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Recruiters tend to be people people. They want to build relationships and treat candidates like human beings. Unfortunately, rigid recruiting processes and inefficient recruitment technologies often hold them back. When that happens, recruiting becomes a cold and transactional process -- but that's not the best way to attract top talent. In order to put talent first, recruiters need the right tech tools on their side. This eBook takes a look at exactly what that tech tool might be.

Hiring managers often trust their guts when making hiring decisions. The problem is, our guts are terrible at making hiring decisions, and data-based hiring methods in general always outperform our instincts by at least 25 percent. In fact, when it comes to data-based hiring methods, one in particular stands above the rest: the structured interview. Structured Interviews, when administered correctly, have a predictive validity of 62 percent - twice as high as the predictive validity of unstructured interviews.You can also learn more about VidCruiter's Structured Digital Interviewing solution by visiting https://vidcruiter.com/digital-interviews/.

Onboarding is the best way to boost new hire productivity, employee engagement, and overall retention rates. Unfortunately, very few companies have the time, money, or manpower to create and maintain best-in-class onboarding programs. That's where recruitment technology comes in. With the right software solution, any company can bring its onboarding game to the next level.

Altogether, recruiters in the U.S. spent a combined 82 years -- yes, years -- reviewing resumes in July 2015 alone. What recruiters need is a way to cut down on the amount of time they spend sorting through resumes, but they need a way to do this that will not filter out great candidates for silly reasons, the way many ATSs currently do. What recruiters need is automated resume parsing/resume matching software.

Let's face the facts: employers and recruiters are much more willing (and more likely) to hire individuals that were recommended to them, or those that they have met before. Hiring contacts that they already have lessens the chance of hiring an under qualified candidate, and makes the process easier overall. Moral of the story is: networking will heighten your chances of being hired and will help you advance within your career.

When recruiters face animosity from candidates and hiring managers at the same time, it may seem impossible to please anyone. But it doesn't have to be this way. In fact, recruiters can please everyone. They can deliver great candidate experiences and great hiring manager experiences at the same time. All it takes is the right ATS.

For applicant tracking systems, this is the dawning of a new era. The ATS is evolving right before our very eyes, and these are our ten predictions on the future of the applicant tracking system, the most essential of the recruiter's tools.

In recent years, the phrase "recruiting analytics" has been bandied about a lot. Rather than skim the surface of this critical trend, this eBook will dive into what recruiting analytics are and explore the ways in which recruiters can use the right data to take their practices to the next level.

 If indeed it is possible and common to be both—to be a "Type AB" personality, can these opposite traits be reconciled, mutually compensatory or complementary, harmonized and/or integrated, for example, in one or more of the ways our individual and collective competitive and cooperative tendencies, traits and behaviors can and are?

Imagine: Depositors in principle allowed to queue up at bank wickets to redeem their dollars for labor, rather than for gold, or at least to feel reassured knowing that something very valuable, viz., labor, is backing their money, instead of worrying that they are saving and being paid fiat money backed by nothing (physical) they can identify, save official assurances and common consent that it is money. Under this scheme—which, as will be detailed below, has been implemented more than once in world economic history and on a massive scale—money becomes what in principle, if not in daily practice, amounts to a labor voucher, receipt, invoice, bond, I.O.U., or coupon.

If you are fearful that robots are going to "take 'ar jobs!", you need to know that there's something else they may take. If the European Parliament Committee on Legal Affairs May 31, 2016 Draft Proposal is any indicator, robots may as "electronic persons"—sooner than you might ever imagine or fear—also take their place in the civil rights, social security and supermarket queues and arenas, and perhaps even in a jury or witness box (e.g., in liability cases), or ultimately even in the voting booth.

Even if professional passion is explicitly, unequivocally and unanimously definable, questions remain: Should passion be any of these things listed? Should it be a prerequisite, expectation, concomitant or—as Alexander Pope framed it—master or slave of some (which ones?) or all jobs? When, if ever, and in what forms, is work (job or career) passion a delusion, a deception, a danger, an illusion, an encumbrance, handicap or otherwise a "mistake" and liability?