Whether you’re looking to hire talent with in-demand skills, women, new college grads, scientists, veterans, or international hires, you need a channel management strategy that enables you to build a database of qualified, interested, and available talent. The most effective strategy includes a mix of active and passive sourcing methods, and the cultivation of a pipeline through identification of priority roles, use of market segmentation strategies, and a database that houses future prospectives.
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National Public Radio recently published an article regarding what makes a workplace innovative. The author detailed what sets a Google or a Facebook apart from their competitors. It is not just the open atmosphere of their campus headquarters where games of volleyball, soccer, or Frisbee can break out over lunch, but a specific design of their offices to ensure interaction with employees across divisions and functions. This “serendipitous interaction” allows Google employees to learn by “interactions, collaborations, and fun,” and directly impacts the bottom line with Google being named the best place to work according to Fortune magazine for the past 2 years. Google “attracts some of the brightest minds and earns close to $1 million in revenue for every single person it employs.”
Finding the right person for your organization can be a daunting and costly process. With the average cost of hiring a new employee now exceeding $3,479 (Bersin & Associates, 2012) organizations are focused on managing costs down while simultaneously improving quality of hire.
Surveys in the HR Market
I was complaining to a colleague about the heaps of misinformation in the marketplace. She was quick to correct me. “Marketing surveys delivered by vendors and consultants provide valuable information. You just ...
Success comes in many forms . . . including digital marketing success. The digital marketing promise has always included the ability to measure the impact of your online marketing dollars. Delivering on this promise has been a challenging ...Read more
The 2012 Manpower Talent Shortage Survey states that 49% of U.S. employers are experiencing difficulty filling mission-critical positions within their organizations. Why? A lack of available candidates with the right technical expertise and employability skills continues to elude employers. More specifically, the top reason employers say they can’t fill roles is simply an overall lack of applicants; the second is the candidate-based factor that applicants lack the technical competencies, or hard skills, required for the role.
Many social enterprises start small and grow fast. This puts a premium on the need to develop, or recruit, talented people who can take on evolving roles and responsibilities. Yet planning for future leadership needs falls between the cracks at ...Read more
An HCI Podcast based on the Webcast, "How Do You Measure Social Media?" on 1/30/2013. Kara Yarnot, Vice President / Director, Talent Acquisition Center of Expertise at SAIC, Inc. joins us to discuss best practices when it comes to new ...Read more
The New York Times recently ran an article regarding an upswing in the trend of hiring from internal referrals. “Some, like Ernst & Young, the accounting firm, have set ambitious internal goals to increase the proportion of hirings that come from internal referrals. As a result, employee recommendations now account for 45 percent of nonentry-level placements at the firm, up from 28 percent in 2010,” states Nelson Schwartz.
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