The Next Evolution in Career Management

Posted by Melissa Cavanaugh on August 27, 2018.

I recently had the opportunity to present Deloitte’s 2018 Global Human Capital Trends findings to a Bersin member’s global talent team. Each year, the Trends report reveals what ideas are top of mind for more than 11,000 respondents worldwide, and it’s always interesting to suss out a particular organization’s pain points—and perceived opportunities—according to which trends resonate most.

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Want to Find Top Talent? Hire Boomerangs

Posted by Robin Erickson on August 8, 2018.

Employee turnover is on the rise. Last year, the voluntary turnover rate in the U.S. was 13.5 percent, compared to just 9.1 percent five years before.1 Moreover, turnover is likely to continue to rise: The 2018 Deloitte Millennial Survey found that 43 percent of 10,000 Millennial respondents and 61 percent of 1,800 Generation-Z respondents expect to leave their current employers within two years.2

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How are you evolving Learning & Development to drive business transformation?

Posted by Jamie Breshears , Joanne M. Kim, and Neha Yadav on July 9, 2018.

Today’s disruptive environment means organizations must always be looking to reinvent their business models and how they serve their customers. To enable these transformations, they need to be able to quickly reskill or upskill their people. Typically this has been the responsibility of the Learning & Development (L&D) function, but business leaders are telling us that L&D hasn’t been keeping up with the needs of modern learners. In fact, more than half (54 percent) of respondents to the 2018 Deloitte Global Human Capital Trends survey said they had no programs in place to build the skills of the future.1 As legacy L&D responsibilities become less relevant, L&D organizations should be looking inward to assess their current capabilities against those needed to advance the organization and ready people for the future of work.

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Starting Off on the Right Foot: Onboarding

Posted by Robin Erickson on June 27, 2018.

Have your organization’s employees ever told you that their onboarding experience supported them throughout their entire career? Probably not. That’s because the typical onboarding process is often confused with “orientation,” a two- or three-day whirlwind of compliance-related paperwork, team exercises, and administrative tasks. After this exhausting experience, which is hardly memorable, the new employee is often left to his or her own devices—and may look for a new job within a few months.

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Act I for Employee Experience: The Candidate Journey

Posted by Robin Erickson on June 26, 2018.

Top-performing organizations should embrace the first opportunity with candidates as part of their overall plan to engage employees throughout their entire tenure and beyond. Employee experience begins with prospective employers making initial contacts memorably positive for candidates and putting their “best foot forward.”1 But this isn’t easy. Today’s job candidates have high expectations for how prospective employers should interact with them. Candidates have more power than ever to learn about, evaluate, and share positive and negative information about prospective employers through social media.

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The Candidate Experience Journey: Enhancing Six Key Touchpoints

Posted by Robin Erickson on March 22, 2018.

In today’s highly competitive talent market, an organization’s ability to attract high-quality candidates is a significant business advantage—making improving candidate experience a priority for talent acquisition (TA) teams. Our most recently published High-Impact Talent Acquisition research found that a personalized talent journey was essential for applicants, with 76 percent of high-performing TA functions reporting that they communicate effectively with both selected and nonselected candidates.1

But many companies are failing to attract top talent because their hiring processes deter, or even repel, candidates. To effectively attract top talent and stay competitive, organizations must reevaluate and enhance their talent acquisition processes to engage candidates before, during, and after the interview, using personalized communication at every step as part of an overall strategic candidate experience journey.

We found six touchpoints that matter most to candidates on their initial journey with your organization:

    • Building awareness and interest with candidates. An effective overall candidate experience journey begins by engaging positively with prospective candidates starting with their very first interaction with the organization. How can you do this?Create talent communities of people interested in your organization, develop a strong, effective employer brand, and redesign your career website to be engaging and informative.
    • Creating an easy application process. Traditionally, it has been at the point of application itself when many potential candidates become discouraged and walk away from the process, causing hiring companies to lose out on potential talent. How can you do this?Assess your existing application process by applying for a job, document the issues, and then create a simple application process for candidates.
    • Facilitating engaging recruiter interactions and prehire assessments. Recruiter interactions and prehire assessments are among the first official contacts candidates have with an organization, and are often the basis for the candidate’s ongoing relationship with the organization. How can you do this?Personalize your screening interviews and make sure that prehire assessments engage and benefit candidates, giving them insight into what it will be like to work for the organization.
    • Enabling effective hiring manager and team interviews. At this stage, the candidates are excited to speak to a hiring manager but they still have expectations of a personalized and fair experience. How can you do this?Provide hiring managers the appropriate training, tools, and assistance to ensure interviews are effective and engaging, and then ensure everyone involved in the interviewing process applies the same predetermined system of measurement to their interviews.
    • Sustaining engagement throughout the offer and acceptance phases. New hires joining a large organization need to feel that they are not going to become a cog in a much larger machine—which can in turn lead to decreased engagement and even derail the hiring process. How can you do this?Extend candidates personalized job offers and foster enthusiasm with messages and interactions from team members.
    • Designing preboarding to help new hires assimilate. It is important that organizations continue to engage new hires during the time between offer acceptance and official onboarding to ensure they do not experience decreasing levels of enthusiasm or withdraw their acceptance. How can you do this? Arrange for candidates to complete paperwork before they start, consider offering learning courses and / or gamification to learn about the new organization, and measure candidate experience.

Don’t forget about the importance of a compelling onboarding program as the candidate becomes an employee on day one

Bersin members can download the full Candidate Experience article series. Not a Bersin member but want to know more? Visit the Bersin website.

If you’re doing something interesting in Talent Acquisition, I’d love to hear from you. Feel free to add a comment below, connect with me on Twitter @RAEricksonPhD, or by email at

Robin EricksonRobin Erickson, Vice President, Talent Acquisition Research Leader / Bersin, Deloitte Consulting LLP

Robin leads talent acquisition, engagement, and retention research for Bersin, Deloitte Consulting LLP. Recognized as a thought leader in her areas of expertise, Robin offers more than 20 years of experience, including prior experience in talent strategies consulting and research for Deloitte’s Human Capital practice. Robin led Deloitte’s global Talent 2020 longitudinal survey series and her work has appeared in several issues of Deloitte Review and in Deloitte’s Global Human Capital Trends reports. She holds a doctoral degree in organizational communication and change, as well as a master’s in communication, from Northwestern University. Robin also has a master’s degree in theology from Northern Seminary and a bachelor of arts from the University of Chicago.

1 Six Key Insights to Put Talent Acquisition at the Center of Business Strategy and Execution, Bersin, Deloitte Consulting LLP / Robin Erickson, PhD, and Denise Moulton, 2018,