Recruiting decisions aren’t limited to selecting the right candidates. With comprehensive analytics, you can identify the talent you’ll need, the pools with the right candidates, and methods to evaluate for fit. Don’t be intimidated by big data. Learn how you can develop people intelligence so you find the available skilled talent you need quickly and at a lower cost.
Anyone navigating the recruiting landscape today knows that no two candidates are alike. But there are certain traits candidates share that can help you predict key outcomes—such as where candidates will land, how well they will work, and how long they will stay. We call this job mobility, and it’s vital that recruiters understand which characteristics tend to classify applicants as “high mobility” or “low mobility” workers.Read more
The ability to learn on the job, much less be identified and developed for a future leadership position, can be difficult for employees, regardless of classification. Every company claims it plans for the future, but the reality is that the mindshare required – the domain and business expertise and the leadership that drives it – usually slips away with the best intentions of having the learning and development as well as the succession plan in place.Read more
Metrics enable you to gauge the overall health of your talent acquisition process. Chief HR Officers have certain KPIs (key performance indicators) that they report on. The following are ones they watch as these metrics provide deeper insight into the performance and business impact of your talent management system. Some of these metrics are standard, some are not; taken as a whole, they create a broad report of where improvement can impact the bottom line and drive value for HR in the C-suite.Read more
The recruiting industry has changed drastically in recent years. Many recruiters feel the biggest impact of this evolution is a talent shortage—but the issue isn’t really about finding people, it’s about finding people with skills. The truth is that most of the skills that are in demand are scarce and often short-lived, which makes it all the more necessary to understand which skills you need and which people have them. But unlike the process of recruiting for specific job openings, sourcing by skillset demands proper timing, preparation, and—most importantly—endurance. It’s about creating a talent pool that you cultivate and nurture before you even need to hire.
The question is: How do you get that pool full of talent—and then keep it that way?