Now that the #BLM marketing rage has died down, it's high time we applied proactive audit discipline and strategy design to diversity and inclusion efforts.
The rapid growth of talent acquisition technologies, and all the problems they portend to solve, makes investment in them tempting - particularly during these unpredictable COVID times. But TA tech is not going to solve most hiring problems.
Regardless of how COVID-19 has affected your organization, now is the time to streamline and improve the speed and quality of hiring. There is very little tolerance from senior leaders for time- and labor-intensive hiring efforts with questionable results. Now is the time to objectively assess talent acquisition efforts and determine the best (and fastest) path forward to win top talent quickly and cost effectively.
What is the fallout of COVID-19 and its direct and indirect consequences for talent and business recovery? In addition to the pure health risk to employees and families, the list of likely and indirect consequences will be much longer.
Finally - an answer to the age old question, "How many reqs should our recruiters carry?" Read more about it and download the free recruiter workload calculator here.
Critical skills and talent concerns are noted as top business implications within many C-suites across multiple industries, business sectors, and regions because the global workforce is hedging on a talent shortage pandemic that will affect most companies. To address these concerns, some forward-thinking organizations have prioritized their talent strategy as a key tenet in their business processes, and they have invested in robust and agile strategic enterprise workforce planning. Read more about why Enterprise Workforce Planning is a strategic business imperative.
Org design can be a powerful tool for addressing efficiency and effectiveness problems, but it can’t work in isolation. Here are three keys to making your org design deliver improved speed and quality of hiring.
There is hardly a more nebulous, misunderstood (and possibly hated) word in Human Resources than “strategic workforce planning”, but it is a critical key to successfully improving hiring and retention results. This article describes why it is important, how to do it, and what results you should see.
So your organization is using an RPO (Recruitment Process Outsourcing) firm and you suspect things aren't going as planned? Or perhaps you are considering an RPO? Read on to learn about these common pitfalls. And check out other articles in our series to find solutions.
In this recent article by HRE and HR Tech Conference, TGA’s Linda Brenner along with 4 other tech influencers provide insight into the most important technology shifts happening in HR, how to build a case for investment, and common mistakes made in the tech journey.
"What are the best recruiting metrics to track?" is one of the questions we are asked most. Read our perspective on both efficiency and effectiveness metrics that you should be utilizing, why they are important, and how you can prioritize them.
The Human Resource Executive (HRE) and HR Tech Conference team released the first edition of the Top 100 HR Tech Influencers, and TGA Founder & Managing Partner, Linda Brenner, made the list. Dubbed “100 individuals who have shaped the world of HR technology”, the list is comprised of people from traditional HR roles, consultants/advisors, and “new media“ influencers. Read more about it here.
What’s the best way for recruiting teams to think about tackling hiring requisitions? First in, first out – like milk? Nah, I don’t think so; but surprisingly, many succumb to this approach in the face of hiring manager pressure and the absence of business-based prioritization.
One of the most straight-forward and effective ways to assess your recruitment and selection process is to put a SWOT framework for recruiting strategy to use. Read how to do it to expeditiously identify both internal and external strengths and weaknesses that affect your results.
It’s a trick headline: the most effective recruitment process isn’t singular. The most effective hiring approach involves multiple processes - differentiated based on the talent an organization most needs to win and the realities of the talent marketplace. Depending on your industry and the skills you seek, you might need two, three – even four – different process versions.
In this full employment economy, finding and winning top talent for critical roles is a key business success factor. But if you’re still thinking about quality of hire in the old way (hiring manager surveys to assess ‘happiness’ with the recruiting team or managers' assessment of a new hire 30 days in), then you’re missing the chance to prove the value of Talent Acquisition in 2019 and beyond.
We outline key considerations for each strategic choice of build, buy, and borrow to optimize your mix of employed and contingent labor.
Who They Are, Why Your Business Depends on Them, and How to Win Them
The Challenge: Improve the quality of hiring high volume, customer service-oriented front line employees. In turn, increase speed to hire and reduce overall hiring costs.
Video Interviewing has slowly been changing the interview game. But not all companies are doing it well. It has many benefits and may be worth the investment, but it doesn’t always create a positive experience for job seekers.
In today’s market, employers are struggling to attract quality candidates. Many companies understand the need to source passive candidates but don’t understand how to do it effectively or how to utilize technology to support the efforts.
How to differentiate your processes for attracting low talent availability (passive) candidates.
Traditional training isn't the way to rapidly improve HR effectiveness, development and credibility. Simulation-based assessment and 360° feedback is a fast, better way to improving recruiters' and HR business partners' skills.
Six circumstances where it makes sense to bring in outside, unbiased resources to conduct a talent acquisition audit.
Despite the explosive growth of talent acquisition technologies - and the vast number of problems they claim to solve - hiring isn’t getting better, faster or cheaper. Why?
In this two-part series, learn how to incorporate passive candidates into your overall talent acquisition strategy.
Build a better, more collaborative and business-based relationship with your Finance partner.
You are only as good as the people you hire.
Industrial or Technology Juggernaut? – ask Owen.
Check out this list of tips for new talent acquisition leaders - especially if you're coming from an HR Generalist role - to shorten your learning curve and drive meaningful results faster.