The introduction of Ulrich’s new HR model almost 20 years ago changed the way business thought about HR. HR Generalists found themselves in a strange new world, suddenly expected to perform strategically as an HR Business Partner. While many liked the concept, they found they didn’t necessarily have the skill to perform in the new role. Not unlike HR Business Partners, talent acquisition professionals also need to reinvest in and reinvent themselves in sync with the times.
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
Posted by Josh Bersin on April 5, 2018.
Eager to build a digital talent acquisition (TA) organization? You should be: Top-performing TA teams are four times as likely as their low-performing counterparts to embed advanced technologies like cognitive tools and AI into their work.
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
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 email@example.com.
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, http://bersinone.bersin.com/resources/research/?docid=21325.
Posted by Denise Moulton on February 28, 2018.
Optimizing for the Future: Now Is the Time for Mid-Market TA Strategy
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.
Posted by Robin Erickson January 29, 2018.
I’m excited to announce that we just published Bersin’s latest High-Impact Talent Acquisition (HITA) study, with 1,220 global participants. This study is only our second industry study for talent acquisition—and, yes, the world has changed since our last industry study published in September 2014.
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.
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?
Organizations use a variety of sourcing strategies to attract and engage top talent. However, some sources are more effective than others at identifying high-quality candidates.