Recruiting.com

Without drastic action, the gap between demand and supply will continue to widen.

We may be in the midst of a recession with increasing unemployment and fewer jobs, but that's not likely to have much long-term effect on shortages of talent.

Employee referral programs are a lot like bottles of wine. Most companies have at least one, the vast majority of which are average or less than average, and only a few ever truly become exceptional. But the similarities don't stop there...

A case can be made that the Internet has done more harm than good.

Much of the hiring process from sourcing to closing to onboarding has changed significantly over the past 20 years. Much hasn't. And therein lies the problem.

Over the past 20 years or so, corporations worldwide have focused on a variety of initiatives. The bulk was aimed at improving efficiency, increasing profit, and ensuring quality. They have ranged fro

Employee referral programs are the most powerful corporate recruiting tool, bar none. They can produce a high volume of quality hires who have been statistically proven to have lower rates of attrition.

It is getting harder to find senior leadership talent, key technical staff, and even mid-level management. At least, this is what I hear from key recruitment leaders I poll from time to time.

One of the specific challenges recruiters face is how to translate a candidate's qualifications from their military job, Military Occupational Specialty (MOS) or Military Occupational Classification (

Businesses big and small convened on San Francisco last week for the Web 2.0 Expo, all with different agendas -- to launch new products, to gain VC funding, to keep an eye on the competition, and over all to celebrate this thing we call Web 2.0. I had the absolute pleasure of attending the conference due to the generosity of Dave Manaster at ERE Media (you can read the story about how it all came about here) and had opportunity after opportunity to meet some fascinating people.

Recruiters everywhere should be rejoicing over the latest news from Vurv (profile; site) and the Human Capital Institute, hinting that recruiting is finally getting the respect it deserves in the corporate boardroom.

The new Fetch Footprint is promising recruiters "deep Web extraction technologies," which is a really fancy way of saying the company will scour public-data sources and lurk on social/professional networking sites to gather information.

As the adage goes, "to catch a thief you must think like a thief." The same applies to finding resumes in databases.

While thinking about your needs is definitely the right place to begin a resume sourcing campaign, you should translate those needs into "resume speak" to achieve optimal results. Effective resume research in a database requires you to use your command of the English language, your empathetic abilities, your comprehension of industries and professions, and your understanding of the psychology of your target candidate. In short, you need to use every ounce of your experience as a recruiter.

Lessons to be learned from sports recruiting and the eBay model. Most corporate recruiting functions are far from strategic, and most recruiters are intensely resistant to change that. It's a fact that the business world is rapidly changing, and how organizations recruit talent will be forced to change dramatically as well.

If you can't influence your clients, you're working way too hard. In a recent ERE article I made the case that a tipping point was close at hand for converting recruiting and sourcing into a scalable

Understanding Web 2.0, Twitter, and all that stuff.

Are you overwhelmed with the hundreds of new tools, applications, websites, and services that have sprung up over the past few months?

Rethink the tired old list of interview questions to work well with this generation. Millennials are entering the workforce as quickly as boomers are retiring, and they've brought with them a set of ideals and skills that differ greatly from those of previous generations.