Predictive analytics: 5 truths about data-driven recruiting

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Posted by Denise Moulton, on February 26, 2019.

Like it or not, somebody is always watching us. In today’s digitized world, it’s impossible to search for anything online, like or share something on social media, or research a dream vacation without revealing information about ourselves to any number of invisible data collectors. Many businesses don’t just use this data to increase their bottom line—predictive analytics allows companies to use the information gathered to more efficiently and productively attract potential talent to the organization. These five truths about predictive analytics will help shed light on just how valuable this data is in talent acquisition (TA).

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The digital revolution and your candidate as customer

HR for humans: How data, digital, and human-centered design can transform HR


Posted by Mike Grennier on January 28, 2019.

While the customer has long been king in business—and rightly so—the digital age has enabled companies to treat customers like royalty by catering to their needs and preferences in unprecedented ways. Now, a competitive job market and underlying social and workforce trends have given employers another royal to consider: candidates. How is your Talent Acquisition organization taking advantage of digital capabilities to treat candidates like customers?

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Talent sourcing solutions: Offering improvements beyond efficiency


Posted by Matthew Shannon on January 11, 2019.

Healthy economic growth in recent years has spurred talent markets in which job openings currently outnumber job seekers.1 Yet, recruiters still spend an average of more than 12 hours per week seeking new candidates.2 The challenge many talent acquisition (TA) organizations face is finding additional resources that can help them identify and engage top candidates before their competitors. Fast-changing technological advances position the TA function to benefit from new tools to augment the time-consuming task of sourcing talent. Our new research assessing different talent sourcing solutions provides insights into which next-generation capabilities can streamline the recruitment process, improve recruiter productivity, and enhance candidate experience.3

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Prediction: Talent acquisition will use AI and predictive data to become truly embedded in the business


Posted by Denise Moulton on December 5, 2018.

For several years, talent acquisition (TA) has been emerging from its silo of filling headcount to become part of an overarching talent strategy. In 2019, we expect record-low unemployment rates and a demand for niche skills to hasten that transformation and make the TA function a critical player in ensuring that organizations have the talent they need to be productive. This means more than improving TA strategies, enhancing relationships with hiring teams, or becoming data-driven. A substantial shift in behaviors, capabilities, and business integration will fuel TA in those organizations keen to embrace the possibilities.

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Using cognitive automation to solve the age-old problem of hiring the best talent


Posted by Stefan Lint on November 12, 2018.

You cannot follow the news today without reading stories about how robots and machines are taking over the world. One aspect of this revolution is the role of artificial intelligence in deciding who is hired and who is not. Depending on your point of view, this may either strike fear in your heart (or at least creates a level of unease), or may feel like we are finally seeing the promise of AI come true. The reality is more nuanced.

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Maintaining the talent pipeline during M&A

Maintaining the talent pipeline during M&A

Posted by Tom Joseph, Bill Cleary, and Bhawna Bist on March 21, 2017.

It’s no secret that mergers & acquisitions (M&A) can disrupt ongoing business activities. This disruption also impacts HR customers, both internal (executives, managers, employees) and external (applicants, retirees, vendors/suppliers). Leaders often turn their attention inward during M&A, leaving one group critical to the growth of the business overlooked: the external talent market.

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A new operating model for talent acquisition

A new operating model for talent acquisition
Posted by Arthur Mazor and Bill Cleary on December 13, 2016.

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.

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The candidate as customer

The new dynamics of talent acquisition

The candidate as customer
Posted by Arthur Mazor and Bill Cleary on November 15, 2016.

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.

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Another opportunity to extend HR Shared Services—COEs


Posted by Vyas Anantharaman, Kelley Taylor, and Diksha Dehal on June 03, 2016

We’ve devoted a few discussions to how organizations can make better use of HR Shared Services (HRSS) and why they should. Today’s HRSS centers are more innovative, more technologically proficient, and far more interactive and knowledge-based than they have traditionally been perceived. These advancing capabilities make HRSS well-suited to support another vital area of HR: COEs (Communities of Expertise). With a few targeted steps up front to help facilitate the transfer, services traditionally handled in COEs can also be handled effectively and efficiently via HRSS. The goal is not to diminish or replace COEs, but to free their resources for more value-added activities.

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