ISSUE 2 June 2018
Recruiters Are People, Too The candidate's guide to working with recruiters
Place One More Candidate Every Month The surprisingly simple key to filling more roles and earning more money
: THEY'VE GOT YOUR BACK (OFFICE) How this contingent workforce management company helps independent recruiters and staffing firms accelerate growth
Editorâ€™s Note Dear Readers, If you're looking to step up your recruiting game, we've got just what you need in the second issue of Recruiter.com Magazine. Michael R. Neece encourages you to do some A/B testing, and you might be surprised by how it impacts your recruiting results. LinkedIn expert Julie Mason shows you how to boost your credibility with candidates and clients. Jon Bischke shares the email outreach dos and don'ts Entelo discovered after analyzing millions of recruitment emails. In our cover story, you'll get to know Vendorpass, a contingent workforce management company helping independent recruiters and small to medium staffing agencies accelerate their growth. And candidates, have we got something for you: Bob McIntosh demystifies the recruiting process, showing you exactly what to expect from a good recruitercandidate relationship. We hope you enjoy! Matthew Kosinski Managing Editor
Recruiter.com Magazine is published quarterly by Recruiter.com. For media and editorial inquiries, contact Matthew Kosinski (email@example.com). For advertising inquiries, visit our website. Recruiter.com Magazine
Table of Contents Executive Spotlight: Sara Jensen ... Pg. 4 Recruiter.com How to Win Over Candidates via Email ... Pg. 6 Jon Bischke
First-Class Reflections: 3 Graduates Share Stories of the Recruiter.com Certification Program ... Pg. 20 Recruiter.com
Make One More Placement per Month ... Pg. 9 Michael R. Neece
A Candidate's Guide to Working With Recruiters ... Pg. 23 Bob McIntosh
5 Quick Ways to Boost Your Credibility on LinkedIn ... Pg. 12 Julie Mason
To Buy or Not to Buy: An LMS Purchasing Checklist ... Pg. 26 Christopher Pappas
Data Is King in Talent Acquisition ... Pg. 14 Erin Geiger
Better Workplaces, Better World: Sustainability and Recruiting ... Pg. 28 Pat Bakey
How Vendorpass Can Help Independent Recruiters and Staffing Firms Grow ... Pg. 16 Matthew Kosinski
Salary History Bans Are Gaining Momentum â€” Here's How Recruiters Can Keep Up ... Pg. 30 Karyn Mullins
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simple efficient. Sort through millions of dollarsâ€™ worth of fee-based jobs with ease. Grow your lines of business and become a strategic partner to your clients. 3
Executive Spotlight: Sara Jensen, IES Every quarter, Recruiter.com Magazine's "Executive Spotlight" features top executives, HR professionals, recruiters, and business leaders sharing their insights on hiring, management, and best recruiting practices. This Quarter's Spotlight: Sara Jensen, VP of Business Development for Innovative Employee Solutions Founded in 1974, Innovative Employee Solutions (IES) is a leading nationwide employer of record specializing in payrolling and contractor management services for today's contingent workforce. IES is one of San Diego's largest women-owned businesses, and it has been named one of the city's "Best Places to Work" for 10 years in a row. Jensen credits "our people, our culture, and our integrity" as the reasons why IES has been able to achieve and maintain such impressive levels of success. "We hire rock star talent, and we care deeply about their personal and professional development," she says. "We invest in our staff members and pay for them to get industry certifications, participate in leadership development groups, and pursue continued education. This plays into our overall philosophy of hiring great people; treating them with respect; and allowing them to do their best work in an environment of encouragement, teamwork, and fun. We believe that a happy staff equals happy clients." What do you love most about your job? There are many things that I love about my job â€” it's hard to pick just one! I love that every day is different. Some days, I am completely focused on working with our clients and prospects and developing solutions to meet their needs. Other days, I am coaching and supporting my team and helping them achieve their goals. And other days, I have my strategic hat on and am brainstorming with our leadership new service lines or opportunities to stay competitive in the market. What is your proudest professional moment? One moment that stands out happened after finishing a big presentation to a current client in which we had to recompete to offer our services. It was a highly competitive bid process, and the client was one of our most important from a relationship and a financial perspective, so there was a lot riding on winning the business. As the point person, I took the lead on working with our leadership team to prepare a killer presentation that addressed all of the client's pain points and consistently drove home the value we could provide to the company, the manager, and the contingent workers. We hit the presentation out of the park! I remember being in the cab on the way back to our hotel Recruiter.com Magazine
with my team members and feeling so proud of our team for doing such a great job representing IES. I also felt so proud to work for such a great company that made it easy for us to share the impressive ways we partner with our clients. And we ended up winning the business!
Our platform is simple to use from your desktop or your phone.
Describe your ideal team. What kind of people are on it? What work are you doing? What is your role? My ideal team is one that is diverse and has different personalities that complement one another. I am great at building relationships, but analytics and data are not my strong suit, so I enjoy working with others who excel in those areas so we can utilize one another's strengths for the betterment of the group. My ideal team would also include people who enjoy collaborating, are forward-thinking, and are always looking for ways to continue to grow both personally and professionally. What is your must-follow hiring rule? My must-follow hiring rule is to find people who love to learn and are go-getters. Initiative goes a long way in this industry, and I love it when people jump right in to learn as they go. Fitting into the company culture is a huge must as well. If you had to sum up your entire career to this point in one quote, what would it be? One step back, two steps forward.
Find a job that matches your personal and professional goals.
Connect with Innovative Employee Solutions on social media: Facebook: @innovativeemployeesolutions Twitter: @InnovativeES LinkedIn: Innovative Employee Solutions Recruiter.com Magazine
How to Win Over Candidates via Email
Entelo crunched the data to identify the dos and don'ts of candidate email outreach Jon Bischke
he average person receives 88 emails per day. It's a true testament to your writing skills if, after sifting through the barrage of sales pitches, invitations, and social media notifications, a candidate is actually moved to respond to your outreach.
However, it can be difficult to understand what makes one outreach better than any other. Without the data necessary to analyze what works and what doesn't, measuring email success can feel quite arbitrary. To help recruiters replicate their successes and avoid radio silence, Entelo crunched the numbers and turned email outreach into a science. Using millions of recruiting emails and billions of data points within the Entelo platform, our team set out to determine which components of outreach emails yield responses and which don't. Looking at the historical data, we find outreach emails that include none of the following don'ts and at least one of the dos garnered around 30 percent higher reply rates on average than typical emails: Recruiter.com Magazine
Email Outreach Dos
Email Outreach Don'ts
Do have your hiring manager reach out: Emails sent on behalf of hiring managers are 1.17 times as likely to receive a reply than those sent by a recruiter. Opening with "Nice to meet you" builds a connection with the candidate right off the bat. Make it clear that this email is coming from someone with authority by using phrases like "I lead" or "I run" right in the first sentence.
Don't put the job description in the body of the email: Emails that even include the phrase "job requirements" have 80 percent lower reply rates than average. Pasting an entire job description into an email is lazy, and it shows the candidate you're likely cutting and pasting the same information over and over and sending it to other people as well. Not only is this approach a waste of time on your part, it's a clear sign to the candidate that they are not special and you don't value their time. Instead, focus your email outreach on the candidate's relevant qualifications and what you like about them.
Do throw in a few compliments: Using words like "impressed" or "great fit" increase your reply rate and help to build rapport with the candidate. However, try to avoid clichĂŠs. Phrases like "real impact," "potential fit," and "change the world" all decrease reply rates because they can feel a bit phony. Candidates can tell when you're being inauthentic, so use complimentary language appropriately and stay away from the generic phrases. Do tout your company health: The financial health of your company matters. Include links to press coverage about your company's financial achievements, and be sure to include messaging about your latest funding, current valuation, or wins from the latest earnings call. This tactic can be particularly helpful when you are trying to win over someone from a company that offers a higher salary than you do, because it will show that your organization has more growth potential. Do set up time to talk: Interestingly, the qualifiers you use to arrange next steps make a statistically significant difference. Phrases like "any interest," "if you're interested," and "open to" all drive positive reply rates. Conversely, qualifiers like "if interested," "if you are," or "interested in" bring reply rates down. Try not to be too aggressive by asking to talk tomorrow. Instead, be more flexible by asking to talk at some point during the week. This will give the candidate more time to reply and increase reply rates overall.
Don't ask for a resume: Starting out with an assignment isn't a great way to build rapport. If you're reaching out to a passive candidate, it's because you've already done a bit of research on who that person is. Asking them to give you more information can set the wrong tone. In fact, it will cut their likelihood of replying in half. Don't jump the gun on salary and work/ life balance: In his famous TED Talk, Simon Sinek encourages entrepreneurs to begin by explaining their motivations before they explain their products. Recruiters should follow this philosophy, too. Salary and work/life balance are important factors, but mentioning them up front actually drives down reply rates. Instead, share information about your company mission and values to help candidates understand your workforce and culture. Don't ask for referrals: You wouldn't make a new friend and immediately ask to be introduced to their other friends, so don't put candidates on the spot that way either. Build a strong rapport with an individual, and if they elect to introduce you to someone from their network, it means you've fostered trust. Don't force it. In fact, asking candidates if they know anyone can decrease reply rates by 48 percent.
If at First You Don't Succeed, Try, Try Again As with marketing emails, sending a follow-up message is one of the best things you can do to boost your reply rates. Recruiters who send follow-ups typically receive 50 percent more responses than those who don't. — This can be a lot to remember for each outreach email you send, but it’s important to keep these nuances in mind because they matter. To help your outreach emails stand out amid all the noise and garner a 30 percent higher response rate, consider adopting a recruiting automation tool that takes the guesswork out of the process and helps you write higher-quality emails to candidates. Approaching the candidate journey with the right combination of predictive data and human intuition is the best way to stay competitive in today's fierce talent landscape. Jon Bischke is CEO of Entelo.
Our platform is
simple efficient. Sort through millions of dollars’ worth of fee-based jobs with ease. Grow your lines of business and become a strategic partner to your clients.
Make One More Placement per Month How recruiters can exercise more influence over the hiring process â€” and earn more income as a result
Michael R. Neece
ecruiting is labor-intensive and high risk. Recruiters lead employers and candidates through a hiring path to get the best talent hired as efficiently as possible.
Your income is limited by your influence along the hiring path. This article shows you how to improve your business by enhancing your influence during the high-risk stages of recruiting. Before becoming a recruiter, I was an engineer and an electronics factory manager. My jobs required finding new ways to produce more in less time, with lower costs, at the highest quality. I was a process geek, passionate about making things faster and better for people. When I became a recruiter, I realized recruiting is a process where I can make money by coordinating employers and candidates along the path from job order to placement. There are many ingredients in a recruiting process, but the most precious resources we have are our influence and control. The big question is: How do we gain more influence to get more candidates hired faster? Recruiting Is Like Driving
When driving a car, we use GPS to find and navigate along the best route. In our recruiting journey, we navigate from a town called "Job Order" to a destination called "Placement." To arrive successfully, we must know the path and control whatever we can along the way. Every placement travels along a similar road through a more or less standard sequence of steps. Apps and outsourcing help us work through steps like sourcing, screening, tracking, and invoicing â€” but what else can we do to get more control? Make a Map Before taking a road trip, you might map out your trip to find the best route. Let's do the same thing to improve our recruiting business. Here is a recruiting road map that probably looks a lot like your typical recruiting process:
Of course, this map does not tell the whole story. There are many tasks within each step along the road from job order to placement. The next chart lists some of the many details involved at each step of the journey:
I'm certain you'll agree that the more involved we are at each step, the greater our influence to drive the process toward our goals of â€˘ Filling a key position for the employer â€˘ Improving the career of our candidate â€˘ Earning a fee This final chart illustrates the financial risk and recruiter participation for each step of the recruiting process:
The chart on the preceding page illustrates what every recruiter already knows: At the third stage of the hiring process — the interview step — our financial risk is highest, but we have the lowest participation and influence over the outcome. The interview is also a high-risk scenario for the employer and the candidate. Most interviewers and candidates alike are unskilled at interviews, a fact which makes negative outcomes more likely — all while your financial risk is at its highest. To promote interview success, most recruiters prep their candidates with information about the company, the position, and the interviewers. Is there more that can be done to affect the interview outcome in a positive way? Finding Your Secret Sauce If you want to see more of your candidates get offers more frequently, do the following: 1. Research Interview Prep Techniques: Most recruiters underestimate the influence they can have on employer-candidate interviews. Many recruiters do little more than instruct candidates on logistics like scheduling and directions to the office. Recruiters also falsely assume senior-level candidates are in need of less interview advice. In reality, I've found that the more senior a candidate, the more they value interview advice. 2. Create Two Prep Scripts: Using the prep techniques you've researched, write two different interview prep scripts. Parts of the script will be the same in both versions, while other parts of each script will be unique. Using two different prepping methods allows you to conduct A/B testing that will help you identify which prep method gets better results. 3. Track and Compare Results: Gather and analyze feedback from the candidates and interviewers. Identify which prepping method gets better results — i.e., which method leads to more positive feedback and more offers. Then, create a third prepping script that improves on the method even further. Rinse and repeat. Over time, you will discover which methods work best to generate offers more frequently. When I was leading a top-revenue-producing recruiting team of six, this is what we did. We analyzed different prepping methods for 5,000 job interviews and found what worked best. This helped us become one of the top-performing teams in the country for a nationwide firm. To find out more about what we did and the secrets we discovered, check out: https://www.interviewmastery1.com/recruiters. Michael R. Neece is CEO of InterviewMastery.com.
5 Quick Ways to Boost Your Credibility on LinkedIn Julie Mason
hether you are applying for a new job, stepping into a management position, trying to land a new client, searching for candidates, or running your own business, your credibility is key to your success.
the top of your profile, representing an opportunity to showcase the value you can bring to a business, customer, or candidate. Write about how you can benefit interested parties as either an employee or a service provider.
Credibility is that intangible state of being seen by others to be trustworthy and reliable, and it comes from the combination of competence with an underpinning layer of expert knowledge. Credibility does not happen overnight — it is grown in the minds of those who watch you over time, including your manager, your team, your clients, your candidates, and other stakeholders.
In your experience section, provide a full description of your current and past roles — not just the job titles. Studies have shown that profiles featuring at least five roles in the experience section are viewed as more credible.
Having said that, there are five quick ways to boost your credibility on LinkedIn: 1. First Impressions Count The first thing people look at when viewing your profile is your photo. By nature, we gravitate toward people who seem nonthreatening and friendly, so use a professional head-and-shoulders photo featuring a relaxed, happy expression and a non-distracting background. Studies show that having a profile photo increases profile views 21 times and results in nine times more invitations to connect. Utilize the banner space behind your profile picture by inserting a relevant image or using it to promote a value proposition. Canva.com has some great LinkedIn banner templates that can help even the most creatively challenged make eye-catching headers for their profiles. 2. Be an All-Star Complete all sections of your profile, especially your summary, experience, and skills sections. Your summary occupies a prime position at Recruiter.com Magazine
3. Recommendations Raise the Bar While listing your skills will help optimize your profile for LinkedIn search and generate endorsements from other members, written recommendations will raise your credibility enormously. Recommendations are more personal than endorsements, so when you ask one of your connections to recommend you — be it a past employer, client, or colleague — it’s a great idea to explain what your ultimate goal is and what you would like from the recommendation. Here’s an example: Hey Joe, I was wondering if I could ask a huge favor of you. I’m applying for a new role as a business development manager, and I was wondering if you could provide a recommendation for me for the work I did at XYZ Company, specifically around my sales results in consistently achieving set targets. I would be extremely grateful for your assistance with this. However, if you don’t feel comfortable in doing so, that’s okay. I won’t be offended. Cheers, Julie 12
4. Show Off Your Success LinkedIn’s accomplishments section is the perfect place to showcase the work you are most proud of, along with your career milestones. This is the perfect spot to share any awards you have received, books and publications you have written or contributed to, special projects, and even other languages you may speak.
Be aware of what you like and comment on in LinkedIn’s newsfeed. Recently, I was viewing the profile of someone who had reached out to connect with me. Their profile looked professional and credible until I saw their recent activity section and noted that they had liked some, let’s say, less-than-professional posts. Immediately, their credibility dropped like a stone, and I ended up declining their invitation to connect.
5. Demonstrate Your Knowledge and Expertise
Really want to boost your credibility? Demonstrate your knowledge and thought-leadership by consistently posting quality content in your newsfeed and publishing articles directly to your LinkedIn profile. Writing articles on LinkedIn will enhance your credibility. Considering that Google recognizes LinkedIn as an authoritative domain and ranks LinkedIn articles in its search results, we’re talking about a big credibility bonus.
Your achievements and the fantastic service you may have provided in the past won’t count for much to the person viewing your profile if you haven’t taken steps to communicate your value properly on your LinkedIn profile. Remember that trust is built on credibility, and people hire and do business with people they know, like, and trust.
Julie Mason is a LinkedIn lead generation and sales strategist. Recruiter.com Magazine
Data Is King in Talent Acquisition Erin Geiger
ach year, we at BountyJobs take a deep dive issue as well as some solutions employers are into our vast treasure trove of data to curate a implementing. report tailored to the top trends and analytics across industries in third-party recruiting. As we’ve • Innovations in Technology: The combination been at this for more than a decade, we have a of a low unemployment rate and high rate of large database chock-full of hiring metrics that job growth brings challenges. Many talent have been instrumental in forming the recruiting acquisition professionals are turning to strategies of untold numbers of talent acquisition technology solutions to optimize their use of professionals. We do this because we know that time, which is now stretched thinner than quite finding the right person for your critical roles is possibly ever before. In our report, we review the imperative — and is even more of an uphill battle in top four areas in which recruiting professionals this ultra-tight hiring market. incorporate various technology options to further their productivity and their reach. Our 2018 report analyzes key data such as trends in salaries and fees across industries, as well as What information can we glean about the employers recruiter performance and a look at where things utilizing the BountyJobs recruiter engagement are hopping geographically. In addition, we take platform? We outline stats such as posting volume a look at the top five game-changers impacting (highest number of jobs posted by one employer = talent acquisition today — and those that we’ll be 404) and the sizes of the companies themselves. keeping an eye on for 2019. Wondering when employers typically go out to search for their critical roles? How about which Top Game-Changers Impacting Hiring Today locations tend to utilize this option more? The report goes into all this in more depth, but California It’s a demanding time for talent acquisition and the Northeastern US are some current heavy professionals, with a historically low unemployment hitters. rate and jobs growth and salaries both reportedly on the rise. With these developments come other Make the Best Offer or Lose the Talent War factors influencing the current course of hiring: In this crazy competitive hiring market, only the • Millennials and Gen. Z: This group consists of strongest offers (and recruiters!) survive. Do you both relative newcomers and many who are know what you’re up against when putting together entering the workplace for the first time. With an offer for that critical role you need filled, like, their new energy, these young employees also yesterday? Take a look at how compensation bring a reliance on cutting-edge technology and packages have changed over the past few years a myriad of communication options. In addition, and which perks candidates are not only wanting, this group values a diverse work culture and the but expecting. Hint: Work-shifting and relocation chance for their work to have a positive impact are biggies for some. on our world. What about salary averages and trends in fees? • Skills Gap: The notion of a skills gap, defined as We’ll give you a year-over-year comparison of both! a lack of skilled workers to match open jobs, is Our findings might surprise you, as reports in the a divisive one when looking at the current hiring media don’t exactly align with ours. For example, 49 market. In our report, we lay out the proposed percent of respondents to a recent survey from the Recruiter.com Magazine
Pew Research Center stated that cost of living is outpacing wage growth in the US. We’ll outline some of the top industries and average salaries for each so you can compare your offers with solid data.
your desired target — and most Report” now to create your most recruiting pros need all the help powerful hiring strategy yet! they can get to reel in these dream candidates. Enter third— party search. Erin Geiger is senior content Emerging Trends for 2019 marketing manager at BountyJobs.
And did you know that the majority of premium fees are actually paid for non-managerial roles?
About BountyJobs: Sometimes sourcing talent for business-critical positions requires a little help. Our web-based platform features a marketplace of more than 10,000 highly qualified agencies and a performance-based matching algorithm that helps hiring teams of all sizes find and engage recruiters for each of their roles. All this inside our simple yet effective platform designed to keep you in control of the entire recruitment process. Help makes hiring happier.
We’re about halfway through 2018, so what’s to come for 2019? We’ll outline other emerging trends to be aware of, including: flat and decreasing When looking at the third-party salaries, further decreases in search landscape, how do you unemployment rate, recruiting know when to utilize it and when passive candidates, and ways to to use your usual sourcing go- combat the competition as this tos? We’ll outline a few scenarios, hiring landscape gets squeezed but with an unemployment rate even tighter. as low as we’re seeing right now, passive candidates are Download the full “2018 Thirdmore often than not going to be Party Recruiting Benchmark
They've Got Your Back (Office)
How Can Help Independent Recruiters and Staffing Firms Grow
he recruiting and staffing industry has been having a pretty good go of it in the last few years. In Bullhorn's report on the top staffing and recruiting trends for 2018, 75 percent of respondents said they expected to see revenue increases this year, and 70 percent predicted hiring needs would increase in the coming year.
that brings a wide array of services to the independent recruiters and small and medium staffing companies using the Recruiter.com Job Market Platform, including: • • • •
Payroll funding and administration Employer/employee tax administration End-client billing administration Accounts receivable and collections management HR, legal, and risk expertise Timekeeping and expense processing Workers' compensation Unemployment Billable consultant insurance
That Bullhorn calls these results "grounded" compared to last year's should tell you • something about the industry's activity. • • But a thriving industry produces much • competition, and independent recruiters • and small and medium staffing firms must fight fiercely to get a piece of the pie for For recruiters and agencies, this means access themselves. All the time to brand new resources spent vying for clients to support their sustained "We pride ourselves on and making placements success in the recruiting offering custom, consultative, leaves precious little time and staffing industry. and cost-effective for the administrative work necessary to keep recruiting "We are excited about experiences. Our tagline — operations afloat. helping independent ‘Workforce management recruiters and small to simplified’ — is a reflection of Leading provider of medium staffing companies contingent workforce grow their businesses in the the solutions we offer." management solutions contract space," Dunn says. Vendorpass plans to help "Helping a business grow - Michael Dunn, recruiters and staffing firms and expand will be amazing Director of Strategic Partnerships, out of this bind. A division of to watch." Vendorpass Adecco Group, Vendorpass Far from an upstart, offers payroll and billing services to help recruiters and staffing firms Vendorpass has been delivering workforce grow their businesses, work in the contract management solutions to customers since its space, and expand their offerings to their incorporation more than a decade ago. What began as a provider of payrolling and passclients. through services to parent company MPS "We pride ourselves on offering custom, Group became a customer-facing operation consultative, and cost-effective experiences," in 2007 when Vendorpass's leadership saw a says Vendorpass Director of Strategic great opportunity. Partnerships Michael Dunn. "Our tagline — 'Workforce management simplified' — is a "We quickly realized that we could provide a cost-effective concierge experience to our reflection of the solutions we offer." customers," Dunn explains. "Listening to the In late May, Recruiter.com announced the market, we added our agency of record services creation of the Recruiter.com Vendorpass to accompany our employer of record services. Group, a new partnership with Vendorpass Over the years, we have added several solutions 17
Vendorpass in Action: A Case Study In order to compete with top industry players, staffing firm Staffing Connection, Inc., needed a broader, more robust back-office support team. When its current supplier wasn't working out, Staffing Connection made the move to Vendorpass. Vendorpass quickly got its comprehensive compliance, payroll, and legal platforms up and running for Staffing Connection, transitioning from an initial group of five workers to a team of 15 in only two weeks. "With Vendorpass taking over the back-office work, we were able to focus on more strategic matters of delivering consultants to clients without worrying about all the overhead associated with payroll, compliance, and legal support," says Tracey Pan-Kita, president and CEO of Staffing Connection. "Vendorpass also took over the notoriously tricky arena of workers' compensation, which not only reduced Staffing Connection's liability, but also gave the firm's clients a better sense of security in using Staffing Connection's contractors," Pan-Kita adds. The cash flow assistance provided by Vendorpass proved to be an especially powerful boon, allowing Staffing Connection to successfully contend for new business against even its most established competitors. Staffing Connection has been able to place as many as 200+ consultants daily without cash flow concerns.
to bring value to our customer base." In 2010, MPS Group was acquired by Adecco Group, bringing Vendorpass the backing of a Fortune Global 500 company. "Our ability to service our clients has increased through the scale of being part of such a global powerhouse," Dunn says. "Adecco Group brings a wealth of expertise in compliance, legal, risk, and HR. Our clients benefit from our ability to be on the forefront of legal changes, HR policy/ practices innovations, and risk mitigation." Aside from the resources, skills, and knowledge it has on hand, Vendorpass also relies on an internal culture of shared ambition.
drive to constantly adapt and learn in order to maintain their expertise in such a fast-moving field," Dunn says. "Responsibility also radiates from our entire staff. We're transparent with clients and refuse to cut corners. These values are reflected in everything we do, from serving clients to serving our community." It is this combination of know-how, ambition, and a customer-oriented approach that makes Vendorpass a uniquely capable partner for independent recruiters and staffing firms looking to grow in the competitive but highly lucrative staffing industry. Matthew Kosinski is the managing editor of Recruiter.com.
"From the top down, our employees possess the Recruiter.com Magazine
Our inaugural Recruiter. com Certification Program (RCP) class was a huge success and surpassed all expectations! We were fortunate to have a group of highly motivated individuals who really dove into the courses with enthusiasm and vigor. They actively participated in the webinars and asked very insightful questions. In just over 12 weeks, they completed 20 courses and a webinar series that covered topics from the basics of recruiting, to how to work on the Recruiter.com Job Market Platform, to business development techniques for successfully signing new clients.
First-Class Reflections: 3 Graduates Share Stories of the Recruiter.com Certification Program
Class members also participated in our traineesonly Facebook group, which helped them form bonds with their fellow classmates. They never hesitated to jump in and help out or share interesting articles with the group. The feedback our trainees gave us will help shape the RCP for future classes, making the program even better. We started with 50 trainees, and more than half are now actively working as recruiters on our Job Market Platform. I consider that a true win! - Delinda Giles, Director of Recruitment Services, Recruiter.com
An online training program covering everything from sourcing candidates to landing new clients, the Recruiter.com Certification Program is ideal for anyone looking to start a new career, including: • • • •
Stay-at-home parents Recent college grads Military veterans Professionals interested in changing careers
Want to become a recruiter? Sign up for the RCP today: https://www.recruiter.com/recruiter-training. html. Recruiter.com Magazine
A Perfect Career Change I was drawn to the RCP because I worked for many years in the legal field and was ready to make a career change. I wanted to train for a new career that offers schedule flexibility, the ability to work from home, the opportunity to take control of my own destiny, and unlimited income potential. The RCP is ideal for people like me because it gives you the opportunity to learn at your own pace, even while working a full-time job. I love that the training platform is interactive and comprehensive. The training gives you all of the information you need to become a successful independent recruiter. Not only that, but you have access to experienced recruiters who are available to answer questions along the way. There is also a lively and helpful Facebook group where you can ask questions and interact with your fellow trainees. The program also includes live webinars with industry professionals and a live mentor session every Friday where you have a chance to ask questions. Now that I have completed the initial training, it is exciting to be on the Recruiter.com Job Market Platform working to fill real jobs. I canâ€™t wait to have my first placement! I know that itâ€™s just a matter of time because of the support I have gotten from the program. I am now starting to gain momentum as I reach out to candidates. I refer to my notes often and know that I could not be doing this without the wonderful training I received in the RCP. The recruitment industry is booming right now, but very few third-party - Sandra Eliot, RCP Trainee recruitment agencies offer training of this breadth and caliber. Some places offer no training at all. As a result, many new recruiters leave the industry in their first or second year. With the RCP, you are able to go at your own pace and choose for yourself which jobs you want to work on. You are in control, yet you have the support of your trainers and fellow trainees. This is a fabulous opportunity of which I intend to take full advantage. I am so impressed with the quality of this program. It was exactly what I was looking for and more. I am looking forward to years of success as a recruiter, and I have Recruiter.com to thank for helping me to get started in this exciting new career. If you want to become an independent recruiter, I highly recommend you sign up. You have nothing to lose and everything to gain. The RCP will give you the tools you need to succeed. The rest is up to you!
No HR Background? No Problem When I first heard about the RCP, I didn’t pay much attention because I don’t have an HR background. However, a discussion with a Recruiter.com team member convinced me to see the program as an additional string in my bow, so I decided to give it a try.
There's More to Recruiting Than You Might Think
Given that I have an HR background, one of the most important things the RCP taught me was the I was impressed by the stunning platform and up- critical differences to-date content. It wasn’t long before I got into re- between third-party cruiting and started playing the matchmaker. So recruiting and internal far, I have already helped two friends of mine find recruiting. jobs! From a full-cycle recruitment - Moeed Ahmad, The training covers all aspects of the recruiting perspective, both internal reRCP Trainee process. While there is definitely a lot to learn, cruitment and third-party rethe content is very well structured, making it easy cruitment procedures overlap to keep focus. The courses themselves are us- significantly. However, the ober-friendly, with colorful and dynamic content. I jectives and motives of internal and third-party had fun watching videos and flipping cards! recruiters are different. This was my biggest revelation during my time in the RCP. Once you learn the concepts, you move from theory to practice with lessons on how to apply what The RCP really gave me a firm understanding of you’ve learned so far to the Recruiter.com Job the main functions of recruitment agencies and Market Platform. recruitment process outsourcing (RPO) organizations alike. We also examined the most comWeekly webinars complement the courses per- monly reported roadblocks to filling roles sucfectly and offer the chance to get advice from cessfully. worldwide recruiting experts. What really stuck out to me was how third-party The support team was the highlight of my expe- recruiters are like the salespeople of the recruitrience. I had the chance to interact with many ment world, called upon to do the hard selling Recruiter.com team members, and they are all to fill difficult roles. This adds a higher level of dedicated superstars with recruiting in their DNA complexity to the role. Third-party recruiters are — hence the awesomeness of the platform. marketers, advertisers, closers, and the mediators between their clients and candidates. The Whether you would like to get your foot into the best third-party recruiters are characterized by recruiting world or update your skills, I believe go-getter attitudes, persistence, and improvethe RCP will arm you with ment-based mindsets. all the basics you need to become a recruiter The RCP is self-paced, and the custom platform and start practicing designed for the courses was ingenious. As a vion a remarkable Job sual learner, I was happy that the courses were Market Platform. easy on text and used interactive content that made learning very entertaining and enjoyable. From a content perspective, each course has a - Majda Cheddadi, relevant workbook, quiz, and topic-specific selecRCP Trainee tion of extra tools and resources. Recruiter.com Magazine 22
Recruiters Are People, Too The candidate's guide to working with recruiters Bob McIntosh
ecruiters take the front line of the hiring process. They advertise the open position, read more resumes than they'd like, screen candidates for skills and cultural fit, and present the best of the best to the hiring manager. And for this service, employers pay a hefty price — often 25-30 percent of a new hire's annual salary.
one reason or another. According to Steve Levy, a recruiter and social media consultant, a very small percentage of recruiters are cut out to succeed in the industry.
Levy tells me his primary goal is to find the most qualified candidates for his boss, but he also aims Recruiters earn their money from employers, but to help candidates succeed in their job searches. some candidates don't understand the pecking or- The two are not mutually exclusive, though many der of the hiring process. These candidates might recruiters behave as if they were. If a candidate is feel slighted by recruiters — something I witness not a fit for his boss, Levy will refer them to other often in my role as a career strategist in an urban companies where they might be a fit. career center. These job seekers feel that recruiters are unresponsive, clueless about the role, The important message here is that recruiters, don't have their interests in mind, and make prom- contrary to what job seekers might think, face obises that fall through, among other faults. In some stacles every day. They do not take a recruiting job cases, job seekers' complaints are warranted. In with the intention of failing. They are human, too. other cases, they're blaming recruiters for their own mistakes or simply misinterpreting how the Hiring Managers Are Often the Bottleneck — recruiter/job seeker relationship works. But Not on Purpose Recruiters Are Human, Too
It is often said that hiring managers look for "purple squirrels" — those ideal candidates who perNo one takes a job to fail. No one goes into their fectly meet every requirement of the position. This first day with a mission to be lousy employee. might be true, but it's not because hiring managSome people may approach their jobs halfheart- ers are unrealistic. Rather, it's because hiring manedly, but they don't do so because they want to agers fear hiring the wrong candidate and having be the worst employee possible. This applies to to start over. recruiters as much as it applies to anyone else. Hiring the wrong candidate is costly. It can force a Recruiters face the possibility of failure on a daily company to open a new requisition for a replacebasis. Agency recruiters, who get paid only when ment, pay another recruiter's fee, spend weeks they place a candidate with a company, face rejec- searching for a replacement, and spend more tion from their clients. Likewise, corporate recruit- weeks training the new hire. If the bad hire was ers get frustrated when they find the ideal candi- in a customer-facing role, the company may even date only for the hiring manager to reject them for lose customers due to damaged relationships. 23
Recruiters and candidates are both the victims when hiring managers go unresponsive, making them wait days if not weeks for a verdict. The candidate is in a state of limbo, waiting anxiously by the phone for a yea or nay from the recruiter. The recruiter tries to keep an open line of communication, but they only know as much as the hiring manager tells them. Being in a state of limbo is disheartening for the candidate and the recruiter alike — a fact that few candidates consider.
need to stop and educate them on the process of how to interview [candidates]." How to Make the Recruiter's Job Easier One common complaint recruiters have is that job seekers often apply for jobs for which they're not qualified. If there’s one way to get on a recruiter’s bad side, it's by doing this.
"Carefully read the job description to make sure Then there is the fact that hiring managers aren't you are qualified," Levy says. "If you're not, don't necessarily experienced in the best practices of apply." collaborating with recruiters, especially in terms of interviewing candidates. What else can candidates do to foster the best possible working relationships with recruiters? I recently asked recruiters who frequent the Facebook group Recruiters Online how they feel about 1. Write a Strong Resume hiring managers. One respondent, a coach and consultant named Steve Lowisz, told me, "Most As contract and contingent recruiter Shelby hiring managers have never been trained on how Mangum said in the Recruiters Online group, "The to work with internal or external recruiters. We jobs most relevant to what you're applying to ...
and [in which you] had the most seniority should have the most bullet points. Too many times, I've seen people with barely an explanation of their current director job, but they tell me all about that entry-level coordinator job from seven years ago. It's sloppy." Talent Search Consultant Doug Wald agreed with Mangum, adding, "Keep it clean, keep it accessible, keep it scannable â€” and never let it go until thoroughly reviewed."
Former recruiter Jenn Gorius Gosselin advised in the Recruiters Online discussion: "Know what you can do, what you want to do, and why the job and this company interest you. Ask for the job if you indeed want it." Recruiters want to hear enthusiasm for the job and company. This can be a make-or-break factor in whether a candidate advances in the process. Where Recruiters Hang Out on Social Media
While some recruiters impose a strict one-page limit, Levey sees no point in that arbitrary length. "I don't care if a resume is three pages long," he says. "If it has great content, I'll read the whole thing."
LinkedIn is certainly popular with recruiters, but that may not be the case for long. According to a 2016 Jobvite report, 87 percent of recruiters use LinkedIn to find talent, whereas 67 percent of job seekers use Facebook to find jobs. Facebook is becoming a platform of choice for many recruitIn the experience section of the resume, recruiters ers. Levy, for example, says he's disenchanted really want to see accomplishments and quanti- with LinkedIn and uses Facebook and Twitter at fied results. Trish Wyderka, a resume writer and least as much as he uses LinkedIn, if not more. coach, wrote in the Recruiters Online discussion, "The advice that I give to all my clients is to be In the Recruiters Online discussion, Talent Stratesure [they] address how [they] can help a compa- gist Louysa Akerley said she mainly uses LinkedIn. ny make money, save money, or save time." However, she added, "I really feel that Facebook is an untapped market for recruiting since the ma2. Answer the Phone jority of the population is on Facebook, while only a certain percentage [of people] are on LinkedIn." Some recruiters may be guilty of calling candidates about whom they know nothing, but many Connecting With a Recruiter recruiters won't call until they have taken the time to read a candidate's resume and really under- Job seekers who want to get in touch with recruitstand what the candidate can offer. ers should start by cleaning up their Facebook profiles to eliminate incriminating photos and inAnd if a candidate misses a call, it's best to return cendiary comments. Then, they can start to beit right away. Recruiters are on the clock. They friend recruiters who serve their industries. won't wait for a response before moving on to the next candidate. As for LinkedIn, the same rules as always apply: LinkedIn profiles should be thoroughly completed, 3. Prep for the Interview and then job seekers should connect and engage with recruiters and industry leaders. Recruiters still use telephone interviews to get a feel for candidates' skills and cultural fits, as well Bob McIntosh, CPRW, is a career trainer who leads as to confirm important details like expected sal- more than 15 job search workshops at an urban caary. While these interviews are often more casual reer center. Read more of Bob's writing on Things than interviews with hiring managers, job seekers Career Related. still need to go into them prepared. 25
To Buy or Not to Buy: An LMS Purchasing Checklist
hen businesses decide to adopt learning management systems (LMSs), they face a huge array of choices, with one factor capturing much of their attention: pricing. Subscription-based models with varying costs compete alongside free open-source options with no upfront costs or monthly ownership expenses.
more costs than licensed or software-as-a-service (SaaS) LMS options, industry trends currently reflect a noticeable shift toward subscription and cloud-based LMS solutions. In fact, 55 percent of LMS users employ web-based solutions, citing remote access and faster implementation as major drivers behind their decisions.
The LMS market as a whole is expected to be worth $15.72 billion by 2021, thanks in part to the surge in businesses opting for subscription services. This growth isn't surprising. Subscription models allow for unparalleled flexibility and easy scaling, Most free LMS platforms are open-source, which qualities that appeal to companies that know means the LMS's code is readily available for their LMS needs might change down the road. anyone to work with. When a business adopts an 5 Common LMS Pricing Models open-source solution, it needs to customize the code to fit its needs â€” and the business is on the hook for fixing any bugs encountered in the LMS. Plenty of other LMS features can play a role in a As a result, the maintenance costs of open-source company's final decision, but cost-effectiveness solutions can be quite high, especially when you is often the make-or-break factor. With that factor in monthly upkeep, software upgrades, in mind, here's a comparison of the five most or even the need to hire a systems engineer to common LMS pricing models: maintain the LMS, whose salary and benefits 1. One-Time License alone may clock in around $90,000 annually. It's easy to understand why free options are tempting, as an LMS can quickly become a big expense for any organization. But free options aren't always more cost-effective.
Because open-source options can end up incurring Recruiter.com Magazine
In a one-time license model, a one-time fee 26
purchases the software outright. While these models might remove the expenses associated with renewals and regular upkeep, vendors might charge for software updates and upgrades over time. These solutions might be good options for businesses that can afford to pay the upfront costs, factoring into their budgets the prices of periodic maintenance and software add-ons — provided the LMS in question already has most of the features the business is looking for. 2. Periodic License A periodic license is perfect for an organization that doesn't want to commit to a single solution due to changing business requirements, like a growing or shrinking employee base. This licensing model requires organizations to renew their licenses periodically, typically on an annual or biannual basis, to retain ownership rights. Periodic license fees vary depending on the vendor, so it's vital to verify whether the LMS requires only a one-time fee or also requires license renewal fees. This model is an ideal choice for organizations that aren't sure whether the LMS under consideration will meet their needs in the not-too-distant future, possibly because they need to train larger workforces or their employee numbers fluctuate regularly. 3. Subscription Models (SaaS) SaaS LMS solutions almost always involve cloudbased hosting, which means teams can access the software from anywhere at any time. LMSs offered under this model generally use one of two methods to determine monthly fees: by the number of users who have access to the software or via a flat monthly licensing fee.
users who are active during a particular payment period. For small teams or organizations that hire seasonal or temporary workers, this might be the ideal option. • Monthly Licensing Fee For organizations with large pools of employees that don't want to be charged per user, paying per month is a good idea. Companies that have at least 500 employees or anticipate a future hiring spree should consider opting for a flat monthly fee. 4. Open-Source Systems The codes for open-source LMS options are available to the public for free, but these solutions require lots of technical legwork to customize in house. On the plus side, they can be built to provide exactly what a company wants in an LMS — no more, no less. For an organization with the personnel and resources to make it work, an opensource LMS system might be a legitimate choice. 5. Freemium Like open-source solutions, freemium LMS software comes with no upfront costs, licensing fees, or monthly subscriptions. Instead, freemium LMSs require payment for specific features and add-ons that help organizations maximize the functionality of their learning management system modules. —
Finding the right LMS can be a lengthy process. An organization in the market for an LMS should start by identifying the features it needs. From there, some number-crunching and careful investigation of hidden fees will reveal how to get the most benefit at the lowest cost. Resist the • Pay per User urge to take shortcuts. In the long run, the most This pricing model requires payment based on tempting solution isn't always the right one. the number of program users. Each learner who signs up for a course and logs into the LMS Christopher Pappas is the founder of eLearning will result in an additional fee for the business. Industry. Occasionally, vendors will charge for only the 27
thirds of all water consumption taking place in the production of ingredients for corporate supply chains. To become more sustainable, companies can take steps to ensure they are being mindful of their own water use.
Better Workplaces, Better World: Sustainability and Recruiting Pat Bakey
uilding an attractive workplace is an ongoing challenge for companies of all sizes. Employers are constantly striving to stand out from the competition, and while offerings like ping-pong tables and unlimited vacation might appear to be the perks employees want, it's actually a company's internal values that attract and retain talent.
In 2015, the United Nations (UN) created 17 Sustainable Development Goals that can help organizations achieve purposedriven, environmentallyfriendly business cultures. By adopting the following UN goals, companies can make an impact, create sustainable organizations, and attract employees who are seeking greater purpose in the workplace.
For example, water company Anglian Water has implemented technology solutions such as mobile platforms and educational programs to ensure employees and the company's 6 million customers work together to manage limited water supplies efficiently. Sustainable business strategies like monitoring water consumption are key to capturing the attention of the millions of millennials in today's workforce. Sustainable Cities and Communities
More than 50 percent of the world's population lives in cities. By the end of the 21st century, experts estimate that the 100 most populous cities will hold close to 20 percent of the world's population. Many of the world's largest companies are also located in these densely Clean Water and Sanitation populated cities, as this puts them in a better position to The global population will attract new and young talent. increase by 4 billion by the end of the century, and the percentage Technology is a key driver of of the earth's population living economic growth in cities, and it in water-scarce regions will can benefit companies that are grow from 36 percent today to working to become sustainable 50 percent by 2050. businesses, too. For example,
Millennials make up more than a third of the American workforce today, totaling 56 million workers. Given that 90 percent of millennials consider sustainability a top factor in their employment decisions, it's crucial that executives looking to recruit this generation emphasize sustainability, purpose-driven work, and their smart technologies like smart commitments to doing good in Corporations are the largest lighting and climate control can users of water, with about two- assist companies in reducing the workplace. Recruiter.com Magazine
their environmental impact and electric consumption. Smart technology can also make a company more attractive to millennials, who will appreciate the innovative approach to social responsibility. Affordable and Clean Energy An example of a company successfully adopting the affordable and clean energy goal is Mobisol GmbH, which works to provide clean energy through a sustainable business model. Mobisol GmbH combines solar power with microfinancing and mobile payments to offer clean, affordable energy to lowincome households. Through its efforts, the company has given
more than half a million people access to energy. Mobisol GmbH stands as a prime example of a company with a mission to increase sustainability across the globe, not just within its own business.
goals, companies can craft purpose-driven missions that attract new talent and retain current employees. Companies that tout strong sets of internal principles and leverage nextgeneration technologies to do good are better positioned to It's important for companies attract millennial employees, to understand that millennials who care a great deal for are already familiar with and workplace sustainability efforts. prefer to use renewable energy When businesses share their resources like battery, wind, and employees' socially conscious solar. Companies that invest values, they can create in these types of clean energy better organizations, better sources are proving to their workforces, and even a better employees and candidates that world. sustainability matters to them. Pat Bakey is president and chief Recruiting With a Purpose revenue officer of SAP Leonardo and Analytics. By adopting the UN sustainable
Salary History Bans Are Gaining Momentum â€” Here's How Recruiters Can Keep Up
Unlocking New Talent Salary histories are often used to determine if an applicant will even consider a job offer based on a company's pay capabilities. In fact, the WorldatWork survey found 80 percent of employers use salary histories to determine offers that candidates will find acceptable.
With the salary ban in place, many recruiters fear they'll be wasting time on candidates who won't s of January 2018, employers in California find the eventual job offers acceptable. Seen from can no longer ask candidates for their sal- another angle, however, the ban creates an opporary histories. Similar laws protecting job tunity to connect with candidates you previously seekers from salary history discrimination have wouldn't have contacted. been appearing around the country in Delaware, Massachusetts, and Oregon, among other plac- By removing salary from their initial consideres. ations of job seekers, recruiters can connect with
candidates based solely on their qualifications. This allows you to bring top talent into your pipeline â€” including candidates who may be willing to accept less pay for the culture or other company perks, or candidates who are confident they can make up for a salary decrease with impressive While 44 percent of employers that had already commission numbers. implemented the ban said doing so was "very easy" or "extremely easy" in a WorldatWork survey, Starting Everyone on a Level Playing Field these new and impending salary history bans are nonetheless changing how recruiters approach Biases exist. Whether they're intentional or unthe talent sourcing process. For example, 84 per- conscious, they create major pay gaps. A recent cent of employers in the same survey said they Pew Research Center survey found women in the rely on salary histories to compare a candidate's 25-34 age bracket earned 89 cents for every dolpay expectations to the company's average levels. lar a man in the same age group earned. California's new bill specifically prohibits employers from asking about an applicant's previous pay orally or in writing, personally or through an agent.
Major changes to employment legislation bring new obstacles to recruiters. However, with the right mindset and approach, recruiters can transform salary history bans from obstacles to opportunities. Opening a Door for Honest Communication Salary history bans force candidates and recruiters to speak candidly about pay expectations and realities. Through these deeper conversations, you can get a clearer view of an applicant's negotiation and communication skills, drive, and determination. Recruiter.com Magazine
Passing a candidate's salary history from one employer to the next only perpetuates this out-ofcontrol pay gap. Well-intentioned recruiters can accidentally take one company's inequalities and propel them into their own placements based on a candidate's previous employer's pay structures. Without pay histories, it becomes easier to wipe out these biases â€” and, eventually, the pay gap overall. Recruiters can finally start every candidate out on the same, equal footing. Karyn Mullins is president of MedReps.com. 30
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Contributors Michael Neece is the CEO of InterviewMastery. com, the world's most widely used video program that automates interview prep and increases the speed of hiring. More than 54,000 people in 73 countries use Michael's programs to improve the speed and quality of hiring. Michael was an agency/search recruiter for 11 years, during which time he led top-performing teams and simultaneously ran a recruiting desk. He then worked as a corporate recruiter, then VP of talent acquisition for three Fortune 50 companies and several hyper-growth startups. A TEDx speaker, Michael has contributed to or appeared on NBC, ABC, CBS, Fox News, Financial Times, The Wall Street Journal, The Washington Post, US News & World Report, and the New York Times. He is the father of three children, cofounder of seven companies, and an instrument-rated pilot who loves seaplanes. You can contact Michael at firstname.lastname@example.org. Erin Geiger is a seasoned content, editorial, and product engagement professional with two decades of experience creating content as well as overall content direction and strategy. Her background stems from a variety of online verticals ranging from startups to Fortune 500 corporations. She is currently senior content marketing manager at BountyJobs.
Become a Recruiter.com contributor today.
Bob McIntosh, CPRW, is a career trainer who leads more than 15 job search workshops at an urban career center. Job seekers and staff look to him for advice on the job search. In addition, Bob has gained a reputation as a LinkedIn authority in the community. Bob's greatest pleasure is helping people find rewarding careers in a competitive job market.
Jon Bischke is the founder and CEO of Entelo. A serial entrepreneur, Jon founded three companies in the eLearning and social networking space and served as an entrepreneur-in-residence at Battery Ventures. He holds a BS from University of Minnesota and an MBA from UCLA. As president and chief revenue officer, Pat Bakey leads the global SAP Leonardo & Analytics sales teams. Their mandate is to manage the practical application of real-world technologies (AI, ML, IoT) that help SAP's customers succeed in the era of the intelligent enterprise faster, more effectively, and with less risk. Pat was previously president of SAP Industries, responsible for leading industry go-to-market strategy and execution at SAP, which covers 25 industries globally, the SAP+Apple partnership, and the SAP Transformation Navigator venture. Christopher Pappas is the founder of eLearning Industry, the largest online community of eLearning professionals in the world. Christopher established the company as a safe online community for eLearning professionals and instructional designers to connect and share their knowledge. Christopher holds an MBA and a Master of Education from Bowling Green State University. Julie Mason is a LinkedIn lead generation and sales strategist. Karyn Mullins is the executive vice president and general manager of MedReps.com, a job board which gives members access to the most sought-after medical sales jobs and pharmaceutical sales jobs on the web.
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The people. The platform. The power.
Recruiter.com drives top talent to companies that want to hire them. Our job market distributes open jobs from employers to the largest network of recruiters on the planet. Sign up today