Driving Talent Acquisition Maturity


Posted by Robin Erickson on February 22, 2018.

Organizations today recognize that to execute their business strategies successfully, they need to have the right talent in place. And in order to have the right talent in place, they need to build a mature, high-performing talent acquisition (TA) function. This process requires an awareness of what other organizations have done to establish their TA functions as high-performing; and not just specific initiatives, either. This necessitates a broader approach to talent acquisition, which includes a commitment to change and the requisite investment in the function.

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Prediction 11: Talent acquisition will tap the power of internal mobility


Posted by Robin Erickson on January 25, 2018.

Last February, Gallup reported that 51 percent of US employees were searching for new jobs or watching new job openings.1 That same month, US employers were trying to fill 5.7 million job openings.2 Talk about a chocolate-and-peanut-butter moment: Companies have lots of new jobs, and lots of their employees want new jobs. It’s a tailor-made setup for internal mobility.

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“Leader-proof” your transformation efforts: Build or buy transformational leaders?

Posted by
Noah Rabinowitz
on August 23, 2017.

A critical decision when looking to transform your business is “who should lead the transformation?” Who are the leaders in my organization that are going to create exponential value? Who are the game changers? In a perfect world, this is an easy question to answer because you have a well-developed bench of ready, willing, and capable talent. In reality, however, this is actually much harder because organizations around the world face a shortage—not a surplus— of these unique transformational leaders. As a result, organizations often face a critical question—to build or to buy transformative talent?

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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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Talent challenges in US manufacturing amplified in global chemical industry

Shoring up your organizational governance and awareness

Posted by Duane Dickson and Marcus Johnson on October 28, 2015.

As discussed previously in HR Times, the US manufacturing industry faces significant talent challenges that threaten its future (see If you build it, will they come?, Uptick in manufacturing focuses attention on human capital, and Beating the skills shortage). The global chemical industry shares many of these same challenges, in particular: (1) impending retirement of older employees. (2) skills shortages among the generation that will replace retirees, and (3) the general unpopularity of the industry as an employer of choice. These talent challenges are amplified by intense changes in the industry itself, ranging from constrained margins and increasing cyclicality to activist investors and a dramatic decline in new product introductions. From our observations and experience with clients, many in the industry recognize that problems exist, but either aren’t acting with a sense of urgency or are paralyzed by the sheer magnitude of the challenge to take action to address it.

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