Why you should be using Employer Branding in the battle for NDIS talent.

As a disability service provider, you probably don’t need reminding that 460,000 Australians are set to become eligible for funding thanks to the federal government’s NDIS rollout.  The changes place participants firmly in the driver’s seat, leaving providers – that’s you – with the challenge of positioning themselves as the ones to choose.


Is Recruiter Bias Sabotaging Your Hiring Process? Part 2

When recruiting candidates, unconscious bias can sneak in unnoticed, which can mean you overlook great candidates. Here’s Part Two in our four-part series.

Number 2 - Confirmation Bias


Outstanding media statistics released today, showing which Australian media are delivering results and candidates. As we head into 2017, these analytics are going to be crucial to determining how and where you place your job vacancies.

If you would like to discuss advertising strategies with us, please contact us on 03 9691 4700


When it comes to talent attraction, it’s time to think like an online retailer.

Years ago, if you wanted to buy something, you would go to a brick-and-mortar shop, assess your options, select one and take it to the counter. But times have changed and the competitiveness of the online marketplace demands new strategies to attract and convert buyers.

Likewise, in the past, talent attraction involved an ad in the classifieds section of your preferred newspaper and waiting for applications to flood in.  But now, it’s not nearly as simple for employers to attract good talent.

Savvy retailers are ‘always on’, seeking multiple touchpoints for advertising messages including re-targeting customers with ads or emails once they’ve left a brand’s website. 

And the smartest Employers will be doing this, too. 

Do you have a branded, designated careers website?

If not, you’re already behind the eight-ball.  This is your crucial first step towards candidate engagement and talent attraction, promoting your workplace and making it easy for potential employees to contact you.  But if a retail store put up a website and assumed that consumers would just start buying, it would be a risky approach. That’s why strategic online retailers use a conversion funnel – which can also be a savvy employer’s secret weapon.

So, what is a conversion funnel?

A funnel is an object with a wide entry point that directs its contents towards a narrow, very specific destination. In the case of retailers, the ‘contents’ are potential buyers. And in your case, they’re your potential future employees.

In this case it’s passive job seekers – (candidates who may not necessarily be on the hunt for work at this present moment, but open to persuasion) - who are your target.

How does it work?

As talent comes closer and closer to applying to join your team, they will pass through four stages of the conversion funnel: Awareness, Interest, Desire and Action.

Think about the last time you bought something online.

You were already aware of the brand. You had an interest in the product, but you didn’t take steps to buy it until a seed of desire was planted in your brain; something inside you clicked, and then so did you. Action.

Depending on the stakes of the purchase, this process might happen in one visit, or it might take days or even months for you to follow through.  

And when it comes to talent attraction, that is the key takeaway. A job switch is a high-stakes decision. It’s going to take time and repetition to get results.   When you’re dealing with passive job seekers, particularly in skill short industries, you want your team top of mind when they decide to move and here’s how you might go about setting one up.

Awareness: do people know what it’s like to work with you? If not, it’s time to get busy online. Social media such as LinkedIn and Twitter are a great first steps, but you can also run cost effective digital ads with a focus on your employer brand. All roads of course need to lead to your careers site. Make it easy for candidates to find you. It’s important to understand that your company’s brand and your employer brand are different commodities; if you’ve got a big name, that’ll help, but it’s not everything.

Interest: promote your employer brand. What kind of benefits or culture would convince someone to jump ship? Constantly advertise and promote these. Make sure they’re enticing, so they lead to-

Desire: If candidates receive enough positive messages over a sustained period of time they will start to wish they worked for you. This is particularly important in industries with a skills shortage. Candidates aren’t on the market long. Desire leads to a decisive course of –

Action. Think about how easy it is for your candidates to find vacancies and lodge their interest. Email? Easy. Simple application form? Very easy. Elaborate questionnaire requesting credentials, referees and well-composed responses? Less so. You might need that info from them down the track, but now is not the time.

Be prepared to lose potential candidates at each stage. If you can, though, use analytics to track where they’re dropping off so that you have the power to engineer a better solution.

With a consistent and sustained approach, you will have a pool of interested candidates willing to learn more about working with you. Rather than advertising anew each time a vacancy emerges, you you can simply use your Candidate Management System to cherry-pick from your talent database.
Which, as far as we’re concerned, is the place to be.

*It’s also something we can help with. Visit our website www.talentpropeller.com.au or www.talentpropeller.co.nz for more info, or give us a call any time!

Is recruiter bias sabotaging your hiring process? Part 1

You’re a Recruitment Professional. Obviously, you want what’s best for your company. But you’re also only human.

Over the next few weeks, we’ll be looking at the four main types of unconscious bias, exploring the ways that they can creep into your recruitment process. And, crucially, how you can avoid letting them affect your judgement. 

The human mind is an incredible tool, capable of a vast array of tricks – some deliberate, others not.    

Before we continue, ask yourself this: have you already reached a conclusion as to whether or not this blog will shed any insight into your recruitment process? 

Are you reading this to mine for inconsistencies, flaws; details to support your conclusion?

No? Are you sure?


If the answer was yes, don’t be too hard on yourself – you are only human, after all.
…Even though you’ve got that conspicuous rose tattoo poking out from underneath your sleeve. But more on that later.

Number 1 – Heuristic

Admittedly it’s not the most familiar of terms, but this type of recruiter bias is alarming in its simplicity.

As a human being, you’ll have all sorts of pre-conceived rules based on either your personal experience, societal expectations, or a combination of both. For example, imagine that a friend brings a bottle of wine to your house. You take it to put it in the fridge and on the way, catch sight of its $4.99 price tag. You might instinctively decide that it’s not going to be a particularly nice drop.

And you might be right. But not necessarily. A cheap bottle of wine can be a nasty one – but, and here’s the kicker, not every cheap bottle of wine is going to be nasty. Welcome to heuristics.

So how does this come into play when recruiting candidates?

Remember we mentioned your tattoo? Imagine that you’re our candidate, and we’ve already formed a heuristic (preconceived rule) that suggests that tattooed candidates make bad hires. We might not even realise that that’s how we feel. But that’s beside the point; rather than giving you a fair go, we’ve already made a judgement before you’ve even had a chance to prove yourself. Whatever your resume says suddenly becomes irrelevant.

It’s not really fair, is it.

I know that as an HR Professional, you do your best to give your candidates the best shot at advancing their careers. If you didn’t like people, you’d be in a different job. So how do you stop heuristics creeping in?

The best solution here is to adopt a two-pronged approach.

Firstly, we use data before we hire at every possible opportunity. After all, it’s harder to argue with cold, hard facts. For example, find out how many years’ experience X had in the role. Ask her referees to rate her competencies on a scale of 1 to 10. Record conversations with interviewees or referees. Take transcripts if at all possible. Rather than relying on ‘getting a vibe,’ use online recruitment tools, and organise personality profiling or aptitude testing as your second opinion.

Secondly, we attempt to identify our own heuristics, and the points in the recruitment process at which they’d have the opportunity to emerge. We then delay those points until we are as far down the fact-finding road as possible. When we finally come to meeting our candidates face-to-face, whether or not they have tattoos, for example, is less likely to affect our decision to hire than it would have should that information been available to us earlier.

Of course, like many problems, the majority of the work is already done when you manage to isolate the issue at play – so if you’re able to identify snap judgements you’re making as they happen, you’ll be two steps ahead of the game.

Good luck, and happy recruiting!

But don’t get too comfortable – Bias # 2 is just around the corner.

Need an unbiased opinion? Our skills and aptitude tests can help. Have a look here: http://talentpropeller.com.au/skills-testing