Optimizing Human Resources. Better hiring and retention results.
An HR consultancy that helps organizations make smarter people investments.
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Strategy is just words on paper without the plans, deliverables and measurements you need to make it actually work.
Frequently Expressed Pain Point
“Our new recruiting leader needs an onboarding plan and a roadmap for success.”
Most Recent Blog Posts:
Hiring Manager Satisfaction Surveys: The Worst Thing to (Still) Happen to Talent Acquisition
Traditional recruiter satisfaction surveys, by which hiring managers rate recruiters based on their responsiveness and preferences, reinforce outdated and counterproductive hierarchies. Instead, the focus should shift to value-added metrics that reflect true recruiting effectiveness, such as speed, diversity, quality of hire, and cost effectiveness. Rather than simply serving the whims or beliefs of hiring managers, these objective performance metrics and outcomes of hired candidates challenge recruiters to be strategic partners and inspire them to achieve organizational goals and longer-term hiring success.
Where the Talent Went and What To Do About It
Despite the waning of the COVID-19 pandemic, hiring and retention remain a significant challenge for businesses. Factors contributing to this shortage include demographic shifts, declining birthrates, and lower labor force participation rates. Here are four strategies to address this issue. And do it now, because it's not going to get easier anytime soon.
9 Reasons Why Changing Your HR Org Structure Won’t Fix Your HR Issues
Changing the organizational design within HR may seem like a logical step to address issues and pursue a transformative HR strategy, but moving boxes on a chart rarely improves measurable outcomes. This article outlines why simply altering the HR org design won't fix underlying issues or transform anything, much less your HR strategy.
HR Strategy = Talent Strategy: It’s All About Build, Borrow or Buy
The creation of value in companies is primarily linked to intellectual capital driving cash flow, constituting over 80% of average market value. Companies like Apple, Visa, and Microsoft derive nearly all their value from intellectual assets rather than tangible ones. This intellectual capital originates from people, making talent the most critical of assets. However, many companies, lack a talent strategy that aligns with this economic reality, often hold outdated views on the availability of skilled talent despite acknowledging its importance. At its core, talent strategies for organizations across most industries need to outline a build, buy, borrow strategy in order to ensure the growth of enterprise value in the future, which is entirely dependent on talent.