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by workincanada

社員の紹介で就職する

"Friend in need? Potential colleague indeed"
Employee referral programs have become a top way to recruit staff -- a win-win-win combination for referrers, referrees and hiring companies, MIKE MARTIN writes
(Globe and Mail 4月13日)

Employee Referral Program (ERP)について。

In fact, employee referral programs ranked as the No. 1 method of recruitment last year, accounting for 31.7 per cent of new hires among 40 large companies in Canada and the United States, according to a study by CareerXroads, a recruiting-strategy consulting firm in Kendall Park, N.J.
...
For some companies, ERPs are responsible for up to 60 per cent of hires, says CareerXroads co-founder Mark Mehler.

なるほど人材紹介会社にはコントラクト案件が多くなってしまう訳ですね。



Friend in need? Potential colleague indeed
Employee referral programs have become a top way to recruit staff -- a win-win-win combination for referrers, referrees and hiring companies, MIKE MARTIN writes

MIKE MARTIN With files from Terry Brodie; Special to The Globe and Mail
Wednesday, April 13, 2005

Rory Filer spent just seven weeks working at Motorola Canada Ltd. several years ago. But his short management stint offered enough time to get to know Nicolas Vandermeirsch.

And that connection paid off for Mr. Vandermeirsch after he found himself out of a job three years ago, when Motorola shut down the Richmond, B.C., facility where he was working as a software engineer.

When Mr. Vandermeirsch passed his résumé to Mr. Filer, his old boss knew just what to do with it.

Now a senior firmware developer at Sierra Wireless Inc., Mr. Filer was confident in Mr. Vandermeirsch's abilities and immediately forwarded the résumé to Sierra's human resources department.

And thanks to that move, Mr. Vandermeirsch found himself with a job again, within just a couple of weeks, as a senior software engineer at Sierra.

Credit Sierra's employee referral program, or ERP, for Mr. Vandermeirsch's new position.

"I don't think I would have been here if [the ERP] were not in place," Mr. Vandermeirsch says.

Mr. Vandermeirsch is, in fact, just one of about 30 potential candidates for management, technical and marketing positions that Mr. Filer has recommended to his company over the four years he has worked at Sierra.

About a half dozen of them have made it to interviews as a result, and three of them, including Mr. Vandermeirsch, have actually been hired.

Under Sierra's ERP, employees like Mr. Filer are rewarded for their referrals: $3,000 a head for each recommendation who ends up with a job.

But while the bounty money is appealing, Mr. Filer says it's not the main reason he participates in Sierra's ERP.

"I'm a firm believer in networking," Mr. Filer says. "I have a great network of colleagues and friends in the industry in the Vancouver area and I try to help my friends and colleagues, people I know are good. I only do it for people I know are good and can help the organization as well.

"The greatest reward is just seeing a former colleague get hired. That felt great," he adds.

Richmond, B.C.-based Sierra isn't the only company turning to its own employees to find candidates to fill job openings.

In fact, employee referral programs ranked as the No. 1 method of recruitment last year, accounting for 31.7 per cent of new hires among 40 large companies in Canada and the United States, according to a study by CareerXroads, a recruiting-strategy consulting firm in Kendall Park, N.J.

And its popularity has grown. That figure was up from 23.3 per cent in 2001, according to the study.

For some companies, ERPs are responsible for up to 60 per cent of hires, says CareerXroads co-founder Mark Mehler.

"Employee referral programs are huge in recruitment right now," Mr. Mehler says. "Some companies are doing almost all of their hiring from inside and through their extensive employee referral programs."

It's a win-win-win combination for referrers, referrees and the companies doing the hiring.

"Employers and their corporate recruiters are looking for the best way to spend their recruiting efforts and dollars, and people looking for jobs are seeking the best route to get inside a company. ERPs fit those needs perfectly," Mr. Mehler says.

Being referred certainly helps candidates get noticed. In fact, being referred for a job can increase by up to 70 times the probability of being hired, CareerXroads co-founder Gerry Crispin says.

"Companies receive so many résumés that it's difficult for them. I'm sure they miss some good candidates who may slip through the first screening by simply adding their résumé to the pile," adds Mr. Vandermeirsch.

He, himself, has made a handful of referrals since joining Sierra at the end of 2002.

One of his referrals has made the first interview cut for a job now being filled.

"It pushes your résumé to the top of the pile and into the spotlight. I'm sure in my case, it made a big difference.

"It's important to be referred by somebody."

For those making the referral, there is the cash reward incentive. But, "money is not really a factor in the success of an ERP," Mr. Mehler agrees.

"What's important to an employee is recommending a friend or family member to a job with a company that they like to work for."

For companies, the rewards are many.

"Employers are seeing a reduction in the time it takes to staff, the [higher] quality of referrals from their own employees and a great reduction in recruitment costs," Mr. Mehler says.

He notes that it can cost up to $50,000 to find a senior-level executive.

The costs of running an ERP are substantially lower. "That makes it an exceedingly attractive proposition for employers."

Gail Evans, president of the Wynford Group, a management consulting firm based in Calgary, estimates that hiring through an ERP reduces recruitment costs by up to 30 per cent.

She also estimates a similar reduction in the amount of time it takes to hire over other recruitment methods.

Employers also find that employees who are referred by others in the company tend to fit in better.

"The real value of employee referrals is that our employees do the vetting for us in regard to prospective employees," says Wendy Knight, Sierra's director of human resources.

Ms. Knight estimates the company makes 15 per cent to 25 per cent of its hires through its ERP.

It pays each referrer a $3,000 cash bonus three months after the new recruit comes on board.

"They recommend people who they know are qualified and will fit successfully into our organization's culture."

Employees hired through ERPs also tend to stay longer -- up to 25 per cent longer than those recruited in other ways, according to a 1999 Ohio University study.

Employers may also find it easier using their staff's networks of contacts to fill specialized niches, says Nausheen Rattansi, human resources specialist at Com Dev International Ltd., who calls her firm's ERP "a key component in our staffing and recruitment system.

"We have been able to more easily recruit qualified technical employees for our company," a Cambridge, Ont.-based designer and manufacturer of space hardware subsystems, says Ms. Rattansi, adding: "We now have a robust résumé database and it gives our human resource staff a head start when it comes to recruiting."

ERPs are also a great way to motivate and recognize employees and add to the feeling of being part of a team.

"Our ERP gives Com Dev another way to acknowledge our existing employees," Ms. Rattansi says.

That factor is also recognized at InSystems Corp., a Markham, Ont.-based software firm, which relies on its ERP for about 45 per cent of its hiring, says controller Michael Inglis.

Aside from helping to find "quality" candidates and cutting recruitment costs, "it can't hurt employee morale either if we are hiring our employees' friends and family members based on their recommendations," Mr. Inglis says.

InSystems' ERP, in place for more than a decade, is open to all employees except senior managers and features cash payments of $3,300 for every successful referral.

The company goes to great lengths to spread the word about its ERP, Mr. Inglis says. Vacant positions are posted first on the internal bulletin board before going outside so that employees can get first shot at making a referral.

Then, "the ERP is aggressively promoted from employee orientations to special staff meetings to company-wide newsletters."

Com Dev makes a point of introducing all new employees and staff who referred them at monthly staff communications meetings, Ms. Rattansi says. Employees who did the referring are also presented with cheques of $800 to $2,000.

"The ERP is a very valuable system because the referring employee feels they have contributed to the success and future of their company. They now have a vested interest in the success of the company and its future," she says.

If Mr. Vandermeirsch is any indication, once on board, referred candidates prove their worth. He has already been promoted once, to project manager, and says, "I'm very happy doing what I'm doing at Sierra now."

How to make referral programs work

How do companies set up effective employee referral programs (ERPs)? Here are some tips from experts:

Make it easy. Keep the paperwork to a minimum. Make forms and rules simple. Automate as much as possible, allowing employees to make referrals electronically.

Spread the word. Tell employees about the ERP as part of orientation. Give employees notice of all vacancies first. Promote the program widely, on internal bulletin boards, in regular staff meetings, through company newsletters. Use other ways, such as paycheque stuffers and e-mails, to keep reminding employees about the program.

Celebrate successes. Introduce new recruits and the employees who referred them at staff meetings. Hand out rewards at such gatherings. Make note of referrals in company communications, such as on intranets and bulletin boards. Thank employees who made referrals.

More than the money. While cash is the usual payment, consider other rewards, such as company merchandise, travel vouchers, extra vacation days, theatre tickets or a dinner. Also remember that many employees don't do it for the money, but rather the satisfaction of seeing friends get jobs. Keep those who make referrals abreast of the status of their recommendations. Acknowledge every referral, hired or not.

Encourage employees to keep their eyes open and contacts going. Suggest networking at professional meetings, alumni events and in on-line forums. Encourage staff to keep a continuing list of potential referrals, including former colleagues and other professional connections.
[PR]
by workincanada | 2005-04-14 10:49 | カナダ就職・転職