Now might be the optimal time to re-engineer your recruiting processes. Start by objectively determining which metrics are most important to your business, how to evaluate them and the best approach for improving these outcomes.
What are the direct and indirect consequences of the pandemic for talent and business recovery? The list is long and we now know that it includes "quiet quitting", supply chain issues, candidate ghosting, brand management, early attrition, social issues, missed performance goals to name a few. And the length of time we'll be dealing with these issues is even longer than this list.
It’s a trick: the most effective recruitment process isn’t one - it's multiple processes, differentiated and highly engineered. Because in the most challenging talent marketplace that most of us have ever worked in, we can't wing it anymore - nor can we build our processes based on what we've always done, or what hiring managers demand.
There are many reasons why candidates aren't applying to jobs the way they did before the pandemic. A recent survey identified five key reasons for this (hint: 'being lazy and on unemployment' didn't make the list.)
Here are eight clues for determining where your organization falls.
Need to figure out how to improve hiring speed, quality and diversity? Begin with one of the most tried-and-true methods to assessing strengths and weaknesses: a SWOT framework for recruiting. Learn how this method can help you get started the right way.
Proper recruiting, selection, onboarding and performance management routines are critical for the success of any new executive, but particularly for companies seeking to expand diversity among their leadership ranks. The old routines that may have worked reasonably well with primarily White leaders need to be examined and adapted to successfully and consistently win high performing Black talent.
Can a mere 225 unionizing Google employees out of 260,000 have much of an impact? You bet. Their union, in many ways, resembles a private equity firm which will undoubtedly grow larger in membership, funding, and power.
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.
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.
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.
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.
Six circumstances where it makes sense to bring in outside, unbiased resources to conduct a talent acquisition audit.
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