Applicant tracking systems (ATS) are software applications designed to streamline and automate the process of recruiting and hiring new employees. These systems are commonly used by employers, hiring managers, and human resources departments to manage job applications and track candidates throughout the hiring process.

The primary function of an applicant tracking system is to collect, organize, and store job-related data and candidate information. When a job opening is posted, the ATS allows candidates to submit their resumes and other relevant documents through online job portals or career websites. The system then parses and stores the information in a searchable database.

Applicant tracking systems typically offer various features and functionalities to facilitate efficient hiring processes. Some common features include:

1. Resume Parsing: ATS software can automatically extract and parse information from submitted resumes, creating a standardized format for data storage and retrieval.
2. Keyword Search: Employers can search the ATS database using specific keywords and criteria to identify candidates with the desired skills, qualifications, and experience.
3. Application Management: ATS platforms enable employers to track and manage applications throughout the hiring pipeline, including reviewing applications, scheduling interviews, and communicating with candidates.
4. Candidate Communication: ATS systems often provide communication tools, such as email templates and automated notifications, to facilitate correspondence with applicants at various stages of the hiring process.
5. Collaboration and Evaluation: Hiring managers and team members can collaborate within the ATS platform by sharing feedback, rating candidates, and documenting interview notes.
6. Reporting and Analytics: ATS software generates reports and analytics on various hiring metrics, such as time-to-fill, source of applicants, and diversity statistics, to help organizations assess and improve their recruitment processes.
7. Integration with Other Systems: Many ATS platforms offer integration capabilities with other HR software, such as payroll or performance management systems, to streamline data sharing and improve overall HR operations.

By using an applicant tracking system, organizations can effectively manage and streamline their recruitment efforts, reduce administrative tasks, enhance candidate experience, and make data-driven decisions to optimize their hiring processes.

AI-based talent intelligence tools refer to software applications or platforms that leverage artificial intelligence (AI) and machine learning algorithms to provide organizations with valuable insights and analysis related to talent acquisition, management, and development.

These tools utilize advanced data analytics techniques to collect, process, and analyze large volumes of data from various sources, such as job boards, social media platforms, professional networks, and internal HR systems. By applying AI algorithms to this data, talent intelligence tools can extract meaningful patterns, trends, and predictions to support strategic decision-making in talent-related activities.

Here are some key features and functionalities commonly found in AI-based talent intelligence tools:

1. Talent Sourcing: These tools can help organizations identify and attract potential candidates by leveraging AI algorithms to analyze vast amounts of data and match candidate profiles with job requirements. They can automatically search for qualified candidates across multiple platforms and provide insights on their skills, experience, and suitability for specific roles.
2. Candidate Screening and Ranking: AI-based talent intelligence tools can automate the initial screening process by analyzing resumes, applications, and other candidate data. They can identify relevant keywords, assess qualifications, and rank candidates based on their fit for a particular role.
3. Predictive Analytics: These tools can analyze historical data to generate predictions and insights about future talent needs, attrition rates, and workforce trends. They can help organizations anticipate potential skill gaps, identify high-performing employees, and make data-driven decisions to optimize talent strategies.
4. Skills Assessment: Talent intelligence tools can use AI algorithms to evaluate candidates’ skills and competencies. They may employ techniques like natural language processing, machine learning, or online assessments to assess candidates’ abilities and provide objective evaluations.
5. Diversity and Inclusion Analysis: AI-based talent intelligence tools can analyze candidate data to provide insights on diversity and inclusion metrics. They can identify biases, monitor diversity goals, and support organizations in creating more inclusive hiring practices.
6. Succession Planning and Career Development: These tools can analyze employee performance data, career paths, and skill development opportunities to identify potential internal candidates for future leadership roles. They can also provide personalized recommendations for employee training and development to enhance career growth.
7. Market Insights: AI-powered talent intelligence tools can monitor industry trends, competitor activities, and labor market conditions to provide organizations with insights on salary benchmarks, market demands, and emerging skills. This information can guide talent acquisition strategies and help organizations stay competitive.

AI-based talent intelligence tools offer significant advantages to organizations by enhancing the efficiency and effectiveness of talent-related processes. They can save time, reduce biases, improve decision-making, and support long-term talent planning and development.

There are many different versions of a background check, but to describe it as intended, it probably looks like this:

A background check is the investigation and verification of a person’s personal, educational, professional, and criminal history. Employers, landlords, and other organisations commonly use it to evaluate an individual’s qualifications, character, and potential risks before making employment offers, renting properties, or entering into certain professional relationships.

Background checks typically entail gathering information from a variety of sources in order to create a comprehensive profile of an individual. The specific components of a background check may vary depending on the investigation’s purpose and requirements, but they commonly include:

Identity Verification: Confirming an individual’s identity by using documents such as driver’s licences, passports, or social security numbers.

Criminal Records Check: Searching local, state, and national criminal databases for past convictions or pending criminal charges.

Verification of Employment History: Contacting previous employers to confirm the candidate’s work history, job titles, dates of employment, and responsibilities.

Education Verification: Contacting educational institutions, such as schools or universities, to verify the individual’s claimed educational degrees, certifications, or diplomas.

Checking references: Contacting provided references to learn more about the individual’s personality, work ethic, and abilities.

Credit History Check: Examining a person’s credit history, including credit score, payment history, and outstanding debts. This is typically relevant for positions requiring a high level of trust or involving financial responsibilities.

Verification of Professional Licences: Verification of any professional licences or certifications claimed by the individual, such as medical licences or driver’s licences.

Screening of an individual’s social media profiles, online publications, or other publicly available information that may provide additional insights into their character or behaviour.

Background checks must be carried out in accordance with applicable laws and regulations, such as data privacy laws and fair employment practises. Individuals may be required to provide consent before their information is gathered, depending on the jurisdiction and the nature of the background check.

A background check is used to gather relevant information about a person in order to make informed decisions about employment, tenancy, or other relationships. It assists organisations in mitigating potential risks, ensuring the safety of their employees or residents, and maintaining the integrity and dependability of their operations.

Industrial psychology, also known as industrial-organizational psychology or I/O psychology, is a field that applies psychological principles and techniques to improve workplace productivity, employee well-being, and organizational effectiveness. Industrial psychologists utilize various tests and analyses to assess and understand individuals and organizational dynamics. Here are some common types of tests and analyses conducted by industrial psychologists:

1. Job Analysis: Industrial psychologists conduct job analyses to examine and document the tasks, responsibilities, and requirements of specific job roles within an organization. This analysis helps in understanding the knowledge, skills, abilities, and other characteristics (KSAOs) needed for effective job performance. It guides the development of job descriptions, recruitment strategies, and performance evaluation criteria.
2. Employee Selection Tests: Industrial psychologists develop and administer various tests and assessments to evaluate job applicants’ suitability and fit for specific roles. These tests can include cognitive ability tests, personality assessments, situational judgment tests, and work sample tests. The results help employers make informed decisions in the hiring process and identify candidates who are likely to succeed in the job.
3. Employee Performance Assessments: Industrial psychologists design performance appraisal systems and tools to evaluate employees’ job performance. These assessments may involve self-assessments, supervisor evaluations, 360-degree feedback, or objective performance metrics. They provide insights into employees’ strengths, areas for development, and overall job performance to guide performance management, training, and career development initiatives.
4. Organizational Climate and Culture Assessments: Industrial psychologists conduct surveys and assessments to understand the organizational climate and culture. These assessments examine employees’ perceptions of their work environment, organizational values, leadership effectiveness, communication, and employee engagement. The results help organizations identify areas for improvement, promote a positive work culture, and enhance employee satisfaction and productivity.
5. Work Motivation and Job Satisfaction Surveys: Industrial psychologists utilize surveys and questionnaires to measure employees’ motivation levels, job satisfaction, and overall work attitudes. These assessments explore factors such as intrinsic motivation, extrinsic rewards, job design, and work-life balance. The results inform strategies to enhance employee motivation, job satisfaction, and well-being.
6. Training Needs Analysis: Industrial psychologists conduct analyses to identify employees’ training and development needs. This involves assessing the knowledge, skills, and competencies required for effective job performance and comparing them to employees’ current capabilities. The findings guide the design and implementation of training programs to address skill gaps and enhance employees’ job performance.
7. Workload and Stress Assessments: Industrial psychologists examine the impact of workload, job demands, and stress on employee well-being and performance. These assessments may involve surveys, interviews, or physiological measures to understand employees’ stress levels, coping mechanisms, and the impact on their health and job performance. The findings help organizations implement strategies to manage workload, reduce stress, and promote employee well-being.

Industrial psychologists use a combination of quantitative and qualitative research methods, statistical analyses, and psychological principles to interpret the results of tests and assessments. They provide insights and recommendations to organizations on talent management, organizational development, training and development, and employee well-being initiatives, aiming to enhance organizational effectiveness and employee satisfaction.

It may sound quite harsh, but perhaps it is. I often see CVs and applications where the candidate actually managed to sell themselves far away from the position they are applying for, simply because the recipient can’t see that you are a match.

For those I know of my own age, there are two more focal points: partly your age and partly because you are very afraid of being overqualified for a position. In my opinion, it’s quite wrong, but that doesn’t mean it’s not normal. And with regard to your age, if you are over 52–54 years old, then companies may be afraid of having to terminate you, as the Discrimination Act especially looks after the employee, and it can cost a company dearly.

The law with the reversed burden of proof was probably intended in the best sense, but there are always two sides to the same coin, so here is the bad news: you as a company will think twice offering a candidate on around 52–54 years old the job. But there are possible solutions to that too.
I should perhaps say that with the age focus, by law, you are not allowed to select on ages, but believe me, they do.

Note that the perception of where one is young and old differs from country to country. In some countries, such as Japan and Korea, people often highly value age because it brings experience. In other countries, the perspective on age is different. In some countries, there is legislation that prohibits age discrimination, but these often have the opposite effect, as the protection the law provides often means that companies do not hire these employees. We also see countries where people who don’t live long have a very different focus on the young and the old.

The European Union has since 2000 a directive banning – among others – discrimination on the basis of age in employment and occupation. This means that: You are protected by the law if, for example, you think you are being treated unfairly when applying for a job because you are a(n) young/older person.
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Your international background can be seen as a great advantage, but there are also many who assume you will then want to go abroad again, so make sure you are here to stay if this is the case.
The international background can also mean that you have “forgotten the home market,” and as a result, people look at you a little differently.
Finally, the international background can be seen as overqualified (it seems to me a poor excuse, but it thrives if nothing else).
Finally, there will be young people, who are often the ones who sit and do the assessment journey, who cannot understand how you got this far and are therefore afraid to do an interview with you.
So here you have to navigate quite directly, avoid making it too national, and make sure to indicate that you have a solid knowledge of the domestic market (if that’s what it looks like).
Of course, if you are looking for a new international job, this only has its great advantages and is certainly something that has “personal selling value”.

Cover letter and CV via ChatGPT or OpenAI:

Of course, you can use ChatGPT or OpenAI to create a cover letter or check text in your CV. However, there is some advice.

Resume Cover Letters and CV Hack You Must Know:

Many will use the same system or systems, and therefore they will also be very similar. It may indicate that you are using this and not writing yourself. Be sure to change the order and perhaps consider whether you have two pieces of your own, such as “what can I bring with me of value”, or “a little about my own personality”.

Remember, in particular, that there is a match for what you are looking for. The models from Chatgpt and OpenAI take this into account, but make sure that the focus is mainly on what is in demand. (Can be entered in the prompt: Pay particular attention to, or put a particular focus on, and name the areas you want to focus on.)

It is most of all a match they look after; if you are not a match, you will not progress.

Cover Letters:

• Customise the cover letter for each application to showcase your relevant competencies, knowledge, skills and experiences.
  Use specific examples to show how it contributed to success in previous roles.
• Start with a strong opening that grabs the reader’s attention and introduces your purpose.
• A concise, compelling, and matching cover letter is your first chance to stand out and be considered a strong candidate amongst tough competition. Present your values, matching this role.
• Use a professional tone and language throughout the letter.
• Keep the cover letter concise, focusing on the most important points.
• Also, think about other key words that you think show your a match or adjectives that you think match your nature (which can also be included in the prompt).
• Explain how your unique qualities make you a great fit for the role.

Curriculum Vitae:

• Make a resume of your CV in the start: 2-3 lines about your work experience, 2-3 lines about your education, and 2-3 lines about your talent. This is the lines the headhunter or Human Resources is sending to the Hiring Manager!
• Highlight your key achievements and accomplishments to demonstrate your value. Think it like: “What value does it give the company!”
• Highlight your key achievements and accomplishments to demonstrate your value.
• Finally, make sure ChatGPT has seen your CV. For example, you can write, “You must act as a CV writer; first you will receive my CV and then the job I am applying for”, thereby letting ChatGPT know you and better shape your application.
• Address the letter to the hiring manager or relevant person if possible, rather than using generic greetings.
• Showcase your passion and enthusiasm for the position and the company.
• Always choose to see which words are missing by testing your CV against the language first. Optionally use:
• And afterwards, test your material via a language checker like: https://quillbot.com/grammar-check
• And take the missing words and ask ChatGpt to include those words; read it thoroughly, and it’s fine.

The ATS – Applicant tracking System:

• Test your CV in an ATS check system: https://www.jobscan.co/resume-scanner
  The system tells what words are missing.
  You can write those words in if you don’t feel fit to include them at the bottom of your CV. “Keywords: and then enter these words with a comma between them.
  Make the text white on white paper; it cannot be seen by reading or by printing. But ATS cannot see the difference between black and white letters, and you score about 30% higher. (a hack of the system).
• Then the ATS can see it, but those who receive it can’t see it, either on screen or in print. And should they choose to mark everything and make all the text black, there are only keywords.
• Check the score in the ATS checker again; it needs to be higher or more than 65%.

Remember the first word is “all they see needs to be showing you’re a match!”
When creating a cover letter, there are several important areas to focus on to make it effective and impactful. Here are some key aspects to consider:

1. Personalization: Tailor your cover letter to the specific job and company you are applying to. Address the hiring manager by name if possible and demonstrate your understanding of the organization’s values, goals, and industry.
2. Opening Paragraph: Begin your cover letter with a strong and attention-grabbing opening. State the position you are applying for and mention how you learned about the job. Consider starting with an engaging anecdote, an impressive accomplishment, or a compelling statement that highlights your passion and qualifications.
3. Highlight Relevant Skills and Experience: The body of your cover letter should focus on showcasing your relevant skills, qualifications, and experiences that make you a strong candidate for the position. Connect your skills and accomplishments to the requirements and responsibilities outlined in the job description. Use specific examples and quantifiable achievements to demonstrate your capabilities.
4. Show Enthusiasm and Fit: Express your enthusiasm for the role and the company. Demonstrate why you are genuinely interested in the opportunity and how you align with the organization’s mission, values, or culture. Convey your motivation to contribute and make a positive impact.
5. Address Gaps or Concerns: If there are any gaps in your resume or potential concerns that the employer may have, address them proactively in your cover letter. Briefly explain any career transitions, employment gaps, or changes in industry to provide context and alleviate any potential doubts.
6. Match the Tone and Style: Adapt the tone and style of your cover letter to align with the company culture and industry norms. Research the organization’s communication style and try to mirror it in your writing. Maintain a professional and formal tone while injecting your own personality and enthusiasm.
7. Demonstrate Research: Show that you have done your homework by including specific information about the company, its recent accomplishments, or industry trends in your cover letter. This demonstrates your genuine interest and commitment to the position.
8. Call to Action: End your cover letter with a clear call to action. Express your interest in moving forward to the next stage of the hiring process, such as requesting an interview or indicating your availability for a discussion. Provide your contact information and thank the reader for their time and consideration.
9. Proofread and Edit: Ensure that your cover letter is free from any grammatical or spelling errors. Proofread it carefully or consider seeking feedback from a trusted individual to catch any mistakes or areas for improvement.

Remember, a cover letter is an opportunity to complement your resume and showcase your personality, enthusiasm, and fit for the position. Customize your letter for each application and make it concise, compelling, and error-free.

Please see my PDF below to see what 9 HR and text experts worked on to create the best CV-PDF.

How to hack an ATS system and get ahead of the curve

An applicant tracking system (ATS) is software specifically developed to mechanise and optimise the recruitment procedure for organisations. It serves as a centralised platform for overseeing the recruitment and application process, encompassing tasks such as gathering, categorising, and storing resumes, while also facilitating communication among hiring teams. Applicant Tracking Systems (ATS) assist employers in monitoring and overseeing candidates throughout the hiring process, thereby enhancing the efficiency of recruitment.

The latest figures show over 98.8% of Fortune 500 companies use ATS, while 66% of large companies and 35% of small organisations rely on them. In Denmark, it is estimated that about 86% of the companies.

We have tested 10 ATS systems and seen how the right words work in the way the systems value you. As you know, it is all about having the right words in an application. We tested four different applications and CVs in the systems, and they scored between 35% and 65%.

Then we asked chat.openai.com: “What are the important tags and keywords to pass an applicant tracking software as a human resources manager, applying for a job? These words below were chosen, and we tested the applications again. This time, the same four different applications scored from 76% to 98%. In all four cases, we chose to enter these words at the bottom of the application and at the bottom of the CV.

After they were entered, the font colour was changed to white and wupti,” and we scored between 76% and 83%. You can do the same, and if you want to make something much more out of it, you can write something like this in your prompt in chat.openai.com: “First, I will send you my CV; afterwards, I will send you the position I would like to apply for. Based on this, I would like to have you, in a professional manner, make important tags and keywords to pass an applicant tracking software as a human resources manager, applying for a job.

When we did this on the same four, we scored between 82% and 95%. In doing so, the system categorises you as a good match for a position.

You can also check the final before sending it at: https://www.jobscan.co/. Perhaps you will find missing words in your key list.

The keywords we placed in:

Keywords: Human Resources Management: HR Strategy, Talent Management, Employee Relations, HR Policies, Workforce Planning, HR Compliance. Recruitment and Staffing: Recruitment Strategy, Talent Acquisition, Onboarding, Interviewing, Applicant Tracking System (ATS), Hiring Process. Organisational Development: Change Management, Organisational Culture, Leadership Development, Employee Engagement, Succession Planning, and Performance Management. HR Technology: HRIS (Human Resources Information System), HR Software, Data Analytics, People Analytics, HR Technology Implementation. Legal Compliance: Employment Law, Labour Relations, Regulatory Compliance, Policy Development, Diversity, Equity, and Inclusion (DEI), Education, and Certifications: Master’s in Psychology, Psychology, and Law. Languages: fluent in English and Danish. Competencies and Skills: Communication, Leadership, Adaptability, Problem-Solving, Team Collaboration. Industry Knowledge: Global HR, Scandinavian and Asian HR Practices, Cross-Cultural Competence. Miscellaneous: strategic planning, performance metrics, employee satisfaction. Workforce Analytics, Training and Development, and Employee Benefits.

For those you meet at an interview, the fact is that very few people are prepared to conduct or participate in a job interview; some are not trained, and others have not even read your material.
But of course there are others who have prepared, who are experts, and who have read your material; I would guess it is about 20% who are good at this!

In other words, you will typically meet a representative from a company that is not “completely ready”.
A major analysis made eight years ago and again two years ago showed that selection and evaluation were the two topics that people were absolutely worst at. (The score was only 11% – its minus 89%!).

A good rule of thumb is that if you meet someone at an interview who starts by telling you in detail about the job, they are typically not trained in conducting a job interview.
The reason you don’t start by telling candidates everything possible is that you don’t want the candidate to mirror themselves in this information and ensure a match to what you have just said; we want to see the candidate in the open field.
Of course, the candidate needs to know more about the position, but you typically do this after we asked his questions.

A tip is to bring something to the job interview that you can show, thereby shifting the focus to something professional, something you are good at, and which, if it is relevant to the company and the position, will be very exciting for the company to see. In other words, you will seal your professionalism to the person who has you for an interview.

You must remember to give the person the opportunity to ask questions, even on topics that are not included in the things you have brought with you.

This is important; it is not only out of kindness that you ask the candidate if they have any questions; it is also because you want to evaluate their ability to gather information and ask relevant questions. So make sure you have some questions ready. It doesn’t have to be that difficult. Here are some examples of what you can ask when you are asked:

What do you think is the best way to succeed in this position?
What stage have you reached in the development of the department? Is there a plan for this?
I assume you are evaluated for the position; how is this done, and how often?
How many people in the department are there, and who are the closest cooperation partners I will have?
Can you tell me a little more about how the work is organised?
Are there any special skills you think you need to have in particular?

Feel free to ask about the sentences in the job advertisement; they can be:
You describe your company culture; this is quite impressive. Can you describe more about the impact this has on everyday life?

I thought it might be of value to see some of the material we use to train HR teams in recruitment. This illuminates both the mistakes that are visible in the processes and also gives you examples of how you can relate to the personal interviews. You can also see some of the questions we train people to work with. It’s always good to see what’s happening on the other side of a desk and what the focus is. This PDF has been made with a focus on both the company and the candidate looking for a job.

Link: https://1drv.ms/b/s!Akv4gU71MYBa6_ZBopSnh3ZUoCTQCA?e=V8vn6T

How do you ensure that you say the right thing when you are asked something for an interview? What can the typical top 15 questions be, and what are the most correct answers to these? How do you ensure that your answers both provide an answer? It is also a chance to present yourself, and your answers indicate several signals about yourself.

The questions can be many, but there are often some that are always asked. Prepare yourself and use this Q-card sheet. A good idea is to make 15-20 question cards and make sure you know the answers without an ad. Q-cards come from the film industry, where a Q-card is used to remember one’s lines.
We use it to design the right answer.

Remember to also ask 3–4 questions for the company.
These can be questions about expected goals, what is the biggest challenge, where have you come in your development, who are the others in the team, etc.

Link: https://1drv.ms/b/s!Akv4gU71MYBa64EPUXBA9hVxL5XkcQ?e=bsxJsh
Password: Neptun2023

Analyses show that the biggest reason for not moving on is if the person inviting you to an interview perceives a big gap between you as a candidate and what they meet at a job interview.

An example can be a candidate who may seem quite introverted in his words but then, at the interview, is very communicative and extroverted.
Or you may have sent a photo of yourself in a tie and suit but turned up in summer clothes and a tattered shirt. Not that that’s exactly what you’re wearing; the focus here is the difference. So what you say you are, you are, and that’s the behaviour you expect to see. If there is not a match, the advertiser shows that you are not going to go any further.
This is something that has been researched extensively.

A very common mistake is that if you speak badly about previous employers, it doesn’t usually go down well.
Should there be things that you think should be brought up, you can always say that you don’t always see eye to eye on them. However, you should expect, if you say so, that they will ask for some examples, and this will probably also come with a background check.

The best thing is not to get into anything negative.

We teach many HR departments how to work with interviews, and there are many models. Here you can find one .pdf that is used as an idea basis for how to form a question frame when a company prepares a personal interview with an employee.
It is always smart to know what you will typically be asked about.

Not many are trained in this art form, and certainly not all have prepared equally. But here you can see a number of thoughts and questions.

Remember that the questions the company prepares are based on the distance between you as a candidate and the position; maybe something they want to know you don’t mention; maybe there is something needed for the company to think you can be successful.
But take a look:
Link: https://1drv.ms/b/s!Akv4gU71MYBa67Y3d1qDJPI3wdPzPg?e=2DH63c
Password: Neptun2024

Remember that there is a difference in what the different people you meet on your way want to focus on.

Human Resources: They typically have the most focus and are particularly interested in whether you match the company’s culture, and it can be assumed that you will be successful in the position.

The department manager: Wants to find a stable employee who can solve the tasks as stated, who is simple and easy, who will develop in the direction of the company, who is easy to work with, who is flexible, and who will make an extra effort when required.

CEO: Most focused on whether you are the right person for the job, whether you are successful in the company, whether the team is successful and the company is successful, and whether you earn more money.

This is, of course, quite generally intended, but it is probably relatively rare that a CEO will hear you give a lengthy account of your competences, knowledge, and abilities. CEOs are typically people who use few words and sentences, and they expect short answers.

Some important link:

LinkedIn Helper 2:
Link: https://www.linkedhelper.com/
Note: At your own risk, make sure to run the system at “slow speed.”

ATS (Applicant Tracking System)
Link: https://www.jobscan.co/
Note: About 87% of Danes use this system. Check your CV in the system here and see what score you get. You need over 80%. Work is done on word occurrences; if there are words missing, you will get these words in a report.

The words that do not come naturally to you can be written last; when they have been written, you can “make the text white”—then you have the words, but no one can see the search words because ATS cannot distinguish between colours with which they are written, but you can’t see it because white on white paper can’t be seen, not even in print, but you have the words.
Test your material at https://www.jobscan.co/; there are 5-8 free tests!

“What Color Is Your Parachute?” by Richard N. Bolles: This book has been a classic in the career development field and offers practical guidance on job searching, networking, and finding the right career path. You can find more information about it at https://www.jobhuntersbible.com/.

“The 2-Hour Job Search” by Steve Dalton: This book presents a systematic approach to job searching that focuses on targeted networking and efficient strategies. More details can be found at https://www.2hourjobsearch.com/.

“Knock ’em Dead: The Ultimate Job Search Guide” by Martin Yate: This comprehensive guide covers various aspects of job hunting, including resume writing, interview techniques, and networking strategies. You can explore more about it at https://www.knockemdead.com/.

“Cracking the Coding Interview: 189 Programming Questions and Solutions” by Gayle Laakmann McDowell: This book focuses on technical interviews for software engineering and coding positions. It provides valuable insights, practice questions, and solutions. You can find more information at https://www.crackingthecodinginterview.com/.

“The Art of Work: A Proven Path to Discovering What You Were Meant to Do” by Jeff Goins: This book explores finding meaningful work and aligning your passions with your career. It offers guidance on uncovering your purpose and making the most of your skills. More details can be found at https://goinswriter.com/books/the-art-of-work/.

“Designing Your Life: How to Build a Well-Lived, Joyful Life” by Bill Burnett and Dave Evans: While not explicitly focused on job search, this book helps readers design a fulfilling life and career. It offers practical tools and exercises to explore different career paths and make intentional choices. Learn more at https://designingyour.life/.

“The Pathfinder: How to Choose or Change Your Career for a Lifetime of Satisfaction and Success” by Nicholas Lore: This book provides a step-by-step approach to career planning and decision-making. It includes self-assessment exercises and guidance on finding work that aligns with your passions and strengths. You can explore more at https://www.rockportinstitute.com/the-pathfinder/.

“Job Searching with Social Media For Dummies” by Joshua Waldman: This book explores leveraging social media platforms like LinkedIn, Facebook, and Twitter for job searching. It offers tips, strategies, and best practices for using social media effectively. More information can be found at https://www.dummies.com/careers/find-a-job/job-searching-with-social-media-for-dummies-cheat-sheet/.

“The Job Search Solution: The Ultimate System for Finding a Great Job Now!” by Tony Beshara: This book provides a comprehensive guide to job searching, covering various aspects such as resumes, networking, interviews, and negotiating offers. It offers practical advice and strategies. Learn more at https://www.thejobsearchsolution.com/.

“Job Interview Questions and Answers” by Peggy McKee: This book focuses on interview preparation, providing a wide range of common interview questions and sample answers. It also offers tips on handling different types of interviews. You can find more information at https://careerconfidential.com/job-interview-questions-and-answers/.

“The First 90 Days: Proven Strategies for Getting Up to Speed Faster and Smarter” by Michael D. Watkins: While not strictly about job search, this book offers guidance on successfully transitioning into a new job or role. It provides a roadmap for the initial period of a new position. Learn more at https://www.michaelwatkins.com/the-first-90-days/.

“Job U: How to Find Wealth and Success by Developing the Skills Companies Actually Need” by Nicholas Wyman: This book emphasizes the importance of skill development and vocational education in finding job opportunities and building successful careers. It explores the changing job market and offers advice on acquiring in-demand skills. More details can be found at https://www.jobubook.com/.

“The Resume Writing Guide: A Step-by-Step Workbook for Writing a Winning Resume” by Lisa McGrimmon: This book provides practical guidance on crafting effective resumes that stand out to employers. It includes exercises, templates, and tips for tailoring resumes to specific job applications. You can explore more at https://lisamcgrimmon.com/books/resume-writing-guide/.

“The 7 Habits of Highly Effective Job Seekers: Resume Secrets, Interview Strategies, and Winning Mindsets” by Stephen R. Covey and Jennifer Colosimo: This book applies Covey’s renowned principles from “The 7 Habits of Highly Effective People” to the job search process. It provides insights on resume writing, interview techniques, networking, and maintaining a positive mindset throughout the job search journey. You can find more information at https://www.stephencovey.com/7habits/7habits-jobseekers.php.

“LinkedIn Profile Optimization for Dummies” by Donna Serdula
Book link: https://www.dummies.com/business/human-resources/employee-engagement/linkedin-profile-optimization-for-dummies-cheat-sheet/

“LinkedIn In 30 Minutes: How to create a rock-solid LinkedIn profile and build connections that matter” by Angela Rose
Book link: https://www.amazon.com/LinkedIn-Minutes-rock-solid-connections-matter/dp/1641880484

“LinkedIn Riches: How to Leverage the World’s Largest Professional Network to Enhance Your Brand, Generate Leads, and Increase Revenue” by John Nemo
Book link: https://www.amazon.com/LinkedIn-Riches-Largest-Professional-Network-ebook/dp/B07888FQTB

“LinkedIn Unlocked: Unlock the Mystery of LinkedIn to Drive More Sales Through Social Selling” by Melonie Dodaro
Book link: https://www.amazon.com/LinkedIn-Unlocked-Mystery-Through-Social/dp/1948654587

“Knockout LinkedIn Profile: How to Grab Your Dream Job!” by Sandra Long
Book link: https://www.amazon.com/Knockout-LinkedIn-Profile-Grab-Dream/dp/1515348663

“The Power Formula for LinkedIn Success: Kick-start Your Business, Brand, and Job Search” by Wayne Breitbarth
Book link: https://www.amazon.com/Power-Formula-LinkedIn-Success-Kick-start/dp/0988666503

“LinkedIn for Personal Branding: The Ultimate Guide” by Sandra Long
Book link: https://www.amazon.com/LinkedIn-Personal-Branding-Sandra-Long/dp/0982353892

“The LinkedIn Code: Unlock the largest online business social network to get leads, prospects & clients for B2B, professional services and sales & marketing pros” by Melonie Dodaro
Book link: https://www.amazon.com/LinkedIn-Code-business-prospects-marketing/dp/1520725702

“LinkedIn: 101 Ways to Rock Your Personal Brand: Grow your network and build your business!” by Viveka von Rosen
Book link: https://www.amazon.com/LinkedIn-Ways-Personal-Network-Business-ebook/dp/B01MS1TPAM

“LinkedIn For College Students: Connecting to the Right People, Creating Authentic Relationships, and Building a Powerful Network for Life” by Joshua Waldman
Book link: https://www.amazon.com/LinkedIn-College-Students-Connecting-Relationships/dp/0996696087

“How to Write the Perfect LinkedIn Profile: A Step-by-Step Guide” by Brenda Bernstein
Book link: https://www.amazon.com/Write-Perfect-LinkedIn-Profile-Step-ebook/dp/B08N6LZY26

“LinkedIn: 30 Highly Effective Strategies for Attracting Recruiters and Employers to Your LinkedIn Profile” by Alexander Payne
Book link: https://www.amazon.com/LinkedIn-Effective-Strategies-Attracting-Recruiters-ebook/dp/B07LBTS59W

“LinkedIn Mastery for Entrepreneurs: A Strategic Roadmap to Unlock LinkedIn’s Massive Traffic, Build an Influential Network, and Drive Leads & Sales for Your Business” by Chris J Reed
Book link: https://www.amazon.com/LinkedIn-Mastery-Entrepreneurs-Strategic-Influential-e

“LinkedIn for Job Seekers: An Unofficial Guide to Leveraging LinkedIn for Job Search Success” by Joshua Waldman
Book link: https://www.amazon.com/LinkedIn-Job-Seekers-Unofficial-Leveraging/dp/0996696052

“The LinkedIn Playbook: Contacts to Customers. Engage. Connect. Convert.” by Adam Houlahan
Book link: https://www.amazon.com/LinkedIn-Playbook-Contacts-Customers-Convert/dp/0994273605

Human resources management, as a formalised field of study and practice, emerged gradually over time, and its development cannot be attributed to a single individual or a specific date. Instead, it evolved as a response to changing business needs, labour laws, and societal developments.
Universities began offering formal education and degree programmes in Human Resources Management (HRM) and related fields in the 1950s–1960s as the recognition of HR’s importance in organisational success grew. The development of HR management as an academic discipline occurred alongside its increasing significance in the business world.
Henry Ford’s contributions to human resources management are particularly associated with his innovative approaches to industrial production and labour relations in the early 20th century. While the concept of “human resources management” as we understand it today did not exist during his time, Ford’s work had a significant impact on the development of modern HR practices.

Here are some key milestones related to Henry Ford’s involvement with HR management:

Introduction of the Assembly Line (1913): Henry Ford revolutionised manufacturing with the introduction of the assembly line at the Ford Motor Company in 1913. This innovation led to increased efficiency and productivity in automobile production, fundamentally changing how companies organised their workforce.

Five-Dollar Day (1914): In 1914, Ford implemented the famous “Five-Dollar Day” wage for his factory workers. This significant increase in pay was intended to attract and retain a stable workforce, reduce employee turnover, and improve the quality of life for his workers. It set a new standard for fair wages in the industry.

Introduction of the 8-Hour Workday (1914): Ford was also an early adopter of the 8-hour workday, reducing the standard work hours from 9 hours to 8 hours a day. This move aimed to enhance worker productivity and overall well-being.

Ford Sociological Department (1914): To address worker issues and improve employee welfare, Ford established the Ford Sociological Department. This department played a role in employee relations and was one of the early precursors to modern HR departments.

Hiring Practices and Employee Screening: Ford was known for his stringent hiring practices, including character assessments of potential employees. While these practices may not align with contemporary HR standards, they reflect his emphasis on having a stable and reliable workforce.

While Henry Ford’s approach to labour management had both positive and negative aspects, his innovations in terms of fair wages, shorter work hours, and workforce stability had a lasting impact on the field of human resources management. His ideas influenced the development of modern HR practices and highlighted the importance of employee satisfaction and well-being in achieving business success.

Recruitment was known back in the first and second world wars, but the full idea came later. Yes, I agree with some of the ideas, mostly from Henry Ford.

Talent management gained traction in the early 2000s as organisations faced increasing competition for top talent and recognised the importance of strategic workforce planning. The concept expanded beyond traditional HR functions to include succession planning, leadership development, and employee engagement.

Recruitment systems and their development have evolved significantly over the years, with advancements in technology, changes in recruitment practices, and shifting job market dynamics. Below is a timeline and overview of key developments in recruitment systems:

1960s: Paper-Based Systems
Recruitment was primarily a manual process involving paper-based job postings, resumes, and job boards mostly in printed newspapers. Employers and job seekers relied on newspapers and physical bulletin boards for job advertisements.

This is also where we see HR starting to work more with marketing, with a focus on attracting the right matching candidates. Growing, being successful, and showing that you are different take form. Many people spend a lot of money on image advertising, which forms part of the company’s profile.

1970s: The Emergence of Databases
The advent of computers allowed organisations to store candidate information in electronic databases, making it easier to search for and retrieve candidate profiles.

The concept of mapping its candidates working within the competitors companies took its first steps in a very small version.

1980s: Internet and Online Job Boards
The internet revolutionised recruitment with the rise of online job boards like Monster, CareerBuilder, and LinkedIn. Job seekers could now search and apply for jobs online, while employers could access a broader pool of candidates.

Some of the biggest internet media are struggling with legal problems, such as where the server should be located, how data should be transferred from one country to another, or from Europe to Asia. The concept of consent is slowly starting to take shape, where the candidate must give his consent; this was first seen in Europe.

1990s: Rise of ATS (Applicant Tracking Systems)
The first applicant tracking systems emerged, automating the management of job applications, resumes, and candidate communication. These systems helped streamline the hiring process and improve efficiency, the positive will say.

However, it was only much later that we saw the systems develop, and even in 2023, there is a very long way to go. The ATS continues to work primarily with matching words that the system selects from, and there is still a great deal of uncertainty about this.

It is probably very difficult to conclude that because you use or do not use the right words, you are a good or bad candidate. After all, the system selects candidates who use “the right words”, but who defines what the right words are, and can a candidate have a different focus than just the words from a job description? Job descriptions are often not updated! Just as we have not seen systems that can professionally argue that they can use descriptive words to form opinions about the candidate, a hint you get here is “fall on the floor”. We also would look at what the candidate decides to tell about and what the candidate does not include, which would be typical, like the sentences and the priority of messages in the text. Again, we have not found systems that handle this.

So, no wonder it is not selecting the right candidates.

Some will think that when it becomes AI guided, and it will have to use existing data—knowledge about the candidate, knowledge about the company, knowledge about the department, knowledge about the other team—perhaps based on the staff interviews—material that is considered to be 89% behind in quality, so more data can form the basis for checking whether there is a match, then it will be successful!

But where does the data come from? Is this data cleaned or adjusted? Then there will be a lot of unknowns that must be based on even more unknown factors in the matching. One might think this will not quite create the correct match. Maybe some will “crack the nut later on”; let’s see. AI is never stronger than the data it is basing decisions on.

Late 2000s: Social Media Integration
Social media platforms like LinkedIn, Facebook, and Twitter became crucial tools for recruitment. Employers started using these platforms for candidate sourcing, networking, and branding.

These social media collect a lot of data, and this data is sold to media companies and for other various tasks where the media must indirectly or directly influence a crowd.
It is not quite what you clearly announce, but this is where the data banks for social media take off, as the many data points now define touch points and behaviour patterns, and this data becomes very precious. The concept of touch points is created, and those who have these media offer them so that they can be used in different relationships.
The various countries are starting to legislate to secure citizens’ data, but this is not something that holds back the use of data, which is used to a greater and greater extent.

The LinkedIn rating system!
Let’s take a factual example: LinkedIn’s rating system. First, everything here is defined as skills. In the psychological world, we will work with competences, knowledge, and skills. The LinkedIn system can be manipulated by moving your ratings around, and analyses show that you will get the most ratings in the top 3 or 4. So you can change the system this way and get more and more of what you want.

These ratings are typically collected over many years. In my case, since 2000, it has taken 23 years to collect these ratings, or let’s call them, assessments. What if you change work tasks? The system does not adjust for that at the same speed. My ratings are given by my 14,500 contacts; thanks for that, but who of all those contacts knows me in reality, and do I think my rating matches me? No, it doesn’t, but it is already today that it is—the ratings that assess me as fit or unfit or not suitable for a position—but probably 13,500 of those who did give me my rating don’t know me, and I don’t know them. How are they supposed to be able to give me the right ratings?
And it is the rating that shows whether I am a match or not, so already today things are going wrong, completely wrong, and it will also be such data that the AI later will evaluate me on. 

2010s: AI and Machine Learning
Advanced technology, including what some define as artificial intelligence and machine learning, started to play a significant role in recruitment. ATS systems incorporate data to match candidates with job openings, screen resumes, and predict candidate success.

But there is still talk of a data system that matches word occurrences that are used to evaluate if a candidate is matching or not matching, which forms the basis for a selection. There are several misfortunes in this, and professionally, it is not quite as good as one would like.

2010s: Mobile Recruitment
With the proliferation of smartphones, mobile-friendly job applications and career websites became essential. Candidates could apply for jobs and engage with recruiters on their mobile devices.

Maybe it’s smart? But not everyone who works in recruitment wants this openness. We also see several apps where you can swipe to send in an application, and it’s simply too easy, and you get a lot of wrong candidates, mostly because the candidate hasn’t really understood what the requirements or expectations for the candidate in reality are.

2010s: Video Interviewing
Video interviewing platforms became popular, allowing employers to conduct initial interviews remotely and assess candidates more efficiently.

However, it is a tool that never really catches on; the candidates simply do not want to participate in a big way, and many also experience that it is just an additional circumstance and a waste of time when we ask in the recruitment departments.

2020s: Remote Work and Virtual Hiring
The COVID-19 pandemic accelerated the adoption of remote work and virtual hiring processes. Virtual career fairs, online assessments, and collaborative hiring tools gained prominence.

Predicting the future of recruitment systems beyond 2021 is speculative. However, trends such as further AI and automation integration, enhanced candidate experience, diversity and inclusion tools, and data analytics for better decision-making are expected to continue evolving.

We saw at the end of the 1990s that they added several new tools to administrate the recruitment process. In particular, many programming companies came up with new ideas for managing candidates and tried hard to find new ways to make a selection. Not least because the old work models for recruitment were quite time-consuming, and, especially in countries with many people, you saw a lot of applications for a position.

Both on the candidate side and also in the companies’ recruitment departments, problems were seen in the form of volumes.

In countries such as India, China, and Indo-Asia, you easily saw 700–3000 applications for a position arrive, and, all else being equal, a lot of cover letters and curriculum vitae the recruiters had to read.
Several countries, including Europe, began to focus on data security, and many quite harsh laws were created, but it was all quite new, and the public authorities also had to have the opportunity to check that the law was now being followed. It came first to work quite late, it was a slow start.

The focus in most data legislation was who was responsible for receiving the applications, how the applications were processed, who had access to the material, and was there information that could be classified into several levels with a focus on confidentiality?

This naturally created a demand for systems or work processes that could handle this data, and there was a focus on journaling, reception, storage, use, access, and, not least, the deletion of this information.

And the first administrative systems saw the light of day, which at first were mostly systems that could handle the candidates’ material, and development took off. One of the big wishes was a sorting system, as making a selection was a very time-consuming task. You can imagine the employee who has 15 open positions and receives between 700 and 3000 applications and curriculum vitae.

The first systems could not really do that much, but the wish list was long, and most systems could handle the administration and the handling of the material of the applications internally.

The big dreams, and that naturally also became what was held to when the programming companies had to sell their new product, that you could save time and money, and it came at a time when everyone had a desire to keep non-direct revenue-generating personnel costs down, so when the first candidate administration systems got extra options, for example, to manage the communication between the candidate and the company, like having a rating system, it became exciting, but you wanted the systems to actually almost be able to choose the candidates themselves, and after all, this was also where the big savings lay. One dreamed of a system where the candidates more or less took over some of the administrative tasks by entering their data themselves; then it was ready for selection, and the system could then assess who was most suitable. Also, with a rating system from 1 to 6 or 1 to 10, or a colour scale, it was even more exciting. The first systems were quickly pushed onto the market because of the competition; the investment companies wanted money back, and we saw a very large number of new systems being programmed in India and Bangladesh.
One of the minuses was that they did not total work as indicated. After 3-5 years, it started to get better, but often now the company is so big that the support doesn’t work!

The exciting and difficult question was what to choose?

There was also a limit to what the candidates wanted to do with the work assignment, so to speak, if you asked for too much, you got fewer applications. So, there was a need for a system that could read the documents itself and make an assessment, but what should be evaluated on?

In best data style, it was concluded that the systems should choose on comparable word occurrences. There was of course a great interest and a hope that the whole AI field would “just solve this problem” but it was not fully developed yet, and comparable matching words in a candidate’s application and/or CV versus the job description became the basis, the more words you matched in the job posting, the better suited you were.

Several systems also made it possible to insert extra words that may not have appeared in the job advertisement but were typical of a profile for the position in question.
And they began to invent the term ATS, which stands for Applicant Tracking Systems.

Scepticism was high, but the selling companies were good at showing savings and many quickly found out that the finance departments were probably more responsive to the savings than human resources management was, and many already had some kind of system to manage the administrative part, i.e., the flow of the candidates’ material.

To cover the costs of these systems, could cost between USD 10 and USD 150 per employee per month, you spent the money on the systems and made the recruitment teams smaller.

And once something is saved, it is difficult to get it back.

Many HR people were quite not impressed because many don’t think the systems really found the right candidates, but “you had to learn to live with that”, many also gave up on the assessments and had to simply find acceptance for it in their own professional thoughts, and many simply chose to look at around 20–30 CVs and then choose 10, you read, here you chose maybe you presented 3-5 to the management, who had a match on paper.

The statistics showed that the recruitment more often made the wrong choice!
The old job role, which was called hiring manager, was somewhat forgotten, and only very few continued to train the internal managers who were responsible for recruiting to take care of a recruitment process, those who had to act in the job role “hiring manager”, and HR in many ways probably didn’t want this either. We did see many changes and a lot of indirect interference from the laws related to data, like how it also depends on the interpretation of who may have access to the candidates’ data.

So, for a few years, you lived somewhat in an uncertain environment. The quality of the recruitment was low; it was now one of the areas that analysis showed HR were actually the absolute worst at!

The new processes also killed the unsolicited application, mostly because many found it not easy to handle. It was probably one of the biggest losses, but that was quickly forgotten. On it went.
The excuses were many, but in reality, a company could very well have an application form for these applications, for example via their recruitment system. But not many saws this.

In a large analysis with over 10,000 asked to join, the answers came from 8,800. In the analysis, they were asked about the 192 main areas within human resources management they were best or worst at, and for selection and evaluation, they hit the bottom mark and scored only 11%, and as you know, it is 89% below 100%.

In the external recruitment area and the headhunter area, you saw a large mix of people starting up, some were educated from the university, but there were also a large number of former CEOs who entered the market, now that they had perhaps lost their last job, and would like to start a business without major investments, which was not really a controlled market and which could probably make a lot of money.

So, all in all, both the internal recruitment departments and the external recruitment companies were at a very low level, if we had to be honest.

Most large companies started to focus on the concept of talent, and talent management became a focus area.

Many more were trained in human resources management, and we experienced a bit of professional diversity.
In reality, there were very few who know what they actually did or had to do. When you had a candidate, you had to assess if she/he was suitable for the position. But how?

The HRM departments worked more with corporate culture and job design and we saw superstructures emerge for the evaluation of performance, the previous KPI, which most of all initially dealt mostly with finance results, were given additional assigned indicators, and we saw the success factor concept come.

SuccessFactors was a cloud-based human capital management (HCM) software company that provides solutions for various HR functions, including talent management, workforce analytics, and employee engagement. It was founded in 2001 by Lars Dalgaard.
Lars Dalgaard is a Danish-American entrepreneur and investor who is known for his involvement in the technology and software industries.
SuccessFactors gained prominence in the HR technology space and was eventually acquired by SAP SE in December 2011. SAP integrated SuccessFactors into its suite of software offerings, and it became known as SAP SuccessFactors. Under SAP’s ownership, SuccessFactors continued to develop and expand its HR software solutions to serve a global customer base.

SuccessFactors was one of the first new ideas with the focus on how to evaluate your employees, and they also included a selection part later on.

At that time, lots of companies had an administration system, and it was often a shared system between HR and finance. The dream was to connect the systems; recruitment data, administration platform, and evaluation platform, so you had the full connected system, but it was not like that from the start. It first happened some years after SAP acquired SuccessFactor, and first in 2013-2014, the synchronization started to work.

The last piece of the puzzle was to connect the performance evaluation and the result to the yearly salary raise. Still, many companies and systems have not connected yet those two parts.

A lot of the key focus shifted in those years and on the recruitment area, in the selection area, we see the first lights related to evaluate on the full amount of talent.

Not only on work experience and theoretical ballast, but on competences, knowledge, and skills, as well as perhaps 5-7 precise defined extra competencies and skills that would match the company’s culture, the business plan, the goal, and the conviction of the senior management about what the right employee should most like to follow.

“The more the employees are running in the same direction, the better the results were”, was the new mantra”

Then you also have to do an evaluation after employment, and probationary employment, which had existed for many years, became something that was talked about more, and those who showed that they could be successful in the position could be employed permanently.

This led to an evaluation system where one’s manager had to evaluate the employee in relation to the work tasks that the employee completed in their everyday life, and more was added. Most had to have a dialogue with the employee once a year about expectations, and the employee had to have a status on how it went, but this was also very new, and you saw a myriad of very bland and lame evaluations. Just as you often did not follow these employee conversations at all, Often, it was once a year and then six months after a follow-up interview. At the employee interview, you should both talk about how things went last year and lay out new thoughts for the coming year. But here too, analysis showed that the quality of the conversations was often quite poor. In this area too, you saw systems such as the Danishly developed success factor, which was about a more fixed form of evaluation, and not least, a system that could store all this data and some analytics could be used to overlook the quality of the number of employees you had, but that it was very rare to actually see this data having an impact or being used.

Somehow, it was new IP gifts that had to be made by the employee and manager, and to a lesser extent, HR, because of this, in some countries, such as China and Vietnam. a form of resistance in describing the quality of one’s employees, since too much criticism could be turned the other way and you end up on some island.

As a manager, you could be criticised for either having the wrong team or not being able to train your employees in the same direction.
One of the tools was, of course, those who work in learning and development, which were this type of development-focused manager who had to assist in adding what you work with. But one of the big problems was that these were either not subject to or could or would cooperate with human resources management, or they did not really want to cooperate with HR, and you saw in reality a department that sat on relevant data that could indicate a direction for improvement and saw some learning and development employees as working in their own direction, and we saw a lot of training offered mainly because it was what these consultants had expertise in teaching, not because the analyses showed there was a need. You can actually say that in many relationships, you have two vital departments that do not work in the same direction at all. The smart ones chose to place learning and development under human resources management, and now you had to work in the same direction, and for some it was successful. In other places, you saw these learning and development people drop out of the organisations, and you chose to buy courses from outside or choose someone who could teach something that was needed. Here, too, savings were seen, and in reality, it was perhaps a good idea that you wanted to train your employees, but in reality, there was no money for this, and the focus was to a greater extent on the fact that all employees should be able to succeed in the job. They talked about “plug and play” employees, who really just had to have a phone and a cardboard top and be told where the toilet was. Roughly speaking.

The unsolicited applications “fell into the background”. Deadened by the new data legislation – Yes, “brand new” the law wasn’t, but it was first; years after that, companies were fined for not complying with the law, and we slowly saw a change in what companies would receive for fear of being asked by the data regulator to document an application’s path through the system. The infamous “duty to keep records”.
Fortunately, this panicky negative attitude towards unsolicited applications has subsided.

Today, unsolicited applications are once again on the rise, not least because it is better to have one candidate for one possible position than, say, 750 candidates applying for a position, your 1 out of 750.

But what is bad for one thing is often good for another!
And today, a job applicant can greatly benefit from sending unsolicited applications directly to a CEO. Remember, a CEO has a different focus; he is there to make the most money possible for his owners and investors. The aim of HR is a bit different.  Some would say that a CEO chooses the possibility of making more money. Human Resources (unfortunately) do often have other focuses!

Some would say that HR acts as a fence, and they want to see candidates who they think match everything in the company, not to forget that they want to keep the work processes. (Which is probably also quite reasonable.) But, our analyses show that there is a significantly greater chance of you getting a job if you apply unsolicited directly to a CEO.
You can think about that a bit.

If you send an unsolicited application, you can enter this line at the bottom, and then you comply with the legislation with a focus on the company being allowed to work with your material:

Declaration of consent
I give my consent in writing that you may receive, browse, save, and use my data in relation to a recruitment. This is in relation to the data supervisory authority’s guidelines.

It is possible that the CEO gives it to HR, but he can also see something in you that HR does not see, namely an employee who can be successful in the job. You are perhaps just what he thinks is missing, and then you already have a point of contact in the company.

If my CEO came to me with an application and said, “Please look at this candidate; we can’t call him or her for an interview,
HR would probably do this. I certainly would.

Because of the high number of applications, therefore, it became practically impossible to work with applications without an electronic recruitment system. Those systems were developing faster and given more options including the so-called Application Tracking Software system (ATS) which was extended with a scanner system that could work on analysing applications. (Some would say a monster from hell was created!).
Mostly selecting in terms of word occurrences, so that the system could remove applications that did not appear to be a match for a position. It was, and still is, very doubtful whether the systems work optimally, but the systems were also argued with – with such a system you could save people in the recruitment system, and you cut down on the number of staff working on recruitment and you had to accept the low quality, it meant many inaccurate recruitments. Despite this, it is estimated that over 75% of companies in Denmark, 92% of companies in Norway and 82% of companies in Sweden use these systems, even today.
For the US the percentage is about 90-95%.

So, if you pass the ATS system word occurrences/counting, you are assessed for a match to the actual position, based on the used words. And if there is a match between the application, plus CV, and the job ad and these search words entered in the tracking system, you have a chance. For better or worse.

An Application Tracking Software system, commonly abbreviated as ATS, is a software solution used by organizations to streamline and manage their recruitment and hiring processes. ATS systems are designed to help employers collect, organize, and track job applications and resumes from candidates. Here’s a breakdown of key components and functions of an ATS:

1. Resume and Application Management: ATS systems allow employers to receive, store, and manage job applications, resumes, and cover letters submitted by candidates. These documents are typically stored in a centralized database, making it easy for recruiters and hiring managers to access and review candidate information.
2. Keyword and Phrase Matching: ATS software often includes a search and filtering feature that allows users to search for specific keywords, phrases, or qualifications within candidate resumes and applications. This helps recruiters quickly identify candidates who meet the desired criteria.
3. Candidate Tracking: ATS systems enable recruiters to track the progress of candidates through various stages of the hiring process, from initial application to interview and ultimately, to job offer or rejection. This tracking feature ensures that no candidate falls through the cracks.
4. Job Posting and Distribution: ATS platforms often provide tools for creating and posting job listings on various job boards, career websites, and social media platforms. They may also facilitate the distribution of job openings to a wider audience.
5. Communication and Collaboration: Many ATS systems offer communication and collaboration tools that allow recruiters, hiring managers, and team members to communicate, share feedback, and collaborate on candidate evaluations within the platform. This enhances the efficiency of the hiring process.
6. Customization and Reporting: ATS software can be customized to align with an organization’s specific hiring workflows and requirements. Additionally, these systems generate reports and analytics on recruitment metrics, such as time-to-fill, source of hire, and candidate demographics, which help organizations make data-driven decisions.
7. Compliance and EEOC Reporting: Some ATS systems include features to help organizations maintain compliance with Equal Employment Opportunity Commission (EEOC) regulations and other labor laws. This includes tracking and reporting on diversity and inclusion initiatives.
8. Integration: ATS software often integrates with other HR and talent management systems, such as payroll, onboarding, and HRIS (Human Resources Information System), to create a seamless flow of candidate data and information throughout the employee lifecycle.
9. Candidate Experience: Many modern ATS systems prioritize the candidate experience by offering user-friendly application portals, mobile compatibility, and status updates on application progress, which can positively impact an organization’s employer brand.

Jobscan is a web-based platform and service designed to assist job seekers in optimising their resumes and cover letters for specific job openings. Jobscan.co is the website associated with this service. Here’s a brief overview of what Jobscan does:

1. Resume Optimisation: Jobscan allows users to upload their resumes and the job descriptions of positions they are interested in. The platform then analyses the resume against the job description, comparing keywords, skills, and other factors. It provides a match rating or score, indicating how well the resume aligns with the specific job’s requirements.
2. Keyword Matching: Jobscan helps users identify and incorporate relevant keywords and phrases into their resumes. It highlights missing keywords that can improve the chances of passing through applicant tracking systems (ATS), which many companies use to screen resumes.
3. Customised Suggestions: Jobscan offers personalised recommendations and suggestions for improving the content of your resume. These suggestions can include changes to wording, formatting, and overall structure.
4. Cover Letter Assistance: In addition to optimising resumes, Jobscan can also analyse and provide feedback on cover letters. Users can input their cover letter text and target job description, and the platform offers insights on how to make the cover letter more appealing to employers.
5. ATS Compatibility: The platform helps users understand how well their resume is likely to perform when processed by applicant tracking systems, which are used by many employers to manage job applications. It offers insights into which ATS-specific factors may affect resume screening.
6. Learning Resources: Jobscan provides educational content and resources to help users understand best practices for job searching, resume writing, and interview preparation. This includes blog posts, webinars, and articles on various career-related topics.

Link: https://www.jobscan.co

Then came the big retirement years, there was a lot of turbulence and job change in the Covid-19 period, termination and downsizing and today you face a historically low unemployment rate. For some positions, not all.
We see a very low number of candidates in countries like Germany, the Netherlands and South Korea lacking similar people, as they have especially many people retiring and we see a bigger struggle for especially IT professionals.
We see a recruitment world that in Denmark has not developed a lot in the last 15-20 years, everything is the same, and very few new recruitment concepts are emerging.
What has changed the most are the systems that have been converted “from the right” to support the work tasks, but often the systems are not quite what you would like, much is still new, and the large investments that have been made have their price. Just like the systems are often quite replaceable or it is difficult to get data from one system to another, so many end up with the ones they have turned to, but the quality of selection is still at a very low level. Many probably hope that we will get a lot of new opportunities as AI develops, but that too will take time, and AI is never stronger than the data on which the system makes its decisions, and that is probably one of the most important problems.

What’s the Difference?

The terms Skills and Competencies are used, virtually, interchangeably.
In fact, for many HR Pro’s, Competencies seem to only relate to “Behavioural” competencies as defined in a Competency Dictionary.
But this really is not the case.

– that’s why I describe here the difference between Skills and Competencies:

Skills

Skills are typically something you are born with; they are abilities or proficiencies that you “just have” or have preferences fore. Skills can be develop and acquire through more learning, practice, and experience. Genetics and innate traits can influence your aptitude for certain skills, skills themselves are generally cultivated and improved over time. Here’s a more detailed definition of skills:

Skills: Skills are specific competencies, knowledge, or abilities that enable an individual to perform tasks or activities effectively. They are typically developed through education, training, practice, and real-world experience.

It’s important to note that while some individuals may have a natural inclination or talent in certain areas due to their genetics or early exposure to specific activities, skills can generally be developed and improved with dedication and practice. Education, training, mentorship, and real-world experience play significant roles in honing and expanding one’s skill set throughout life.

Knowledge

Between skills and competences, we find knowledge. Knowledge can increase skills and competence. It is, however, one of the building blocks for developing one’s skills.
It encompasses the theoretical understanding, facts, and principles related to a subject or field. In the context of skills and competencies, knowledge is the theoretical aspect that underpins the practical application of skills and competencies.
Knowledge can be acquired through education, reading, research, and learning experiences. Knowledge can strengthen competencies.

Competencies

A cluster of related abilities, commitments, knowledge, and skills that enable a person (or an organisation) to act effectively in a job or situation.
Competencies refer to skills or knowledge that lead to superior performance.
Measurable skills, abilities, and personality traits that identify successful employees against defined roles within an organisation.
Competency is more than just knowledge and skills. It involves the ability to meet complex demands, by drawing on and mobilising psychosocial resources (including skills and attitudes) in a particular context.
A measurable pattern of knowledge, skills, abilities, behaviours, and other characteristics that an individual needs to perform work roles or occupational functions successfully.

We constantly develop new competencies and skills as the world develops. However, it is especially in the grouping of competencies that we see growth. There are many opinions on this, but in the psychological world, we only have around 5 skills; the rest are seen as either knowledge parts or competences. In total, in 2023, you will work with around 270 here.

Skills are examples—things you can’t just acquire, for example:

• Creativity;
• Structure;
• Aptitude for music, or aptitude for languages or for mathematics;
• as well as probably the most well-known skill, empathy. Empathy is something you train throughout life. We especially see strong empathic abilities in men who, at an early age, went through a lot.

A good rule to remember is that you cannot form a skill that easily. But you can strengthen your skill by becoming more skilled, practicing or acquiring more knowledge. Competences can easily be formed.

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