In our previous post, we looked at some of the ways HR can learn from leading practices for customer experience to improve talent acquisition. Enhancing the candidate experiences requires getting smarter about how organizations approach talent acquisition. According to Bersin by Deloitte, recruiting is already an expensive undertaking—US companies spend an average of $4,000 per hire—and it’s likely organizations will feel greater pressure to spend even more in the competition for the attention of Millennials and other talent.1 From social media to alumni networks, it’s time for companies to focus their investments on the areas of greatest payoff. That means linking recruitment more closely to overall corporate strategy as well as promoting a smoother ride for candidates through the process.
The new dynamics of talent acquisition
The competition for talent is intensifying. Continuing economic growth is giving skilled employees more leverage in the job market, raising the bar for companies looking for a talent edge over rivals. Gone are the days when HR could simply announce open positions and expect to get plenty of interested candidates.
Posted by Robin Erickson, Ph.D. on May 21, 2015.
Would it surprise you to know that as recently as May 2013 more than half (55 percent) of employers surveyed weren’t participating in a recruiting initiative specifically aimed at veterans?1 I find it surprising because the case for hiring veterans is so compelling—it’s not only the right thing to do, it’s the smart thing to do:
The case for hiring the long-term unemployed
Posted by Alice Kwan and Danielle Hawkins on October 16, 2014
There’s a very good chance your organization is turning away viable, high-quality candidates for one reason: They’ve been looking for work longer than other candidates.
As of August 2014, 3 million Americans1 of all ages, ethnicities, geographies, industries, and education and experience levels are considered long-term unemployed (LTU), meaning they have been actively seeking work for more than 27 weeks without success. The LTU apply to 3.5 times more jobs than recently unemployed job seekers, yet receive 45 percent fewer callbacks for interviews.2 Evidence shows no difference in capability or quality of work produced between the LTU and the recently unemployed,3 yet the stigma associated with lengthy employment gaps persists.