The changing talent acquisition landscape requires a more proactive, engaging, multi-touch approach to attracting leads and converting them into applicants and hires. For modern recruiting organizations, the answer is implementing a modern Recruitment Marketing strategy to make better hires today and build a pipeline of qualified talent to nurture for the future.
“Bad” and “hire” are two words recruiters never want to hear said together. Not only can it undermine trust in the recruitment process, but it’s also a very costly problem. The average cost of a poor hiring decision can equal 30% of the individual’s first-year potential earnings -- not just from the turnover, but also lower productivity, a damaged employer brand, lower employee engagement, and higher manager time spent on mitigating underperformance.
The curtain has descended on IBM HR Summit 2016 in Boston, and what an action-packed two-plus days they were. Business and thought leaders from across the industry gathered together at the Hyatt Regency Boston to look at the current state and future of talent acquisition, employee engagement and listening, HR technology, how to #PowerUpHR and much more.
As the lines between recruiting and marketing continue to blur, recruiters are embracing the digital and data-driven strategies that transformed marketing. One of the biggest trends is the adoption of an inbound marketing approach, which at a high level means driving inbound prospect leads versus relying on continually pushing out messages. It starts with creating engaging and search-optimized websites, capturing leads with clear and compelling calls to action, such as signing up for an eBook, and then nurturing those prospects over time by communicating relevant and useful information that ultimately helps encourage those prospects to purchase. Talent acquisition teams are applying these same methods and using new technologies so that they can fuel the same process to build and engage their own talent pipelines.
I observed organizations struggle with how to recruit, retain and manage four generations in the workplace and I saw what it cost them. I knew it could be handled differently and that those organizations that adopted the new strategies I was proposing -- for assessing, engaging and developing top talent -- would not only stay in business, but would also gain a significant competitive advantage in the labor market and in the industries they served. And so it has been proven.
Business leaders and HR managers know there are both visible and hidden costs to doing business. Assuming good recordkeeping, you should be keenly aware of the visible costs such as materials, machinery, technology, payroll, benefits, and vendor contracts. Some costs are inevitable but unpredictable, falling somewhere between visible and hidden.
What can we learn from an election year? Even before candidates are officially announced, our opinions of them have been influenced by years of media appearances, interviews, social media profiles and even the opinions of trusted friends and family. This year, I challenge organizations to think about their candidate experiences as though your company is running for office and you want quality talent to vote for you. If you took a look at your company’s website, your value proposition and even your job listings, would you apply to work at your own company? If not, it’s time to reevaluate your candidate experience.
Although our organizations are hopefully not embroiled in the level of chaos we are witnessing in the current political system, we are nevertheless equally affected by misdirected reward programs created to achieve one outcome while producing another unintended outcome.
At its heart, every business is a people business. This explains why it’s so important for organizations to become unbelievably good at attracting, selecting, and onboarding the right people to drive the business forward.
The nuances of “managers” versus “leaders” are not well understood in many organizations. Noted thought leader, Josh Allan Dykstra, wrote in a recent article that when we ask people to “manage” we’re in effect asking them to block the path of progress and stand in the way of innovation. What we really must do is create leaders out of everyone in the organization and enable individuals at all levels to bring their highest contribution, best ideas, and full engagement to work all day, every day
Today’s recruiters have access to far more candidate information than ever before, which should mean better hiring decisions, right? After all, the more you know about a candidate, the easier it is to evaluate fit. Perhaps though, all of this candidate info is a case of having too much of a good thing. Rather than offering an advantage, Too Much Candidate Information (TMCI) can create problems, like turtle-paced hiring, and the kind of negative experience that sends talented candidates running the other way. Some TA leaders have recognized the issue and they have a new mandate: Get the information needed to make the best decisions for the company without putting candidates through the wringer.
$500 million worth of jobs were sent to search through our marketplace by employers in 2015. Those jobs were posted by talent acquisition managers looking for the best candidate to fill each open role, leaning on a must have resource – recruiting agencies – in challenging situations such as tight timelines or hard to fill roles. Sending a job to search can be a more expensive way to recruit, but when you understand what to expect in terms of fees and performance, it’s worth it.
Spurred by incessant jousting over whether one of the U.S. presidential candidates might be “hardening or softening” their position on immigration policy, I thought recently about an altogether different arena, the workspace, and the evolution of management style that many of us find ourselves in the midst of, as we journey between a top-down command and control style (hard), and a more collegial and inclusive (softer) style. Regardless of where one is on that transition curve, and your direction of travel, there are still some universal precepts, ‘iron laws’ if you will, that bear adherence.
“How do we demonstrate the value of HR to our organization, and step up its role as a strategic business leader?” We hear this question from clients in all industries, in all company sizes and at all levels—from the CEO/CHRO to the HR business partners and their internal clients. When HR plays a critical role during organizational change and transformation, companies see more powerful and immediate results.
Coaching is a hot topic for many companies. Multiple studies show that traditional coaching can improve business performance, productivity and customer service, but the big question is: Could e-coaching help CEOs and enterprise leaders tap into an even greater connection between profitability and training?
Have you ever struggled to find the right candidate for a position in your organization? You’d be hard pressed to find a talent acquisition professional who could answer that question with a resounding, “Nope!” In fact, research from HCI has shown that organizations with an internal talent sourcing strategy report less of a struggle to fill leadership positions than organizations that search for talent externally.
Managing performance—regardless of industry—is a fundamental aspect of facilitating long-term growth and change. It means developing a clear vision and executing a strategic plan to help an organization or institution successfully achieve its goals. But here’s the thing: Managing performance is not as straightforward as it might seem. It’s more complex than merely communicating goals and expecting results. It’s an active, engaging process involving several moving parts.
Talent acquisition professionals the world over are talking about Millennials. Who are they? What do they want? What is the deal with PokemonGO? What could I possibly have learned about them on a farm in rural Virginia where even a GPS doesn’t work? As a non-farmer, I was surprised to suddenly hear the conversation turn to a discussion about Millennials and how they are shaking things up. I thought to myself, “Well this topic sounds familiar!”
Nearly every business has a plan. Often, the business plan lays out an expected way of achieving stated business objectives and delivering against some set of tangible metrics. Examples may include increasing the total number of customers served, increasing annual revenues, decreasing per unit production expenses, or similar outcomes. At the end of the year, however, too many business leaders are disappointed that the results fall short of expectations.
Intention is defined as a determination to act in a certain way. While many organizations have values that create intention, oftentimes the values are not being tied to desired leader and employee actions. In other words, there is a need to define how your employees behave in everyday situations to demonstrate the organization’s most critical values. It sounds so simple, yet it is often overlooked.