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Beamery and Greenhouse Release State of Diversity 2017 Report

English Taylor

English Taylor is a Content Marketing Manager at Greenhouse where she gets to write and share stories about recruiting every day. Her favorite part of the job is connecting with Greenhouse customers. English has experience working as a copywriter and content strategist at startups, advertising agencies, and media companies. Want to talk Greenhouse or grammar (ideally both at the same time)? Connect with English on LinkedIn

According to a PwC survey, 85% of CEOs whose companies have a formal diversity strategy said it has improved their bottom line and leads to a happier, healthier work environment.

Well, OK—but ever wonder how these companies are actually approaching and recruiting for diversity? How highly do they prioritize diversity? What are the most common roadblocks on the path to building a diverse workforce? And what methods are recruiters most often relying on to increase diversity, anyways? 

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Top 3 ways to improve the intersection between Talent Acquisition and Talent Management

Cheryl Roubian

Cheryl is the Director of Talent at Greenhouse, where she leads a team focused on finding, elevating, and extending the lifecycle of top talent for Greenhouse. Find Cheryl on Twitter and LinkedIn.

Sometimes things just work better together: milk and cookies, Sonny and Cher, Bert and Ernie, sharks and dinosaurs (ok, maybe they don’t but they should). To this illustrious list, I will add Talent Acquisition and Talent Management.

In January of 2017, we brought Talent Acquisition and Talent Management under one roof. While the two teams have always worked well together, it’s been really cool to see the ways that bringing them together has created deeper and more effective collaborations.

The best part is... you don’t actually have to combine the teams to reap the benefits we’ve experienced. Here are three ways you can leverage the expertise of each team to build a stronger organization.

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You have the Power (and responsibility) for Building a Diverse Workforce

Ilit Raz Joonko Min

Ilit, the Co-founder and CEO of Joonko, has 14 years of experience working in various product management and team leadership positions (7 years in startups and seven years in highly-regarded IDF intelligence unit). She has a Computer Science degree and an Executive MBA. 

In early 2016, after 13 years as a woman in tech and experiencing unconscious, and conscious, bias - she decided to change the way people work. That's when she founded Joonko (Techstars '16, Salesforce Incubator '17) - the first AI-powered diversity and inclusion coach for companies, which can identify and solve unconscious bias in real-time.

Recruiting and HR Managers have (probably) the best conditions to impact their company’s chances of achieving diversity, and they must do something with it.

Diversity isn’t the responsibility of one individual, not even one team. Diversity leaders are, in fact, the flag-bearers, and have to deal with the daily difficulties (we referred to them as modern-day Sisyphus in one of our blog posts) of mobilizing action for change, but just as diversity is a business problem (and also a business solution), so too is the responsibility which lies with other people in the company. And so is their capacity to affect change.

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Building Big Learning Roadmaps for a Small Team

Arielle Shipper

Arielle curates content at CourseHorse, a local discovery engine that helps connect educators and students across the United States. When she’s not writing equestrian puns or brainstorming new blog posts, you can find her taking her dog for long walks in Madison Square Park or reading in an oversized armchair. Say hi (and see puppy pics) via LinkedIn or Instagram.

CourseHorse’s mission as a company is literally to support lifelong learning, but it doesn’t take an educational technology company to understand the importance—and benefits—of learning and development.

As a small but fast-growing team, we had a number of needs (closing skills and knowledge gaps, being time efficient), and limitations (little bandwidth for execution, smaller budget), which forced creative solutions.

Idea number one: Piloting the creation of individual learning roadmaps that combined essential professional skills for each role with personal goals for career development. Our learning roadmaps were intended to be executed independently with minimal oversight (see: small team, limited bandwidth), but they did involve setting goals and regular check-ins for accountability purposes.

After nearly a year of having these learning roadmaps, here are seven things we’ve learned.

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Employee & Candidate Experience Secrets from Facebook, Entelo, & Greenhouse

Caitlin Doherty

Caitlin Doherty is the Events Coordinator at Greenhouse. She enjoys the ability to work within a small but mighty team to bring People thought leaders together in one room while creating memorable experiences. She resides in New York City where she fills her extra hours practicing a newfound love of improv, experimenting with recipes in her small Brooklyn kitchen, and taking long walks with strong coffee. You can connect with Caitlin on LinkedIn.

What does it mean to become a great place to work? What makes your employees want to sing your praises from the highest rooftops? These companies know a little something about what it might take to get there. This year, Facebook came in at number 2 on Glassdoor’s Best Places to Work 2017 list for large companies. Entelo and Greenhouse both came in the top 3 on the same list for small and medium companies.

Cheryl Roubian (Director of Talent Acquisition and Management, Greenhouse), Willie Henry (Candidate Experience Lead, Facebook), and Jill Witty (VP of Talent and Operations, Entelo) all joined together one sunny San Francisco morning over coffee and bagels to share ideas and best practices on what it means to make the list and some of the ways they help create environments where employee happiness exists.

Read on for some of the main points from the panel!

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How We Used Slack to Increase Warm Fuzzy Feelings at Greenhouse

Alyssa Edelman

Alyssa Edelman is a Team Lead on Greenhouse’s Customer Success team, focused on helping our SMB customers be as successful as possible using the product. Before joining Greenhouse, she was in Customer Success at Brandwatch and, prior to that, managed the Support team at a Bitcoin startup. You can connect with her on LinkedIn, or follow her on Twitter.

A few weeks ago, our Director of Employee Experience, Melanie Oberman, shared our secret formula to company culture. That secret? The Greenhouse Culture Committee. The Committee is comprised of representatives from each of our teams and offices, and members represent the voice of their department and act as conduits for promoting company culture across the organization. I’m fortunate enough to have been on the committee for about a year representing Customer Success, and it has truly been a rewarding experience. What’s better than knowing you’re in a room with like-minded colleagues who want to make a positive impact on the place you work?

In this post, I want to highlight a successful initiative that grew out of a Culture Committee discussion: the Employee Warm Fuzzies channel on Slack!

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Introducing the SDR Culture Committee

Rebecca Shesser

Rebecca Shesser is a Team Lead, Sales Development at Greenhouse. When she's not selling Greenhouse and thinking of fun ways to connect with other SDRs, she's performing improv comedy around NYC.

About a year ago, I was nominated to be a representative of the Sales Development Representative (SDR) team on Greenhouse’s culture committee. The committee meets bi-weekly and is comprised of 12 employees nominated by their department leadership. It operates based on the goals of giving each department a voice on office and culture matters, sharing office and culture updates with all departments, and advising the Executive team on culture ideas. (You can learn more about the culture committee in this blog post.) 

I was incredibly excited to be asked to be a part of the culture committee. It's a key initiative for the maintenance and progress of Greenhouse’s company culture, and my part in this committee was an important opportunity to give a voice to one of Greenhouse’s larger, lesser heard from teams.

The nature of the SDR world at Greenhouse, however, is fast moving and ever-changing—in short, it’s hard to keep a consistent pulse on the cultural perspectives of the team. I needed to find a way to consistently check in on 20–25 SDRs who are constantly heads-down focused on crushing quota. After brainstorming with other members of the Culture Committee and meeting with my managers and director, we decided to create the SDR Culture Committee.

What is the SDR Culture Committee and what can you learn from it? Read on to find out!

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The Impact of People Operations on Employee Lifetime Value

Jessica Pfisterer

Jessica Pfisterer’s role at Greenhouse is managing systems and perks, benefits, and compensation. Before joining Greenhouse as Director of People Operations in July 2015, Jessica built out the People Operations function at MuleSoft during three years of global hyper-growth. Jessica is an avid dancer and recovering attorney.

The People Operations team at Greenhouse is responsible for Total Rewards (compensation, benefits, and perks), employee-facing systems and operations, HR programs, and compliance. The employee is our customer, and we work to make it easy to be a Greenhouse employee. We work closely with other internal service organizations, like the Talent Management, Employee Experience (EX), and IT teams.  

In this post, I’m going to talk about Total Rewards and their impact on Employee Lifetime Value (ELTV).  

  • I’ll start with a quick overview of the concept of ELTV

  • I’ll define each piece of Greenhouse’s Total Rewards package and its impact on ELTV

  • I’ll give you tips on designing your own Total Rewards package

  • I’ll provide insight on how we measure success and communicate our programs

Read on to learn more!

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Finding the "Organizational Fit": 3 Ways Successful Companies Get It Right

Marias Headshot

Maria Christopoulos Katris is the Co-Founder & CEO of Built In, the most powerful online recruiting solution for tech companies across six U.S. markets. The network of Built In sites provides an exclusive, behind-the-scenes look at the innovative products and cultures of today's top tech companies. Maria’s team shares insights on recruiting and employer branding in the tech space on Built In’s Tech Recruiter Blog.

Everyone in the recruiting space understands the importance of finding the “organizational fit,” (otherwise known as hiring for “cultural fit” or “culture add”). Employees that believe in and reflect an organization’s culture are more likely to report high job satisfaction, produce superior work, and remain with the company long term.  

But finding candidates that mesh with your company culture, selling them on your company, and assessing applicant fit beyond technical considerations is easier said than done. Over the past six years, we’ve helped thousands of startups and tech companies find, connect with, and hire top talent, and in that time we’ve seen firsthand how the most successful companies approach this challenge.

There are three ways that successful companies focus on finding the organizational fit. Keep reading to learn what they are and how you can make them part of your approach to hiring.

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