Your perfect candidate could be located in any number of talent pools — passive candidates, active job seekers, or even entrepreneurs. Your recruiting strategy has to have a sourcing plan to gather candidates with the skills and experience you need, as well as engage them through the entire selection process. A sub-par candidate experience can deter applicants from accepting positions and even damage your reputation as an employer of choice. Learn how to design and implement an experience that engages the emotional, physical, and cognitive aspects of your potential new hires.
Recommended Candidate Experience Resources
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The McGraw-Hill Companies have transitioned from a publisher and information provider to a leader in credit ratings, benchmarks, and analytics for the global capital and commodity markets. This transition included a significant HR ...Read more
In this Executive Insight Video, Gregory Karanastasis, Senior Director, Global Talent Acquisition & Internal Mobility at McGraw Hill Financial discusses how the financial, publishing, and business services corporation formed a ...Read more
The interview process for professional jobs may never be perfected. It is dependent on the organization, the role, the hiring manager, the recruiter, and the candidate. The process is regulated to control illegal bias and new ideas on how to assess seem to crop up daily.
And people still make hiring mistakes.
There are a lot of reasons why. And these vary by employer. Many managers feel that in a one hour discussion they can learn everything they need to know that wasn’t on the resume. They believe they have a keen intuition and can read people well enough to make the call based on that meeting.
They can, undoubtedly, form an opinion. And many times, it will be correct, or at least sufficiently correct. But every once in a while, the process fails, and a hire that once had everyone smiling and giving a big “thumbs up” turns out to be someone they regret hiring.
This interview with Laszlo Bock, senior vice president of people operations at Google, was conducted and condensed by Adam Bryant.Read more
If you haven’t read any global Chief Executive Officer (CEO) studies, then I encourage you to do so…quickly. As you take a gander, you will quickly see that there is a lot of agreement between what these studies are saying even if each study is trying to be unique in the terminology they use. So the most recent Duke Corporate Education 2013 CEO study came to my attention in last couple of weeks. In it the researchers sought to understand that within the unpredictable business environment that has become the “new normal,” what are the challenges that CEOs face in dealing with this environment.
If you are in sales, it is likely that you have been using some sort of CRM for almost two decades. In the Talent Acquisition market, this concept is fairly new. Candidate Relationship Management is not a “shiny thing,” but it can make recruitment more efficient and effective - if used wisely.
Before embarking on a CRM initiative, it is wise to identify job segments for which you want to use CRM. Ideal use of CRM is to pipeline for hard to fill, niche jobs, or jobs which, based on your workforce planning, will be created in the future. Some organizations prefer to use CRM for all job segments to manage passive candidates.
Dr. Kirsten Hanson, Senior Director & Head, Global Organization & Talent Development, Oracle
With the complexity of a more global workforce, today’s leaders must sustain business performance in a vastly ...
Kristen Leverone, Senior Vice President, Global Talent Development Practice Leader, Lee Hecht Harrison
As multinational organizations adapt to global market needs, pressures are mounting for a new hyper- efficient ...
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