
information is presented in a
logical sequence; word choice and
sentence structure are suitable;
no errors in the response.
(19-20 points)
References No Student
Submission
(0 points)
Includes no sources to
support conclusions
(1-13 points)
Includes 1 outside
source to support and
enrich the discussion;
Includes 2 or more outside
sources to support and
enrich the discussion;
sources are properly cited in
Includes 2 or more outside
sources to support and enrich the
discussion; sources are cited using
APA format; style guidelines are
TCOB Graduate Studies Discussion Rubric
sources are not properly
cited in APA format
(14-16 points)
APA format and are properly
integrated into the discussion
response
(17-18 points)
masterfully integrated into the
discussion response.
(19-20 points)
**## HRA549ARTICLE.01_29_2025.Pushingmoredutiestohiring.pdf**
2 The HR Specialist • October 2013 www.theHRSpecialist.com
Intangible skills: Key deciding point
When choosing between two equally
qualified candidates for a new job or
promotion, 27% of hiring managers
say they’d select the person with the
better sense of humor, according to
a CareerBuilder survey. Hiring man-
agers also indicated a preference for
applicants involved in the community
and who dress well.
The flip side: The top behaviors
that turn off hiring managers are:
• People with a “that’s not my job”
attitude
• People who are often late
• People who’ve lied at work
• People who take credit for other
people’s work
• People who swear, gossip or dress
unprofessionally
It’s OK to stand firm on pay
Would-be employees are leaving
money on the table during salary
negotiations.
A different CareerBuilder survey
revealed that 49% of job applicants
don’t even try to negotiate a higher
salary when offered a job. That’s
true even though most employ-
ers expect to negotiate their initial
offers—and 54% are willing to.
The survey found that job candi-
dates older than 35 are more likely
than inexperienced applicants to try
to negotiate for more money.
Candidates are willing to con-
sider compensation other than cash.
Knowing this, more employers are
offering various work/life perks
instead of more pay (see chart, page 8).
Job search, 9-to-5
The Web and, more specifically,
mobile technology have driven more
applicants to search for new jobs
during the business day.
An Accountemps survey found that
almost half of full-time workers age
18 to 34 said they are likely to con-
duct their job search while at work.
That compares with 26% of profes-
sionals between 35 and 44, and 21%
of employees between 45 and 54.
Revise hiring strategy
(Cont. from page 1)
With the economy starting to click
again, employers are getting back into
the recruiting game.
Here are some of the biggest trends in
corporate recruiting, according to a new
Deloitte report:
1. Social sourcing of candidates.
Top resource: LinkedIn and its
LinkedIn Recruiter tool. Other sites
are job specific. For
example, in the IT
space, sites such
as Entelo, Gild and
RemarkableHire
analyze the techni-
cal prowess of tech
candidates by look-
ing at their social
footprints.
2. Corporate talent networks.
Deloitte says the growth of sites such
as LinkedIn, Twitter, Facebook, Indeed
and Glassdoor have allowed orga-
nizations to “evolve from a model of
candidate relationship management
to a model of building a talent network
from which to recruit.”
More companies are building
online talent networks that—including
attracting candidates—will include
fans, employees, alumni and even cus-
tomers. Among the vendors that help
you build talent networks: Aventure,
Jobs2Web and Smashfly.
3. Pushing more duties to hiring
managers. Recruiters and HR are
focusing more on high-level sourcing
and initial screening, while pushing
down more responsibility to hiring
managers to handle the nitty gritty of
interviewing candidates.
4. Assessment as a science. There’s
been an explosion in personality and
skills assessment tools beyond the
standard Myers-Briggs test. Some of
the hotter companies include Evolv,
Logi-serve, PeopleAnswers and
SkillSurvey. They join legacy providers
such as DDI, Kenexa (IBM), KornFerry,
Profiles International and Wonderlic.
5. Building an end-to-end talent
brand. The best recruiting firms create
a research-based, authentic employ-
ment brand and promote it on the front
page of the company website—not
only in the “careers section”).
The more narrow and “real” the
brand, the better—so you can attract
the right people who love what you do.
Deloitte refers to creating a “tunnel”
(not a “funnel”) of good candidates.
Companies such as TMP, Futurestep,
Pinstripe, Seven Step RPO and Kenexa
help companies tailor their brands.
6. Modernized applicant track-
ing software. A new
breed of online tools is
coming that will help
you do much more
than collect applicant
information online.
These tools manage
the entire recruitment
process, including
ad campaigns. Top
tools: Taleo, SuccessFactors, Jobvite,
SilkRoad, Peoplefluent and Bullhorn.
7. Improved candidate experiences.
Research by the Talent Board shows
that employers damage their brands
when they make it hard for people to
apply for jobs, fail to respond to can-
didates or treat them poorly during
interviews. Walk in your candidates’
shoes and take steps to continuously
improve the recruiting process.
8. The Web did not kill outside
recruiters. The belief that outside
recruiters and staffing firms would
go away as LinkedIn and other online
job boards grew hasn’t panned out.
Deloitte argues that the flurry of new
online tools available has made it
more important than ever to look for
seasoned professionals to help you
find just the right people.
9. The birth of Big Data. Do you
know where your most effective
candidates come from? What back-
grounds and experiences make the
best sales people? Which sourcing
or advertising channels are most
effective?
Recruiting is the No. 1 application
for Big Data in HR. And companies
that are successful in measuring
recruiting outperform their peers.
New vendors such as Broadbean,
BurningGlass, LinkedIn (check out the
Talent Brand Index) and others sell
analytics services to help you improve
your recruiting function.
Technology, testing and tracking:
9 new trends in corporate recruiting
[http://www.theHRSpecialist.com](http://www.thehrspecialist.com/)
Copyright of HR Specialist is the property of Business Management Daily (a division of
Capitol Information Group) and its content may not be copied or emailed to multiple sites or
posted to a listserv without the copyright holder's express written permission. However, users
may print, download, or email articles for individual use.
**## wk3hradisrinfofrom9.docx**
**Assignment** Read the short sidebar "Technology, Testing and Tracking: 9 New Trends in Corporate Recruiting." This excerpt from
_The HR Specialist_ notes some important factors that change how recruitment is done.
Follow the link to read the short sidebar.
[http://saintleo.idm.oclc.org/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=91651476&site=ehost-live&scope=site](http://saintleo.idm.oclc.org/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=91651476&site=ehost-live&scope=site)
**\*\*\*\* Choice: 3. Pushing more duties to hiring managers.**
Recruiters and HR are focusing more on high-level sourcing and initial screening while pushing down more responsibility to hiring managers to handle the nitty-gritty of interviewing candidates.
**Answer this question from the reading above info. Cite references and outside scholarly authors:**
*****1A,)*** Why do you believe it is the most important trend in modern recruiting? If you have personal/professional experience with this trend, feel free to include it to support your position.
\*\*\****************************************************************************************
**1.B Please respond to the following 2 peers by answering the questions below. , cite references:**
Specifically, focus your responses to your peers' initial postings using the following. prompts:
· Do you agree or disagree with your peers' choices, and why?
· What information did your peers neglect to present that would support their choices?
**CK,** The trend that I found most important was improving candidate experiences. The hiring process can be extensive and grueling, and I am sure we have all had both good and bad experiences. The increase of recruiting sights and online job postings has increased the number of applicants and made it possible to obtain the highest quality of talent. Along with this accessible talent, it has also increased the number of unqualified applicants which can slow down the recruiting process with an excess of applicant choices. It is very important for an organization to focus on creating a positive experience for candidates. This is like the first impression a candidate will have of the company and like all first impressions, they can be hard to fix if they are negative. Creating a positive recruiting experience will impact the organizations reputation and make candidates more likely to be brand ambassadors and share their positive experience with others which will help encourage other highly qualified individuals to apply for jobs within this association. Attracting high quality candidates is the end goal especially when the recruiting process is becoming more and more saturated with unqualified individuals.
References:
Fanning, Bill. “Council Post: The Power of the Candidate Experience: Enhancing Recruitment Success.” Forbes, 12 Aug. 2024,
[www.forbes.com/councils/forbeshumanresourcescouncil/2023/07/03/the-power-of-the-candidate-experience-enhancing-recruitment-success/](https://www.forbes.com/councils/forbeshumanresourcescouncil/2023/07/03/the-power-of-the-candidate-experience-enhancing-recruitment-success/).
Technology, testing and tracking: 9 new trends in corporate recruiting. HR Specialist, [s. l.], v. 11, n. 10, p. 2, 2013. Disponível em:
[https://research-ebsco-com.saintleo.idm.oclc.org/linkprocessor/plink?id=2b1c700d-a9b1-38f7-b414-37cb711dc5d3.](https://research-ebsco-com.saintleo.idm.oclc.org/linkprocessor/plink?id=2b1c700d-a9b1-38f7-b414-37cb711dc5d3.) Acesso em: 29 jan. 2025.
**EE.** Out of the 9 trends mentioned in the article I believe the most important trend in modern recruiting is 7, improved candidate experiences. “Candidate experience describes what it’s like to apply for a role in a particular company, from the initial application right through to either being declined or hired—and beyond (Writer, 2023).” It’s the one that directly impacts any company’s ability not only to attract and retain employees but also to build with them. This trend highlights the value of open communication, effective procedures, and consideration for applicants at every stage of the hiring process.
This trend is important for several reasons including brand reputation, a competitive advantage, and enhanced diversity. Having a good candidate experience is important when it comes to your brand reputation because word spreads whether it be by word of mouth or online (Corey, 2024). If a job seeker has a good experience with your company, they’re more likely to recommend it. In a job market like today, it's competitive! A positive experience with candidates is a competitive advantage. Your company will have a better chance of drawing in a wider range of more talented candidates if it promotes this reputation. Hiring the most qualified applicant for a position is also more likely when there are more top applicants to select from (Corey, 2024). Lastly, companies that have a reputation for being inclusive and respectful during the hiring process are more likely to attract candidates from underrepresented backgrounds (Corey, 2024). This favorable impression helps companies attract and connect with a wide range of candidates, which fosters innovation and expansion in the workplace.
Having experienced both sides of recruiting, first as a recruiter/coach for student-athletes and now as an applicant, I have seen firsthand the importance of candidate experience.
In my job I recruit for the volleyball team, I’ve heard stories from PSAs about coaches who initially reach out to them but then fail to maintain that communication. This lack of transparency not only frustrates PSAs but also damages the reputation of the whole program among recruits. Word spreads quickly, making it harder for many of these coaches to then attract talented players in the future. I’ve always made a conscious effort to provide consistent communication, as it really makes a difference and reflects positively on our team and program.
On the other side, as someone in need of a job come graduation, I’ve faced similar challenges. I have applied to quite a few jobs, often receiving little to no response. When I do get invited to an interview, my excitement is quickly replaced with disappointment when companies fail to follow through with the next steps or provide me with updates. This lack of closure is not only discouraging but also messes with my perception of those companies as employers. The experience has made me realize how important it is for all companies to show respect and provide clarity to every candidate, even when they are not selected.
References:
Corey, L. (2024, August 13).
_Council Post: You had me at ’hello’-the importance of candidate experience_. Forbes. https://www.forbes.com/councils/forbeshumanresourcescouncil/2023/04/14/you-had-me-at-hello-the-importance-of-candidate-experience/
Writer, I. S. (2023, December 15).
_12 effective ways to improve your candidate experience_. INTOO US. https://www.intoo.com/us/blog/how-to-improve-candidate-experience/
**APA_RequiredCoverPage_and_Template_7thed4.docx**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/apa-requiredcoverpage-and-template-7thed4-docx-10172449)
**APA_RequiredCoverPage_and_Template_7thed4.docx**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/apa-requiredcoverpage-and-template-7thed4-docx-10172449)
**## GradDiscussionRubric.pdf**
TCOB Graduate Studies Discussion Rubric
Criteria No Submission
0 points
Novice
(Criterion is missing or not
in evidence)
1-13 points
Basic
(works towards meeting
expectations;
performance needs
improvement)
14-16 points
Proficient
(meets expectations;
performance is satisfactory)
17-18 points
Exemplary
(exceeds expectations;
performance is outstanding)
19-20 points
Support of
Week's Reading
No Student
Submission
(0 points)
Does not refer to the
readings to support postings
(1-13 points)
Alludes to the readings
to support postings
(14-16 points)
Refers to examples from the
readings to support postings
(17-18 points)
Provides concrete examples from
the readings to support postings;
integrates prior readings in
postings
(19-20 points)
Observations No Student
Submission
(0 points)
Does not integrate personal
observations or knowledge;
does not present new
observations
(1-13 points)
Integrates personal
observations and
knowledge in a cursory
manner; does not
present new
observations
(14-16 points)
Integrates personal
observations and knowledge
in an accurate way; presents
new observations
(17-18 points)
Integrates personal observations
and knowledge in an accurate and
highly insightful way; presents
new observations
(19-20 points)
Response to
Classmates
No Student
Submission
(0 points)
Responds in a cursory
manner to classmates’
postings
(1-13 points)
Constructively responds
to classmates’ postings
(14-16 points)
Constructively responds to
classmates’ postings; offers
insight that encourages other
students to think critically
about their own work.
(17-18 points)
Constructively responds to
classmates’ postings; masterfully
connects the material presented
in classmates’ postings to their
responses; encourages classmates
to think critically about their own
work.
(19-20 points)
Organization,
Word Choice,
and Sentence
Structure
No Student
Submission
(0 points)
Posts are disorganized and
information is not presented
in a logical sequence; word
choice and sentence
structure are not suitable
(1-13 points)
Posts are somewhat
disorganized, and
information is not
presented in a logical
sequence; word choice
and sentence structure
are not suitable
(14-16 points)
Posts are organized, and
information is presented in a
logical sequence; word
choice and sentence
structure are suitable; there
are a few errors; however,
errors do not affect
readability.
(17-18 points)
Posts are organized and
information is presented in a
logical sequence; word choice and
sentence structure are suitable;
no errors in the response.
(19-20 points)
References No Student
Submission
(0 points)
Includes no sources to
support conclusions
(1-13 points)
Includes 1 outside
source to support and
enrich the discussion;
Includes 2 or more outside
sources to support and
enrich the discussion;
sources are properly cited in
Includes 2 or more outside
sources to support and enrich the
discussion; sources are cited using
APA format; style guidelines are
TCOB Graduate Studies Discussion Rubric
sources are not properly
cited in APA format
(14-16 points)
APA format and are properly
integrated into the discussion
response
(17-18 points)
masterfully integrated into the
discussion response.
(19-20 points)
**## HRA549ARTICLE.01_29_2025.Pushingmoredutiestohiring.pdf**
2 The HR Specialist • October 2013 www.theHRSpecialist.com
Intangible skills: Key deciding point
When choosing between two equally
qualified candidates for a new job or
promotion, 27% of hiring managers
say they’d select the person with the
better sense of humor, according to
a CareerBuilder survey. Hiring man-
agers also indicated a preference for
applicants involved in the community
and who dress well.
The flip side: The top behaviors
that turn off hiring managers are:
• People with a “that’s not my job”
attitude
• People who are often late
• People who’ve lied at work
• People who take credit for other
people’s work
• People who swear, gossip or dress
unprofessionally
It’s OK to stand firm on pay
Would-be employees are leaving
money on the table during salary
negotiations.
A different CareerBuilder survey
revealed that 49% of job applicants
don’t even try to negotiate a higher
salary when offered a job. That’s
true even though most employ-
ers expect to negotiate their initial
offers—and 54% are willing to.
The survey found that job candi-
dates older than 35 are more likely
than inexperienced applicants to try
to negotiate for more money.
Candidates are willing to con-
sider compensation other than cash.
Knowing this, more employers are
offering various work/life perks
instead of more pay (see chart, page 8).
Job search, 9-to-5
The Web and, more specifically,
mobile technology have driven more
applicants to search for new jobs
during the business day.
An Accountemps survey found that
almost half of full-time workers age
18 to 34 said they are likely to con-
duct their job search while at work.
That compares with 26% of profes-
sionals between 35 and 44, and 21%
of employees between 45 and 54.
Revise hiring strategy
(Cont. from page 1)
With the economy starting to click
again, employers are getting back into
the recruiting game.
Here are some of the biggest trends in
corporate recruiting, according to a new
Deloitte report:
1. Social sourcing of candidates.
Top resource: LinkedIn and its
LinkedIn Recruiter tool. Other sites
are job specific. For
example, in the IT
space, sites such
as Entelo, Gild and
RemarkableHire
analyze the techni-
cal prowess of tech
candidates by look-
ing at their social
footprints.
2. Corporate talent networks.
Deloitte says the growth of sites such
as LinkedIn, Twitter, Facebook, Indeed
and Glassdoor have allowed orga-
nizations to “evolve from a model of
candidate relationship management
to a model of building a talent network
from which to recruit.”
More companies are building
online talent networks that—including
attracting candidates—will include
fans, employees, alumni and even cus-
tomers. Among the vendors that help
you build talent networks: Aventure,
Jobs2Web and Smashfly.
3. Pushing more duties to hiring
managers. Recruiters and HR are
focusing more on high-level sourcing
and initial screening, while pushing
down more responsibility to hiring
managers to handle the nitty gritty of
interviewing candidates.
4. Assessment as a science. There’s
been an explosion in personality and
skills assessment tools beyond the
standard Myers-Briggs test. Some of
the hotter companies include Evolv,
Logi-serve, PeopleAnswers and
SkillSurvey. They join legacy providers
such as DDI, Kenexa (IBM), KornFerry,
Profiles International and Wonderlic.
5. Building an end-to-end talent
brand. The best recruiting firms create
a research-based, authentic employ-
ment brand and promote it on the front
page of the company website—not
only in the “careers section”).
The more narrow and “real” the
brand, the better—so you can attract
the right people who love what you do.
Deloitte refers to creating a “tunnel”
(not a “funnel”) of good candidates.
Companies such as TMP, Futurestep,
Pinstripe, Seven Step RPO and Kenexa
help companies tailor their brands.
6. Modernized applicant track-
ing software. A new
breed of online tools is
coming that will help
you do much more
than collect applicant
information online.
These tools manage
the entire recruitment
process, including
ad campaigns. Top
tools: Taleo, SuccessFactors, Jobvite,
SilkRoad, Peoplefluent and Bullhorn.
7. Improved candidate experiences.
Research by the Talent Board shows
that employers damage their brands
when they make it hard for people to
apply for jobs, fail to respond to can-
didates or treat them poorly during
interviews. Walk in your candidates’
shoes and take steps to continuously
improve the recruiting process.
8. The Web did not kill outside
recruiters. The belief that outside
recruiters and staffing firms would
go away as LinkedIn and other online
job boards grew hasn’t panned out.
Deloitte argues that the flurry of new
online tools available has made it
more important than ever to look for
seasoned professionals to help you
find just the right people.
9. The birth of Big Data. Do you
know where your most effective
candidates come from? What back-
grounds and experiences make the
best sales people? Which sourcing
or advertising channels are most
effective?
Recruiting is the No. 1 application
for Big Data in HR. And companies
that are successful in measuring
recruiting outperform their peers.
New vendors such as Broadbean,
BurningGlass, LinkedIn (check out the
Talent Brand Index) and others sell
analytics services to help you improve
your recruiting function.
Technology, testing and tracking:
9 new trends in corporate recruiting
[http://www.theHRSpecialist.com](http://www.thehrspecialist.com/)
Copyright of HR Specialist is the property of Business Management Daily (a division of
Capitol Information Group) and its content may not be copied or emailed to multiple sites or
posted to a listserv without the copyright holder's express written permission. However, users
may print, download, or email articles for individual use.
**## wk3hradisrinfofrom9.docx**
**Assignment** Read the short sidebar "Technology, Testing and Tracking: 9 New Trends in Corporate Recruiting." This excerpt from
_The HR Specialist_ notes some important factors that change how recruitment is done.
Follow the link to read the short sidebar.
[http://saintleo.idm.oclc.org/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=91651476&site=ehost-live&scope=site](http://saintleo.idm.oclc.org/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=91651476&site=ehost-live&scope=site)
**\*\*\*\* Choice: 3. Pushing more duties to hiring managers.**
Recruiters and HR are focusing more on high-level sourcing and initial screening while pushing down more responsibility to hiring managers to handle the nitty-gritty of interviewing candidates.
**Answer this question from the reading above info. Cite references and outside scholarly authors:**
*****1A,)*** Why do you believe it is the most important trend in modern recruiting? If you have personal/professional experience with this trend, feel free to include it to support your position.
\*\*\****************************************************************************************
**1.B Please respond to the following 2 peers by answering the questions below. , cite references:**
Specifically, focus your responses to your peers' initial postings using the following. prompts:
· Do you agree or disagree with your peers' choices, and why?
· What information did your peers neglect to present that would support their choices?
**CK,** The trend that I found most important was improving candidate experiences. The hiring process can be extensive and grueling, and I am sure we have all had both good and bad experiences. The increase of recruiting sights and online job postings has increased the number of applicants and made it possible to obtain the highest quality of talent. Along with this accessible talent, it has also increased the number of unqualified applicants which can slow down the recruiting process with an excess of applicant choices. It is very important for an organization to focus on creating a positive experience for candidates. This is like the first impression a candidate will have of the company and like all first impressions, they can be hard to fix if they are negative. Creating a positive recruiting experience will impact the organizations reputation and make candidates more likely to be brand ambassadors and share their positive experience with others which will help encourage other highly qualified individuals to apply for jobs within this association. Attracting high quality candidates is the end goal especially when the recruiting process is becoming more and more saturated with unqualified individuals.
References:
Fanning, Bill. “Council Post: The Power of the Candidate Experience: Enhancing Recruitment Success.” Forbes, 12 Aug. 2024,
[www.forbes.com/councils/forbeshumanresourcescouncil/2023/07/03/the-power-of-the-candidate-experience-enhancing-recruitment-success/](https://www.forbes.com/councils/forbeshumanresourcescouncil/2023/07/03/the-power-of-the-candidate-experience-enhancing-recruitment-success/).
Technology, testing and tracking: 9 new trends in corporate recruiting. HR Specialist, [s. l.], v. 11, n. 10, p. 2, 2013. Disponível em:
[https://research-ebsco-com.saintleo.idm.oclc.org/linkprocessor/plink?id=2b1c700d-a9b1-38f7-b414-37cb711dc5d3.](https://research-ebsco-com.saintleo.idm.oclc.org/linkprocessor/plink?id=2b1c700d-a9b1-38f7-b414-37cb711dc5d3.) Acesso em: 29 jan. 2025.
**EE.** Out of the 9 trends mentioned in the article I believe the most important trend in modern recruiting is 7, improved candidate experiences. “Candidate experience describes what it’s like to apply for a role in a particular company, from the initial application right through to either being declined or hired—and beyond (Writer, 2023).” It’s the one that directly impacts any company’s ability not only to attract and retain employees but also to build with them. This trend highlights the value of open communication, effective procedures, and consideration for applicants at every stage of the hiring process.
This trend is important for several reasons including brand reputation, a competitive advantage, and enhanced diversity. Having a good candidate experience is important when it comes to your brand reputation because word spreads whether it be by word of mouth or online (Corey, 2024). If a job seeker has a good experience with your company, they’re more likely to recommend it. In a job market like today, it's competitive! A positive experience with candidates is a competitive advantage. Your company will have a better chance of drawing in a wider range of more talented candidates if it promotes this reputation. Hiring the most qualified applicant for a position is also more likely when there are more top applicants to select from (Corey, 2024). Lastly, companies that have a reputation for being inclusive and respectful during the hiring process are more likely to attract candidates from underrepresented backgrounds (Corey, 2024). This favorable impression helps companies attract and connect with a wide range of candidates, which fosters innovation and expansion in the workplace.
Having experienced both sides of recruiting, first as a recruiter/coach for student-athletes and now as an applicant, I have seen firsthand the importance of candidate experience.
In my job I recruit for the volleyball team, I’ve heard stories from PSAs about coaches who initially reach out to them but then fail to maintain that communication. This lack of transparency not only frustrates PSAs but also damages the reputation of the whole program among recruits. Word spreads quickly, making it harder for many of these coaches to then attract talented players in the future. I’ve always made a conscious effort to provide consistent communication, as it really makes a difference and reflects positively on our team and program.
On the other side, as someone in need of a job come graduation, I’ve faced similar challenges. I have applied to quite a few jobs, often receiving little to no response. When I do get invited to an interview, my excitement is quickly replaced with disappointment when companies fail to follow through with the next steps or provide me with updates. This lack of closure is not only discouraging but also messes with my perception of those companies as employers. The experience has made me realize how important it is for all companies to show respect and provide clarity to every candidate, even when they are not selected.
References:
Corey, L. (2024, August 13).
_Council Post: You had me at ’hello’-the importance of candidate experience_. Forbes. https://www.forbes.com/councils/forbeshumanresourcescouncil/2023/04/14/you-had-me-at-hello-the-importance-of-candidate-experience/
Writer, I. S. (2023, December 15).
_12 effective ways to improve your candidate experience_. INTOO US. https://www.intoo.com/us/blog/how-to-improve-candidate-experience/
**APA_RequiredCoverPage_and_Template_7thed4.docx**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/apa-requiredcoverpage-and-template-7thed4-docx-10172449)
**## GradDiscussionRubric.pdf**
TCOB Graduate Studies Discussion Rubric
Criteria No Submission
0 points
Novice
(Criterion is missing or not
in evidence)
1-13 points
Basic
(works towards meeting
expectations;
performance needs
improvement)
14-16 points
Proficient
(meets expectations;
performance is satisfactory)
17-18 points
Exemplary
(exceeds expectations;
performance is outstanding)
19-20 points
Support of
Week's Reading
No Student
Submission
(0 points)
Does not refer to the
readings to support postings
(1-13 points)
Alludes to the readings
to support postings
(14-16 points)
Refers to examples from the
readings to support postings
(17-18 points)
Provides concrete examples from
the readings to support postings;
integrates prior readings in
postings
(19-20 points)
Observations No Student
Submission
(0 points)
Does not integrate personal
observations or knowledge;
does not present new
observations
(1-13 points)
Integrates personal
observations and
knowledge in a cursory
manner; does not
present new
observations
(14-16 points)
Integrates personal
observations and knowledge
in an accurate way; presents
new observations
(17-18 points)
Integrates personal observations
and knowledge in an accurate and
highly insightful way; presents
new observations
(19-20 points)
Response to
Classmates
No Student
Submission
(0 points)
Responds in a cursory
manner to classmates’
postings
(1-13 points)
Constructively responds
to classmates’ postings
(14-16 points)
Constructively responds to
classmates’ postings; offers
insight that encourages other
students to think critically
about their own work.
(17-18 points)
Constructively responds to
classmates’ postings; masterfully
connects the material presented
in classmates’ postings to their
responses; encourages classmates
to think critically about their own
work.
(19-20 points)
Organization,
Word Choice,
and Sentence
Structure
No Student
Submission
(0 points)
Posts are disorganized and
information is not presented
in a logical sequence; word
choice and sentence
structure are not suitable
(1-13 points)
Posts are somewhat
disorganized, and
information is not
presented in a logical
sequence; word choice
and sentence structure
are not suitable
(14-16 points)
Posts are organized, and
information is presented in a
logical sequence; word
choice and sentence
structure are suitable; there
are a few errors; however,
errors do not affect
readability.
(17-18 points)
Posts are organized and
information is presented in a
logical sequence; word choice and
sentence structure are suitable;
no errors in the response.
(19-20 points)
References No Student
Submission
(0 points)
Includes no sources to
support conclusions
(1-13 points)
Includes 1 outside
source to support and
enrich the discussion;
Includes 2 or more outside
sources to support and
enrich the discussion;
sources are properly cited in
Includes 2 or more outside
sources to support and enrich the
discussion; sources are cited using
APA format; style guidelines are
TCOB Graduate Studies Discussion Rubric
sources are not properly
cited in APA format
(14-16 points)
APA format and are properly
integrated into the discussion
response
(17-18 points)
masterfully integrated into the
discussion response.
(19-20 points)
**## HRA549ARTICLE.01_29_2025.Pushingmoredutiestohiring.pdf**
2 The HR Specialist • October 2013 www.theHRSpecialist.com
Intangible skills: Key deciding point
When choosing between two equally
qualified candidates for a new job or
promotion, 27% of hiring managers
say they’d select the person with the
better sense of humor, according to
a CareerBuilder survey. Hiring man-
agers also indicated a preference for
applicants involved in the community
and who dress well.
The flip side: The top behaviors
that turn off hiring managers are:
• People with a “that’s not my job”
attitude
• People who are often late
• People who’ve lied at work
• People who take credit for other
people’s work
• People who swear, gossip or dress
unprofessionally
It’s OK to stand firm on pay
Would-be employees are leaving
money on the table during salary
negotiations.
A different CareerBuilder survey
revealed that 49% of job applicants
don’t even try to negotiate a higher
salary when offered a job. That’s
true even though most employ-
ers expect to negotiate their initial
offers—and 54% are willing to.
The survey found that job candi-
dates older than 35 are more likely
than inexperienced applicants to try
to negotiate for more money.
Candidates are willing to con-
sider compensation other than cash.
Knowing this, more employers are
offering various work/life perks
instead of more pay (see chart, page 8).
Job search, 9-to-5
The Web and, more specifically,
mobile technology have driven more
applicants to search for new jobs
during the business day.
An Accountemps survey found that
almost half of full-time workers age
18 to 34 said they are likely to con-
duct their job search while at work.
That compares with 26% of profes-
sionals between 35 and 44, and 21%
of employees between 45 and 54.
Revise hiring strategy
(Cont. from page 1)
With the economy starting to click
again, employers are getting back into
the recruiting game.
Here are some of the biggest trends in
corporate recruiting, according to a new
Deloitte report:
1. Social sourcing of candidates.
Top resource: LinkedIn and its
LinkedIn Recruiter tool. Other sites
are job specific. For
example, in the IT
space, sites such
as Entelo, Gild and
RemarkableHire
analyze the techni-
cal prowess of tech
candidates by look-
ing at their social
footprints.
2. Corporate talent networks.
Deloitte says the growth of sites such
as LinkedIn, Twitter, Facebook, Indeed
and Glassdoor have allowed orga-
nizations to “evolve from a model of
candidate relationship management
to a model of building a talent network
from which to recruit.”
More companies are building
online talent networks that—including
attracting candidates—will include
fans, employees, alumni and even cus-
tomers. Among the vendors that help
you build talent networks: Aventure,
Jobs2Web and Smashfly.
3. Pushing more duties to hiring
managers. Recruiters and HR are
focusing more on high-level sourcing
and initial screening, while pushing
down more responsibility to hiring
managers to handle the nitty gritty of
interviewing candidates.
4. Assessment as a science. There’s
been an explosion in personality and
skills assessment tools beyond the
standard Myers-Briggs test. Some of
the hotter companies include Evolv,
Logi-serve, PeopleAnswers and
SkillSurvey. They join legacy providers
such as DDI, Kenexa (IBM), KornFerry,
Profiles International and Wonderlic.
5. Building an end-to-end talent
brand. The best recruiting firms create
a research-based, authentic employ-
ment brand and promote it on the front
page of the company website—not
only in the “careers section”).
The more narrow and “real” the
brand, the better—so you can attract
the right people who love what you do.
Deloitte refers to creating a “tunnel”
(not a “funnel”) of good candidates.
Companies such as TMP, Futurestep,
Pinstripe, Seven Step RPO and Kenexa
help companies tailor their brands.
6. Modernized applicant track-
ing software. A new
breed of online tools is
coming that will help
you do much more
than collect applicant
information online.
These tools manage
the entire recruitment
process, including
ad campaigns. Top
tools: Taleo, SuccessFactors, Jobvite,
SilkRoad, Peoplefluent and Bullhorn.
7. Improved candidate experiences.
Research by the Talent Board shows
that employers damage their brands
when they make it hard for people to
apply for jobs, fail to respond to can-
didates or treat them poorly during
interviews. Walk in your candidates’
shoes and take steps to continuously
improve the recruiting process.
8. The Web did not kill outside
recruiters. The belief that outside
recruiters and staffing firms would
go away as LinkedIn and other online
job boards grew hasn’t panned out.
Deloitte argues that the flurry of new
online tools available has made it
more important than ever to look for
seasoned professionals to help you
find just the right people.
9. The birth of Big Data. Do you
know where your most effective
candidates come from? What back-
grounds and experiences make the
best sales people? Which sourcing
or advertising channels are most
effective?
Recruiting is the No. 1 application
for Big Data in HR. And companies
that are successful in measuring
recruiting outperform their peers.
New vendors such as Broadbean,
BurningGlass, LinkedIn (check out the
Talent Brand Index) and others sell
analytics services to help you improve
your recruiting function.
Technology, testing and tracking:
9 new trends in corporate recruiting
[http://www.theHRSpecialist.com](http://www.thehrspecialist.com/)
Copyright of HR Specialist is the property of Business Management Daily (a division of
Capitol Information Group) and its content may not be copied or emailed to multiple sites or
posted to a listserv without the copyright holder's express written permission. However, users
may print, download, or email articles for individual use.
**## wk3hradisrinfofrom9.docx**
**Assignment** Read the short sidebar "Technology, Testing and Tracking: 9 New Trends in Corporate Recruiting." This excerpt from
_The HR Specialist_ notes some important factors that change how recruitment is done.
Follow the link to read the short sidebar.
[http://saintleo.idm.oclc.org/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=91651476&site=ehost-live&scope=site](http://saintleo.idm.oclc.org/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=91651476&site=ehost-live&scope=site)
**\*\*\*\* Choice: 3. Pushing more duties to hiring managers.**
Recruiters and HR are focusing more on high-level sourcing and initial screening while pushing down more responsibility to hiring managers to handle the nitty-gritty of interviewing candidates.
**Answer this question from the reading above info. Cite references and outside scholarly authors:**
*****1A,)*** Why do you believe it is the most important trend in modern recruiting? If you have personal/professional experience with this trend, feel free to include it to support your position.
\*\*\****************************************************************************************
**1.B Please respond to the following 2 peers by answering the questions below. , cite references:**
Specifically, focus your responses to your peers' initial postings using the following. prompts:
· Do you agree or disagree with your peers' choices, and why?
· What information did your peers neglect to present that would support their choices?
**CK,** The trend that I found most important was improving candidate experiences. The hiring process can be extensive and grueling, and I am sure we have all had both good and bad experiences. The increase of recruiting sights and online job postings has increased the number of applicants and made it possible to obtain the highest quality of talent. Along with this accessible talent, it has also increased the number of unqualified applicants which can slow down the recruiting process with an excess of applicant choices. It is very important for an organization to focus on creating a positive experience for candidates. This is like the first impression a candidate will have of the company and like all first impressions, they can be hard to fix if they are negative. Creating a positive recruiting experience will impact the organizations reputation and make candidates more likely to be brand ambassadors and share their positive experience with others which will help encourage other highly qualified individuals to apply for jobs within this association. Attracting high quality candidates is the end goal especially when the recruiting process is becoming more and more saturated with unqualified individuals.
References:
Fanning, Bill. “Council Post: The Power of the Candidate Experience: Enhancing Recruitment Success.” Forbes, 12 Aug. 2024,
[www.forbes.com/councils/forbeshumanresourcescouncil/2023/07/03/the-power-of-the-candidate-experience-enhancing-recruitment-success/](https://www.forbes.com/councils/forbeshumanresourcescouncil/2023/07/03/the-power-of-the-candidate-experience-enhancing-recruitment-success/).
Technology, testing and tracking: 9 new trends in corporate recruiting. HR Specialist, [s. l.], v. 11, n. 10, p. 2, 2013. Disponível em:
[https://research-ebsco-com.saintleo.idm.oclc.org/linkprocessor/plink?id=2b1c700d-a9b1-38f7-b414-37cb711dc5d3.](https://research-ebsco-com.saintleo.idm.oclc.org/linkprocessor/plink?id=2b1c700d-a9b1-38f7-b414-37cb711dc5d3.) Acesso em: 29 jan. 2025.
**EE.** Out of the 9 trends mentioned in the article I believe the most important trend in modern recruiting is 7, improved candidate experiences. “Candidate experience describes what it’s like to apply for a role in a particular company, from the initial application right through to either being declined or hired—and beyond (Writer, 2023).” It’s the one that directly impacts any company’s ability not only to attract and retain employees but also to build with them. This trend highlights the value of open communication, effective procedures, and consideration for applicants at every stage of the hiring process.
This trend is important for several reasons including brand reputation, a competitive advantage, and enhanced diversity. Having a good candidate experience is important when it comes to your brand reputation because word spreads whether it be by word of mouth or online (Corey, 2024). If a job seeker has a good experience with your company, they’re more likely to recommend it. In a job market like today, it's competitive! A positive experience with candidates is a competitive advantage. Your company will have a better chance of drawing in a wider range of more talented candidates if it promotes this reputation. Hiring the most qualified applicant for a position is also more likely when there are more top applicants to select from (Corey, 2024). Lastly, companies that have a reputation for being inclusive and respectful during the hiring process are more likely to attract candidates from underrepresented backgrounds (Corey, 2024). This favorable impression helps companies attract and connect with a wide range of candidates, which fosters innovation and expansion in the workplace.
Having experienced both sides of recruiting, first as a recruiter/coach for student-athletes and now as an applicant, I have seen firsthand the importance of candidate experience.
In my job I recruit for the volleyball team, I’ve heard stories from PSAs about coaches who initially reach out to them but then fail to maintain that communication. This lack of transparency not only frustrates PSAs but also damages the reputation of the whole program among recruits. Word spreads quickly, making it harder for many of these coaches to then attract talented players in the future. I’ve always made a conscious effort to provide consistent communication, as it really makes a difference and reflects positively on our team and program.
On the other side, as someone in need of a job come graduation, I’ve faced similar challenges. I have applied to quite a few jobs, often receiving little to no response. When I do get invited to an interview, my excitement is quickly replaced with disappointment when companies fail to follow through with the next steps or provide me with updates. This lack of closure is not only discouraging but also messes with my perception of those companies as employers. The experience has made me realize how important it is for all companies to show respect and provide clarity to every candidate, even when they are not selected.
References:
Corey, L. (2024, August 13).
_Council Post: You had me at ’hello’-the importance of candidate experience_. Forbes. https://www.forbes.com/councils/forbeshumanresourcescouncil/2023/04/14/you-had-me-at-hello-the-importance-of-candidate-experience/
Writer, I. S. (2023, December 15).
_12 effective ways to improve your candidate experience_. INTOO US. https://www.intoo.com/us/blog/how-to-improve-candidate-experience/
**APA_RequiredCoverPage_and_Template_7thed4.docx**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/apa-requiredcoverpage-and-template-7thed4-docx-10172449)