Bersin’s most recent High-Impact Talent Acquisition study1 found that high-performing talent acquisition (TA) functions are building the workforce of the future through deep integration with the business, a strong focus on relationships, experimenting with technology, and reinforcing the organization’s people culture. However, many TA functions continue to operate in isolation, often lacking a connection to or an influence on business strategy.
Posted by Brad Podraza on January 28, 2020.
For the past 20 years, Deloitte Consulting LLP has conducted a biannual global survey of shared services executives. While service delivery models are always evolving, the world’s largest companies are increasingly shifting to more digital, global, and multifunctional models that are expected to provide more nimble and efficient services, stronger customer service, and high-impact business outcomes. For that to happen, however, the talent side of the shared services center (SSC) or global business services (GBS) needs to be at the top of its game. Continue reading “Trends in shared services reveal talent strengths and opportunities”
With the ongoing struggle to hire top talent, organizations are looking for ways to improve the candidate journey, which is focusing a magnifying glass on the interview experience itself. If you look at any organization’s interview reviews on Glassdoor, there’s a pretty good chance you’ll see negative comments on the interview experience. The interview process can be painful not only for the candidate but also for the interviewer, and that can affect an organization’s ability to hire—hence suffering a “death by interview.” Continue reading “Death by interview: Reviving the experience”
Finding and keeping good talent has been a challenge for organizations since the dawn of the first Industrial Revolution—and it continues to this day. Deloitte’s 2019 Human Capital Trends research demonstrates this: 70 percent of respondents cited recruitment as important, and 16 percent said it was one of three most urgent issues their organizations would face this year.1 Across every industry sector, talent acquisition (TA) and business leaders are struggling to hire talent that sticks. Retention strategies are often reactive, relatively scarce, and disconnected from organizations’ recruitment initiatives.
Continue reading “Prediction: Assessment will go mainstream for engaging, hiring, developing, and retaining workers”
Technology is transforming all parts of the talent acquisition process, including prehire assessments. What used to be perceived as transactional tools, bolted to the recruitment process after candidates had progressed through a portion of the sourcing and recruiting cycle, are transforming to provide insights that can be leveraged at any time, before and after hiring. Continue reading “Prehire assessments—Validated approaches to hire for values, fit, and potential”
On par with “source of hire,” which has become even more complicated with the introduction of “source of influence vs. source of application,” the burning question of talent acquisition operations today concerns the TA team itself. Sizing the TA organization appropriately is critical to its success. Too many, too few, or the wrong mix of roles can keep TA from meeting the talent demands of the business, not only causing stress within the team, but also raising questions about alternatives (outsourcing, anyone)? Given the importance of getting it right, just what types of roles—and how many of each—should you have on your recruiting team?
Continue reading “Sizing the TA organization”
Posted on August 2, 2019.
Thanks to a combination of awareness, training, and regulatory oversight, most organizations are acutely aware of the need to remove bias from hiring decisions and take steps to prevent it. So you may find it surprising to learn how many different forms of bias exist and how common it is—still—for bias to creep into decision-making.
Posted by Nicole Brender à Brandis on July 24, 2019.
In this previous post, we discussed the rightful passage of the evergreen requisition into the annals of history to be replaced with talent pipelines. Talent pipelines have been around quite a while. If you’re like me and were really sad when the dinosaurs died, then you remember the days of using index cards, your rotary address file, and your planner to create “tickle files” to keep in touch with talent who possessed certain critical skills. This was decidedly one-way communication (typical of pipelines) that involved mailing articles or calling from time to time to see if the candidate was “ready” to hear about jobs. Technology has greatly improved the ability to communicate quickly and more effectively with large pools of talent—but has it improved overall recruiting success?
How ready are you to take advantage of them?
Cognitive and AI technologies are increasingly pervasive in the world of talent acquisition (TA), in the news, in the minds of leaders, and among solution providers. How ready is your organization to implement them in a way that can be truly transformational?
Putting to sleep the req that never ends
Posted by Nicole Brender à Brandis on June 18, 2019.
A long time ago in a galaxy far away…or right here on Earth…recruiters faced the dilemma of how to keep applicant flow going for high-volume hiring needs occurring at one time, or requisitions that had multiple needs over the course of time. And so the “evergreen requisition” was born. Now it’s time to lay it to rest.